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Corporate
Corporate Social Responsibility in social
hospitality: are sustainability responsibility

initiatives really sustainable?

Case examples from CitizenM, 525

Lefay and Six Senses

Virginia Maria Stombelli
Les Roches International School of Hotel Management,
Crans Montana, Switzerland

Abstract
Purpose – In 2016, the United Nations published the agenda for sustainable development with 17
Sustainable Development Goals (UN SDGs), asking everyone to commit to reach the Goals’ targets by 2030.
Accordingly, hospitality brands developed Corporate Social Responsibility (CSR) initiatives to deliver positive
direct, indirect and induced impacts to the triple bottom lines’ environmental, social and economic dimensions.
The purpose of this paper consists in investigating the benefits that companies want to obtain, engaging in
these activities. Three very different hotel brands’ CSR are analyzed to consider their undeclared coordination
with the UN SDGs namely CitizenM, Lefay and Six Senses.
Design/methodology/approach – The paper is based on secondary qualitative data retrieved from
websites.
Findings – When choosing to commit to CSR initiatives, companies not only behave as good corporate
citizens but also pursue their economic interests. By so doing, they receive benefits that vary from improved
image and reputation amongst guests to enhanced satisfaction and commitment amongst employees, passing
through reduced fiscal burdens and financial savings.
Practical implications – The UN SDGs seem to potentially create a virtuous cycle in which Goal 8,
decent work and economic growth, must be a leading cornerstone. To make the cycle work, socio-economic
engagement and factual certainly should be improved and hospitality companies should pay a role both by
measuring and publishing the benefits of committing to CSR and funding sustainability research that can be
beneficial to their business, too. If this happens and the UN SDGs’ targets are met, the future will benefit from
a circular economy, whereby resources will not be disposed of but maintained, repaired, reused,
remanufactured and refurbished before being recycled. In other words, sustainability is not only about
creating a better life for every living being but also about developing favourable business environments to
benefit companies.
Originality/value – The comparison of hospitality brands’ with theoretically identified benefits represents
the starting point of a wider multi-dimensional reflection on coordination between companies’ CSR and UN
SDGs. Recommendations to sustain the sustainability virtuous cycle and to look at the future are drawn.
Keywords CSR, Hospitality, Sustainable development goals, Circular economy, Sustainable growth
Paper type Case study

Introduction
The objective of this paper is to give an overview of the meaning of Corporate Social Worldwide Hospitality and
Tourism Themes
Responsibility (CSR) and to multi-dimensionally analyze how hospitality brands’ Vol. 12 No. 5, 2020
pp. 525-545
sustainability strategies positively affect quality economic growth, today and tomorrow. © Emerald Publishing Limited
1755-4217
The research opens with a concise literature review of the concept of CSR. Then, three DOI 10.1108/WHATT-06-2020-0041
WHATT hospitality cases are presented, namely, CitizenM, Lefay Resorts & SPA and Six Senses. The
12,5 study highlights their CSR initiatives’ compliance with the sustainable development goals
designed and encouraged by the UN. An analysis of the CSR financial benefits on these
hospitality players’ businesses is considered too. Finally, a reflection on the United Nations
sustainable development goals (UN SDG’s) virtuous circle led by economic growth is given
and next steps for sustainability in hospitality.
526 Throughout the paper, connections between academic and practical research are
mentioned. For example, none of the three hotel brands explicitly refer to the UN SDGs, so
correlations are drawn comparing CSR initiatives’ explanations and examples to Goals’
targets. The literature review is then used to highlight the financial advantages that brands
obtain when committing to CSR. In an attempt to become known as excellent corporate
citizens, brands may be tempted to hide the monetary benefits they (may) receive from
sustainable practises. Still, it is worth highlighting them as persuasive tools to attract more
and more operators to the Goals. In turn, the UN SDGs potentially generate a virtuous cycle
that makes the economic system sustainably grow and that is fuelled by it. To sum up,
everyone benefits when sustainability practises are adopted and inclusive development is
generated (Gupta and Vegelin, 2016).
The conclusion summarizes the main findings and highlights future study areas,
fundamental to periodically assessing the actuality of UN SDGs and the possibility of
committing to the next step: the circular economy.

Corporate Social Responsibility: definition and theoretical aspects

The European Commission defines CSR as “the responsibility of enterprises for their impact
on society” (European Commission, 2020). Through CSR, companies integrate “social,
environmental, ethical, consumer and human rights concerns into their business strategy
and operations” (European Commission, 2020).
CSR relies on the belief that companies deliver programmes and act as ethical corporate
citizens to justify their existence, to prove that their focus is not merely on profit
(Bohdanowicz and Zientara, 2008; Turker, 2009) and that they “contribute to society’s
welfare beyond their own self-interests” (Kang et al., 2010, p. 73). So, companies voluntarily
chose to continuously commit in developing and enhancing social and environmental
quality (Holcomb and Smith, 2015; Levy and Park, 2011) by integrating these initiatives into
their business (Serra-Cantallops et al., 2018), being accountable to the affected internal and
external stakeholders (Dodds and Joppe, 2005; Holcomb and Smith, 2015; Turker, 2009).

Corporate Social Responsibility in hospitality

Over time, the scale of tourism has increased (De Grosbois, 2012), producing negative
impacts on natural, cultural and social environments (Chan, 2011; Martínez and del Bosque,
2013), as well as environmental degradation, dilution of cultural identity and displacement
of local people (Martínez and Nishiyama, 2019). As a consequence, hospitality companies
have been amongst the first to focus on CSR policies since the 1990s (Bohdanowicz and
Zientara, 2008; Kasim, 2004) and various initiatives have been developed to minimize these
impacts and the trend is expected to continue (Holcomb and Smith, 2015). Furthermore,
customers nowadays expect hospitality players to be involved in CSR activities (Musgrave,
2011) and this puts pressure on businesses to increase their involvement in CSR activities
(Holcomb and Smith, 2015), according to the guidelines established by the United Nations
World Tourism Organization (UNWTO) (Kim et al., 2018). As a consequence, hospitality
firms proved to be more proactive in developing and adopting CSR practises and made a
bigger investment in sustainability initiatives than companies in other industries – most
likely with the aim of improving their reputation and attracting more customers (Singal, Corporate
2014). social
Focussing specifically on hotels, CSR initiatives generally embrace three dimensions:
responsibility
(1) environmental – reducing environmental damage, energy and water saving,
(2) social – as contributing to local communities and/or charities, and
(3) economic – promoting consumption of local products (Harris, 2003; Serra-
Cantallops et al., 2018). 527
These dimensions reflect the triple bottom lines’ three Ps – planet, people and profit (Slaper
and Hall, 2011).

Benefits of Corporate Social Responsibility

Research indicates that while companies contribute to the creation of a better cultural,
societal and natural environment, they still commit to their strategies and everything they
do is beneficial to their profits (Bohdanowicz and Zientara, 2008; Bowe, 2005; Franklin,
2008). Weber (2008) identified five areas of business benefits linked to CSR. In particular,
positive effects may be observed on “company image and reputation”, on “employee
motivation, retention and recruitment”, on costs saving, on revenue increases from higher
sales and market share and from risk reduction or management (Weber, 2008, pp. 248-249).
Benefits could be monetary, as revenue increases and costs decrease and non-monetary, as
customer attraction, retention and reputation (Weber, 2008).
In the competitive hospitality business environment where customer expectations are
high (Martínez and del Bosque, 2013), CSR may represent a competitive advantage for the
hotel (Singal, 2014). This, in turn, may lead to a higher value, room revenue, profitability
(Holcomb and Smith, 2015; Lee and Heo, 2009) and brand equity (Holcomb and Smith, 2015;
Martínez and Nishiyama, 2019). In addition, CSR may improve the hotels’ brand awareness
(Martínez and Nishiyama, 2019), brand image and reputation (Kang et al., 2010; Serra-
Cantallops et al., 2018). It may help the hotel to secure customer loyalty (Martínez and del
Bosque, 2013), satisfaction and trust (Lee and Heo, 2009; Serra-Cantallops et al., 2018). In
fact, guests who are loyal to the hotel tend to be brand ambassadors and adopt advocacy
behaviours (Du et al., 2010). Furthermore, CSR may have positive effects on the company’s
identity, on employee retention and commitment, on job satisfaction and work engagement
and it may ultimately increase organizational citizenship behaviours (Serra-Cantallops et al.,
2018). Finally, CSR may grant hotels “a social license to operate and reduce threats of greater
governmental supervision by improving community relations and contributing to the local
quality of life” (Levy and Park, 2011, p. 148).
To sum up, the CSR win-win outcomes serve the companies’ profit objectives as:
“[. . .] it just pays off (in the longer run) to behave ethically towards employees and to support
local communities as well as to care for the environment and to promote sustainability”
(Bohdanowicz and Zientara, 2008, p. 275).
Still, for these initiatives to really work, they must be embedded in the hotels’ business
model (Bohdanowicz and Zientara, 2008).

Communication of Corporate Social Responsibility

As consumers’ interest in hotels’ CSR initiatives increases (Levy and Park, 2011; Musgrave,
2011), hotels’ communication needs to be effectively enacted after a careful evaluation of
message contents, channels and effectiveness (Du et al., 2010). If consumers do not perceive
WHATT the developed CSR initiatives, they do not respond (Du et al., 2010). So, hoteliers should
12,5 actively showcase to all stakeholders the Goals and results of their actions with annual
reports, corporate websites, advertising, social networks and trained staff (Holcomb and
Smith, 2015; Martínez and Nishiyama, 2019). That said, cognitive dissonance may play a
role, and customers intentions and behaviours may not match: surveys indicate a
willingness to pay for sustainable types of tourism (Serra-Cantallops et al., 2018), while no
528 practical evidence is found, in reality (Dodds and Joppe, 2005). So, marketing investments
should be directed to link motivation with purchase to achieve long term results (Dodds and
Joppe, 2005).

Stakeholders of Corporate Social Responsibility

Stakeholders play a crucial role in determining whether CSR initiatives are successful
(Serra-Cantallops et al., 2018). Hotels look for legitimation from their stakeholders, and
should aim at satisfying all of them: guests, employees, communities, non-governmental
organizations, governments and stockholders (Serra-Cantallops et al., 2018). Hotels’
objective should be to connect with the ones who experience their services, to respond to
their demands (Singal, 2014): “services in hospitality are coproduced and concurrently
consumed” (Singal, 2014, p. 20). In other words, “the more satisfied the stakeholders’
expectations, the more valuable the brand equity” (Martínez and Nishiyama, 2019, p. 335).
The UN recognizes the role of different stakeholders and suggests coordination amongst so
called “levers”, namely science and technology, individual and collective action, the
economy and finance and governance (United Nations, 2019).

Corporate social responsibility applications in hospitality: the cases of

CitizenM, Lefay and Six Senses
In this section, three examples of hotel chains’ CSR are analyzed, namely, CitizenM, Lefay
Resorts & SPA and Six Senses. The three companies are relatively young as per their
founding dates and while Six Senses and CitizenM are comparable in terms of dimension
and international presence, Lefay is a small luxury operator. The companies’ missions and
images differ: CitizenM is located in centres of big cities and it believes in the disruption.
Lefay is a small Italian hospitality products supplier with strong environmental and social
initiatives. Six Senses chooses remote places for its resorts, and focusses on sustainability.
In 2016, the UN published 17 Sustainable Development Goals to be achieved by 2030, to
develop a better and more sustainable future (United Nations, 2020a). All citizens are asked
to adopt these guidelines and to address the goals, that are summarized in Table 1.
Accordingly, in the following section a review of the Goals that CitizenM, Lefay and Six
Senses tackle through their CSR initiatives is given. In other words, an analysis of the three
brands’ CSR compliance with UN SDGs is undertaken.
The relevant aspects of these brands’ CSR are presented in relation to the triple bottom
line dimensions on which the initiatives are developed, namely, environmental, social and
economic. In turn, the CSR policies represent the platforms, the frameworks that guide the
implementation of the SDGs. In this context, the UN SDGs function as drivers and engines
for the CSR initiatives and the main purpose here is to discuss these relationships. After this,
reflections on the companies’ CSR initiatives as they relate to the financial benefits of the
businesses are offered.

Example 1: CitizenM
CitizenM was launched in 2008 and today it operates 30 hotels in 11 countries (CitizenM,
2018b). CitizenM claims to be a “disruptor” of the traditional hotel model, proposing
affordable luxury hotels for modern travellers in central city locations (CitizenM, 2018c). Corporate
CitizenM’s brand has a strong personality: “we are not afraid to do things differently, to social
have fun and to shout it to the world” (CitizenM, 2018c). CitizenM does not comform to
traditional standards, but connects with younger travellers in places that are not just
responsibility
to sleep but to work, relax and play (CitizenM, 2018c). Sustainability does not appear in
CitizenM’s mission and values. Still, the company commits to some initiatives, as it believes
in minimizing its negative environmental impact and maximizing the positive social one.
CitizenM’s CSR initiatives make sense as they provide a coherent response to the UN SDGs. 529
Environmental dimension of CitizenM’s Corporate Social Responsibility. The
environmental dimension of CitizenM’s CSR refers to technology: to minimize its negative
environmental impact, the company uses the latest energy efficient technologies when
building new hotels and various accreditations have to be met (Building Research
Establishment, 2020; CitizenM, 2018d; U.S. Green Building Council, 2020). This commitment
to building environmentally friendly hotels is related to UN SDG 9: industry, innovation and
infrastructure (United Nations, 2020e.). Because of technological progresses, more
sustainable hotels are built, improving the sustainable development of cities. CitizenM
recognizes that we are only guests in this world, and it claims that it “is kind to the planet”
(CitizenM, 2018d). It obtained sustainable building labels, especially related to energy
efficiency, to minimize environmental impact (CitizenM, 2018d).
Social dimension of CitizenM’s Corporate Social Responsibility. In terms of the social
dimension of CSR, CitizenM claims that its finest asset is people: not only guests but also
employees and partners (CitizenM, 2018e). Coherently, its social initiatives are dedicated to
both internal employees, mainly in terms of gender equality and to the external
environment, focussing on educational improvement and inequality reduction. The main
Goals for this dimension are 5, 4 and 10, namely, gender equality, quality education and
reduced inequalities.
As women continues to suffer from discrimination all over the world, the UN published
SDG 5 to focus on gender inequality and the empowerment of women (United Nations,
2020j). The aim here is to ensure the full participation of and equal opportunities for women
at work. In line with this goal, CitizenM declares its love for diversity: “we see no difference
in gender, religion, ethnicity, orientation or age” (CitizenM, 2018f). Equal opportunities and
human rights are protected, as well as cultures and values, to create a good working
environment (CitizenM, 2018e). CitizenM is involved in other initiatives, too: its CSR fits
Goals 4 and 10: quality education and reduced inequality.
According to the UN, in 2017, 262 million children were out of school and more than half
were not minimally proficient in reading and mathematics (United Nations, 2020f). CitizenM
realized that a major problem in poor countries is that children cannot go to school even
when schools are present because of the distance from home or because they are only able to
attend classes irregularly (CitizenM, 2018g). CitizenMovement is the initiative, which
CitizenM seems to be most committed, and it consists of a non-profit independent
organization that delivers positive social effects (CitizenM, 2018a; CitizenM, 2018e; CitizenM,
2018g). What defines mobile citizens is mobilization that reduces distances between people
and opportunities (CitizenM, 2018g). CitizenMovement aims at inspiring hotel staff, guests
and community to give each other the gift of mobility (CitizenM, 2018g). In 2018,
CitizenMovement partnered with World Bicycle Relief, an organization that gives bicycles to
students in developing countries so that they can more easily and quickly travel to school: a
bicycle means better attendance, academic performances and enhanced prospects of staying
in school (CitizenM, 2018g). Additionally, engaging and awareness raising events related to
this initiative are organized periodically. For example, once a year, a cycling competition is
WHATT organized and stationary bikes are installed in offices so that when employees ride, they can
12,5 raise money for the CitizenMovement. Finally, CitizenM organizes spinning classes to cycle
and donate to citizenMovement (CitizenM, 2018g).
Although CitizenM is not directly involved in education, its initiative allows children to
build their own education, as per UN SDG 4. Access to school means better education, and,
in turn, reduced inequality. These initiatives are directed to the least developed countries,
530 often the most vulnerable and where inequality persists. This also aligns with Goal 10, in
which the UN focusses on the disparities between more developed countries and less
developed ones, mostly in the southern hemisphere (United Nations, 2020g).
Economic dimension of CitizenM’s Corporate Social Responsibility. In support of the
economic dimension of CitizenM’s initiatives, a funding activity was created:
“We involve our guests in our initiatives by giving them the option to skip their room cleaning,
and donating the money saved to initiatives for better mobility in developing countries”
(CitizenM, 2018g).
With this initiative, in 2018, CitizenMovement raised about e170,000, the equivalent of 1,000
bikes (CitizenM, 2018g). This initiative may also result in energy saving, related again to
Goal 9, industries, innovation and infrastructure (United Nations, 2018e). Finally, Goal 17 is
met by CitizenM through CitizenMovement, as partnerships were and will be created with
other agencies in communities to implement successful CSR initiatives.
How CitizenM’s Corporate Social Responsibility strategy makes financial sense. CitizenM
engages in CSR activities that make it a good corporate citizen and that make economic
sense to the company, too. The monetary support that CitizenM grants to CitizenMovement
is not known, but it may be assumed that it is quite relevant. Still, the foundation is at a
relatively early stage, and the objective is that it becomes self-sustaining (CitizenM, 2018a).
At that point, CitizenM will no longer need to fund it, even if it may decide to make periodic
donations.
By asking hotel guests to skip room cleaning, costs are reduced and this helps to support
CitizenMovement. In essence, CitizenM spends on room cleaning or it devolves the same
amount to its charity and there is no additional disbursement. In terms of the biking events,
it is not clear who pays for them and how funds are raised, but it may be that for the Europe
cycling routes, money is raised from the public. Initiatives in CitizenM offices help to
highlight the charitable work and the more employees who engage, the more the firm itself
donates to this cause.
Finally, building hotels with high certification standards make economic sense, as they
normally allow firms to alleviate their fiscal burden and to save money in heating and
maintenance. Image and reputation may be enhanced because of CitizenMovement and
because modern travellers tend to appreciate staying in environmentally friendly structures,
knowing that their carbon footprint is more limited by this.
CitizenM’s CSR initiatives may affect employee satisfaction and retention too: knowing
that the company is helping children in need with an education-related activity is for sure
important, but the real impact on employees is still not known. As these initiatives are at an
early stage, future analysis may be made more widely available to the public.

Example 2: Lefay Resorts & SPA

Lefay Resorts & SPA is an Italian hospitality brand founded in 2006. After a life in business
and architecture and a successful entrepreneurial project related to Air Dolomiti, Mrs and
Mr Leali founded Lefay as an innovative brand in luxury wellness hospitality (Lefay, 2020a).
Lefay was created to be:
 “the Italian reference brand in the international market of luxury wellness holidays through the Corporate
creation of a collection of eco-resorts according to the Italian style and living and the new Lefay
concept of luxury” (Lefay, 2020a).
social
responsibility
Today, the company owns and manages two resorts – the Lefay Resort & SPA Lago di
Garda and the Lefay Resort & SPA Dolomiti – and serviced branded residences. The
properties are located in the North of Italy, surrounded by beautiful natural environments
(Lefay, 2020a). Lefay is a small brand, but it is well-recognized around the world: in the past 531
years, it received many awards such as “Worldwide Health and Wellness Destination”,
“Best SPA in the World”, and “Europe’s Most Sustainable Hotel” (Lefay, 2020a).
Sustainability is core in Lefay’s mission and in the following sections, examples of its
CSR initiatives are given. Lefay does not cite the UN SDGs, but activities may be reconciled
to some of them, mainly to the environmental- and social- related ones (Lefay, 2020a).
Environmental dimension of Lefay’s Corporate Social Responsibility. According to Lefay,
“personal wellness should never overlook environmental wellness” (Lefay, 2020b) and many
activities they enact are related to the environmental dimension of CSR. In the sustainability
report of the company, general objectives are stated. First of all, Lefay commits in obtaining
environmental certifications at an international level. Then, they aim at having 60% of the
energy they use from renewable sources. Finally, they declare an intention to use cutting-
edge technologies to minimize energy and heath dispersion. The main Goals to which they
commit are 9, 12, 13 and 15: industry, innovation and infrastructure, responsible
consumption and production, climate action and life on land.
UN SDG 9, industries, innovation and infrastructure (United Nations, 2020e) is addressed
because of the usage of cutting-edge technologies. In particular, when the properties were
built, the architects relied on innovative systems such as Biomass System, Microturbine
Cogeneration and Absorption Cooling. Furthermore, Lefay collaborates with BMW and
Tesla for electric vehicle mobility (Lefay Resorts, 2019a).
Goal 12, responsible production and consumption (United Nations, 2020b), is met because
of Lefay’s compliance with a Quality and Environmental Management System certified
according to the International Organization for Standardization’s (ISO) 14001 and 9001
standards (Lefay Resorts, 2019b). In addition, Lefay commits to respecting ISO 14064 in
relation to CO2 emissions.
As both resorts are located in protected natural areas, priority is granted to landscape
protection and environmental and energy efficiency (Lefay Resorts, 2019a). Concerning the
properties’ buildings, they were designed to be:
“harmoniously integrated with the territory and adapted to the morphological characteristics of
the surrounding landscape. The projects are inspired by traditional constructions, covered with
natural materials and marked by the mitigation of the volume impact” (Lefay Resorts, 2019b).
Resorts’ heating and cooling systems depend on low temperature radiants installed within the
ceilings and the floors (Lefay Resorts, 2019b). Finally, attention is paid to waste and initiatives
concerning water saving are enacted, namely, rainwater collection, laundry management,
consumption analysis and water discharges monitoring (Lefay Resorts, 2019b).
According to the UN, climate change disrupts economies and lives: a switch to renewable
energies is needed, as well as a reduction in emissions (United Nations, 2020k). SDG 13,
climate action, is all about this. Accordingly, Lefay Resorts created the Lefay Total Green
project to neutralize CO2 emissions (Lefay, 2020b). In 2011, the brand signed an agreement
with the Italian Ministry of the Environment, whereby the company engages in respecting
Kyoto Protocols’ initiatives related to emissions reduction (Lefay Resorts, 2019b). The
agreement focusses on measuring the carbon footprint with credibility, transparency and
WHATT uniformity and on reducing direct and indirect greenhouse gas emissions (Lefay Resorts,
12,5 2019b). Results are analyzed and published by Lefay. In 2018, a 7% increase of CO2 was
measured in comparison with 2017 because of the increased presence of international
tourists and their indirect travel emissions (Lefay Resorts, 2019b). On the other hand, a
42% decrease in emissions occurred because of reductions in paper material usage (Lefay
Resorts, 2019b).
532 Lefay also relies on the system of compensation for projects in other parts of the world.
For example, support is given to the Delhi Metro II Station and Hydro Power projects. There,
electric energy is saved, re-used and transformed from renewable sources (Lefay Resorts,
2019b). The same applies at the Saint Nikola Wind Farm, in Bulgaria (Lefay Resorts, 2019b).
The Lefay sanitation project in Uganda (outlined below) is geared towards UN SDG 15’s, life
on land, target, as it aims at protecting local forest ecosystems and preventing deforestation.
Furthermore, as previously mentioned, as the resorts are located in natural, protected areas,
obligations about flora and fauna protection are lawfully enacted (Lefay Resorts, 2019b),
coherently with UN SDG 15.
Social dimension of Lefay’s Corporate Social Responsibility. The environmental
commitment of Lefay has social dimensions too with specific reference to Goals 6, 8,
10 and 11: clean water and sanitation, decent work and economic growth, reduced
inequalities and sustainable cities and communities. Goal 6, clean water and
sanitation, is met by Lefay’s CSR initiative with the Uganda Borehole Project,
“developed in one of the poorest areas in Uganda [. . .] to provide drinking water to
hundreds of families” (Lefay Resorts, 2019b, p. 72). According to the UN, “a
continued lack of decent work opportunities, insufficient investments and under-
consumption lead to an erosion of the basic social contract underlying democratic
societies” (United Nations, 2020h). To address this issue, Lefay worked towards UN
SDG 8, decent work and economic growth, granting 65% of jobs to local people
(Lefay Resorts, 2019b).
When compensating for energy efficiency in India, Lefay goes in the direction of UN SDG
10, reduced inequality. As per Lefay’s report:
“in India, electricity demand is constantly growing and, often, the supply needs cannot be met;
thus, the project contributes in a concrete manner to addressing the electricity needs of the
inhabitants and to improving the quality of their lives” (Lefay Resorts, 2019b, p. 71),
thereby decreasing the inequality amongst different parts of the world. SDG 11, sustainable
cities and communities, is met, too, through the previously mentioned CSR initiatives.
Indeed, according to the UN, increasing population and urbanization create challenges to
service access for everyone (United Nations, 2020i) and Lefay indirectly contribute to the
amelioration of this issue.
Economic dimension of Lefay’s corporate social responsibility. Lefay’s CSR initiatives
have an economic dimension, mainly related to funding and to induced advertisement
of the territory. For example, the local areas where Lefay’s resorts are located, have
become well-known because of the international press coverage that the brand has
(Lefay Resorts, 2019b). Then, partnerships with local events related to sports and
sustainability are granted, with economic support and sponsorships (Lefay Resorts,
2019b). Finally, Lefay supports United Nations International Children’s Fund
(UNICEF), Doctors Without Borders and Fondo Ambiente Italiano (FAI) (Lefay Resorts,
2019b).These partnerships are mutually beneficial for Lefay and the other stakeholders,
and are related to UN SDG 17, partnerships for the goals.
 How Lefay’s Corporate Social Responsibility strategy makes financial sense. For Lefay, Corporate
“Sustainability means developing a business model designed to achieve economic and financial social
goals while fully respecting the environment and promoting the development of the local area and responsibility
the professional growth of the company’s staff” (Lefay Resorts, 2019b, p. 6).
In this context, Lefay’s CSR initiatives make financial sense as they are directed to different
areas.
Staff and guest satisfaction are pursued, and a large part of Lefay’s missions and its key 533
performance indicators are related to them. In particular, every year staff satisfaction is
monitored via questionnaires and personal assessment meetings. Career plans are
developed with each employee, and training is organized accordingly. Furthermore,
knowing that Lefay was the first hospitality operator to commit with an Italian Ministry to
sustainability projects, employees may take pride in working with the brand.
In relation to guests, not only does Lefay run a guest satisfaction questionnaire but it
makes sure that sustainability practises are communicated and shared with its guests. So it
seems that Lefay’s strategy is about creating and satisfying a niche target audience
interested in both luxury holidays and in sustainability initiatives. Being located in
protected natural areas where nature is sacrosanct, not being environmentally and socially
conscious would create a dramatic lack of coherence amongst guests. On the contrary, being
involved in CSR initiatives and actively communicating them may improve Lefay’s image,
guest satisfaction and loyalty.
Finally, a key component of Lefay’s CSR initiatives relates to innovation, responsible
constructions and energy saving. The monetary investments for construction that Lefay
makes are impressive, as installing cutting edge technology can be very costly. Still, in the
North of Italy and in particular in the zones where the resorts are located, research and
application of these technologies is up-to-date, and they enable the properties to save money
in the medium-long run. For example, water savings may result is lower water costs, as well
as electricity and other types of energy. Moreover, emissions and waste reduction trigger tax
reductions and other fiscal facilitations from the government.

Example 3: Six Senses Hotels Resorts Spas

Six Senses Hotels Resorts Spas began operating in 1995 and it is now part of Intercontinental
Hotel Group (Six Senses, 2019). It operates 18 hotels and resorts and 30 spas in, 21 countries
(Six Senses Hotels Resorts Spas, 2020). Six Senses says it has a duty to respect nature, and its
whole business and philosophy are built upon sustainability: “sustainable is not something that
we do; it is who we are” (Six Senses, 2020a). Six Senses aims at delivering meaningful
experiences to guests, and its objective is to create an economic, environmental and social
profitability balance (Six Senses, 2020b) and initiative results are measured, to evaluate the
positive impacts on people and ecosystems (Six Senses, 2020a).
Six Senses’ projects reflect the environmental (with “Building”, “Environment”, “Plastic
Free, 2022”and “Inside Hotel” projects), social (with “Community” projects) and economic
(with “Funding” projects) dimensions of CSR (Six Senses, 2020a). In the following
paragraphs, the company’s approaches and some related examples, called sustainability
stories (Six Senses, 2020c), are showcased. Even if Six Senses does not openly cite the UN
SDGs, the initiatives may be reconciled to them. Accordingly, links between its CSR
initiatives and the SGDs are explained in the following sections.
Environmental dimension of Six Senses’ Corporate Social Responsibility. Six Senses
wants to give back to the Earth, that provides wonderful places and lets guests live
breathless experiences surrounded by nature. The “Building”, “Environment”, “Plastic Free,
WHATT 2022” and “Inside Hotels” approaches are related to the environmental dimension of CSR
12,5 and have positive environmental impacts (Six Senses, 2020a.). These four approaches align
with the UN SDGs relating to energy and responsible consumption and production (UN SDG
12), climate action (UN SDG 13), oceans and life below water (UN SDG 14) and life on land
with flora and fauna (UN SDG 15).
With SDG 12, responsible consumption and production, the UN refers to resource and
534 energy efficiency: “doing more and better with less” (United Nations, 2020b). By recycling
materials, producing its own bio food and reducing waste, Six Senses ensures sustainable
consumption and production patterns. For example, in 2018, 72,000 kilos of organic fruit and
vegetables were grown in the resorts, avoiding transportation and soil spoiling (Six Senses,
2020a; Six Senses, 2020f). Furthermore, Six Senses’ local architects project the hotels so that
they blend in with the environment, meeting standards and certifications’ criteria related to
lighting and equipment efficiency, renewable energy production, water efficiency and
recycling (Six Senses, 2020d). As an example of a measurable result, in 2018, 0.02 kWh more
than in 2017 was saved on average for each guest night. With the Earth Labs, efforts are
showcased and guests, especially children are invited to embrace good production and
consumption practises (Six Senses, 2020g).
Plastic is another hot topic for UN SDG 12. The Plastic Free 2022 project is one of the
stories narrated by Six Senses that aims at reducing guests’ exposure to plastic as a
protection from its negative impacts on wellness and wildlife (Hamdi, 2019; Six Senses,
2020e). In terms of waste, in its “sustainability stories” the Six Senses Yao Noi (Thailand)
experience is showcased. The property chose to reduce to zero waste timber from
maintenance works: according to its quality and status, wood was reused to be repurposed
into furniture, into charcoal for energy or into compost (Six Senses, 2020h). Another example
relates to water saving: in 2018, more than 170 litres of water were saved per night,
compared to consumption in 2017 (Six Senses, 2020f).
Goal 13 relates to climate action (United Nations, 2020k). Six Senses’ properties are in
remote locations, sometimes subject to catastrophic natural events whose effects are
heightened by uncontrolled human action: changing weather patterns, rising sea levels and
extreme weather events, etc. As a private entity, Six Senses has limited practical power on
prevention, but it commits to helping populations that are affected.
Six Senses seems to be most committed to Goals 14, life below water (United Nations,
2020c) and 15, life on land (United Nations, 2020d). Goal 14 is about oceans, their
temperature, chemistry, currents and life (United Nations, 2020c). Several experiences
offered to Six Senses’ guests focus on conservation of oceans, seas and marine life. Six
Senses not only actively partners with organizations that fight negative effects on marine
ecosystem but plays an active role in studying and spreading information amongst guests
and communities, with the expertize of marine biologists. Furthermore, the water that leaves
the structures is treated, to ensure aquatic ecosystem control and benefit (Six Senses, 2020d).
Finally, in, 2018 more than $98,000 were donated to marine wildlife conservation projects
(Six Senses, 2020f). A number of “sustainability stories” are related to life below water. For
example, Six Senses Laamu (Maldives) organizes activities for guests to observe and protect
seagrass (Six Senses, 2020i), while Six Senses Zil Pasyon (Seychelles) restructures the
organic garden of one island by restoring the coral and growing herbs (Six Senses, 2020j).
UN SDG 15, life on land, is related to forests, desertification, land degradation and
biodiversity (United Nations, 2020d). To build the habitats in its resorts, Six Senses relies on
local and non-invasive plant species to landscape the locations, to keep the habitats healthy
and not negatively impacting on human, animal or plant lives (Six Senses, 2020d).
Furthermore, by actively producing compost for its organic gardens, it takes care of the soil.
In 2018, more than, 244,000 kg of compost and natural fertilizer were given back to the Corporate
planet (Six Senses, 2020f). Further, to help perserve wildlife, Six Senses dedicated more than social
$50,000 in 2018 to wildlife projects (Six Senses, 2020f) and its “sustainability stories” include
details of preservation initiatives for turtles and their nests (Six Senses, 2020k).
responsibility
Social dimension of Six Senses’ Corporate Social Responsibility. The second CSR
approach is related to the community, namely, the social dimension of CSR, with positive
social impacts. To care for its guests, Six Senses feels it first needs to care of the community
in which its properties are located. 535
Six Senses’ commitment to the community is articulated in being part of the local fabric
and in actions regarding education, public infrastructure, healthcare and clean water (Six
Senses, 2020l; Six Senses, 2020a). In this way, Six Senses not only positions itself as an active
component of the community but it gives back some of the income received from guests. In
so doing, it seems that Six Senses is acting to meet goals related to quality education (UN
SDG 4), good health and well-being (UN SDG 3) and industry, innovation and infrastructure
(UN SDG 9).
According to the UN, “over, 265 million children are currently out of school and, 22% of
them are of primary school age” (United Nations, 2020f). To address this issue, Six Senses is
responding to UN SDG 4 – quality education – through its education and community
development support projects (Six Senses, 2020l). In, 2018, more than $96,000 were donated
to local schools (Six Senses, 2020f) and in their “sustainability stories”, the Six Sense Laamu
(Maldives) experience is outlined. The resort periodically organizes meetings with marine
biologists to which guests and representatives of the local communities are invited. The aim
here is to promote education and awareness of aspects of the marine environment (Six
Senses, 2020m). Furthermore, periodic Eku-Eky (together) meetings are organized with
representatives of local councils, schools and police, to discuss sustainable topics (Six
Senses, 2020m).
SDG 3 is about health and specifically ensuring healthy lives and well-being at all ages
(United Nations, 2020l). In response to this, Six Senses not only donated more than $91,000
to health care in communities but also directly provided medical instruments to local
hospitals (Six Senses, 2020f). According to the UN, every year inadequate water supply,
sanitation and hygiene cause illnesses and the deaths of millions of people, including
children (United Nations, 2020m). Goal 6, clean water and sanitation, is met because of Six
Senses’ filtering and bottling activity of clean, reliable and drinking water, that is then
offered to guests and communities. In 2018, 1.6 million glass water bottles were produced
(Six Senses, 2020a). An example of commitment to UN SDG 6 is given by Six Senses Yao Noi
(Thailand), that provided a clean drinking water system for a government school and for a
Special Children Centre (Six Senses, 2020n).
Relying on high standard building materials and designs, Six Senses commits to Goal 9:
industry, innovation and infrastructure. Development depends on industrialization, that, in
turns, is linked to technology and innovation (United Nations, 2020e). Having its resorts, hotels
and spas in remote places, Six Senses brings technology and innovation where there is almost
none. Attention is mainly focussed on how to balance high-tech guest expectations with nature,
in innovative ways. For example, the Six Senses Zil Pasyon’s (Seychelles) spa was built to be
part of the eco-system and the surroundings (Six Senses, 2020n) with consideration given to the
land topography and orientation (Six Senses, 2020b). Moreover, in 2018, Six Senses donated
more than $60,000 to build public infrastructures (Six Senses, 2020f).
Economic dimension of six senses’ corporate social responsibility. The Six Senses
funding approach is related to the economic dimension of CSR and it has positive economic
impacts (Six Senses, 2020a). The Six Senses Sustainability Fund was created to support
WHATT community development (Six Senses, 2020m). For example, a partnership with the NGO
12,5 Rise Beyond the Reef was created in 2018 with the objective of helping Fijian women in need
(Six Senses, 2020o). The women manufacture handmade products, Six Senses buys them
and sells them in its outlet to guests (Six Senses, 2020xo). Profits support local craftmanship
and women, creating an induced effect (Six Senses, 2020o). This initiative has positive social
impacts, too, as it assists the development of people who live in remote locations, and helps
536 to keep traditional crafts alive.
The majority of Six Senses initiatives related to environmental, social and economic
dimensions of CSR are enacted by collaborating with third parties. The UN recognizes the
need for partnering to achieve results: SDG 17, partnership for the goals (United Nations,
2020n), is met by Six Senses because of the several partnerships and collaborations that
were developed for its success stories. In the resort locations, many research studies are
being conducted: Six Senses collaborates with them not only to provide experiences to
guests but also to be actively involved in and with the communities and to help bring about
positive effects on the environment. Six Senses acknowledges the importance of those
partnerships and for the support they provide through shared knowledge, expertize and
commitment to mutual goals. Examples of those partners are Manta Trust, Blue Marine
Foundation and International Union for the Conservation of Nature, etc. The motto “global
sensitivity, local sensibility” refers to the obligation that Six Senses feels as a global
hospitality operator to address worldwide problems at a local level and in the context of
local realities (Six Senses, 2020d).
How Six Senses’ Corporate Social Responsibility strategy makes financial sense. Six
Senses’ CSR is not just an attempt to prove that it is a good corporate citizen: sustainability
is what defines the brand and what guides it. Still, these efforts make great financial sense to
the company. Being sustainably conscious is core to the value proposition of Six Senses, and
it represents a strong competitive advantage: many hotels around the world have strong
CSRs and share the same credo as Six Senses, but not many of them are luxury chains in
exclusive and remote locations, with high quality services and experiences. Guests may
choose to book Six Senses to experience luxury holidays, learn about the environment and
engage in nature – and sustainability-oriented activities (Dolton, 2019).
Six Senses’ image and reputation is enhanced not only because of its core values but also
because of the partnerships created with NGOs and research foundations and as an outcome
of new initiatives that are periodically launched. Employees may be motivated to work for
Six Senses because they know that they are delivering positive impacts in environmental,
social and economic terms. Furthermore, Six Senses employs many locals in its properties,
and this, in turn, reinforces its image, reputation and relationships amongst communities.
Finally, in terms of cost savings, recycling and reusing materials makes financial sense
as do Six Senses’ investments in the careful selection of materials during properties
construction. According to Dolton (2019), for a brand such as Six Senses developing a
number of quality initiatives is less challenging because it is able to charge high prices and
secure good margins. Still, the CSR strategy of Six Senses is interesting and it adds value to
the brands itself.

Discussion
United Nations Sustainable Development Goals: a virtuous cycle
Reflecting on the UN SDGs, categorizations may be drawn (Breuer et al., 2019). In this paper,
four categories are created and highlighted. Goals from 1 to 6 are mostly related to people,
their health and their lives, including poverty and education. SDGs 7 to 12 connect with
energy usage, economies and development, namely, what people focus on once they are
 Corporate
UN SDGs CitizenM Lefay Six Senses
social
Goal 1: responsibility
No poverty

Goal, 2:
Zero Hunger

Goal 3: 537
Category 1: Good health and well-
being
UN SDGs related
to people’s health Goal 4:
Quality education

Goal 5:
Gender Equality

Goal 6:
Clean water and
sanitation
Goal 7:
Affordable and clean
energy
Goal 8:
Decent work and
economic growth
Goal 9:
Industry, innovation and
Category, 2: infrastructure
UN SDGs related to Goal 10:
energy and economies Reduced inequalities

Goal 11:
Sustainable cities and
communities
Goal 12:
Responsible
consumption and
production

Goal 13:
Climate Action
Category 3:
Goal 14:
UN SDGs related to
Life below water
environment’s and
planet’s health
Goal 15:
Life on land

Goal 16:
Category 4: Peace, justice and strong
institutions
UN final and general
Sustainable Goal 17:
Development Goals Partnership for the Goals

Note: A summary of the United Nations Sustainable Development Goals to which the three Table 1.
UN SDGs and CSR
hospitality companies commit with their CSR initiatives
WHATT healthy and educated. Finally, the last five Goals are divided into two groups: Goals 13, 14
12,5 and 15 aim at protecting and improving the environment and planets’ health, while 16 and
17 are broader objectives about peace and about the suggested way to reach all the other
goals (Pedersen, 2018). Table 1 contains the complete list of categories and corresponding
SDGs. These four categories are intertwined, and should be nurtured at the same time to
create a virtuous cycle and deliver positive impacts. The Earth’s inhabitants, whose life and
538 health are improved because of the first category of Goals, should take care of the way they
live and carefully develop their economic systems and settlements (second category of
Goals). If not well-managed, these may, in turn, negatively affect the third category’s focus,
the planet. To ensure that this virtuous cycle amongst Goals is nurtured in the long-term,
institutions should promote collaboration.
This study has highlighted some trends in terms of SDGs preferred by hospitality
brands for their CSR strategies. Namely, CitizenM, Lefay and Six Senses all concentrated
their efforts on industry, innovation and infrastructure (SDG 9) and on partnerships for the
goals (SDG 17). The three companies are quite young and their properties quite new. When
they built their hotels and resorts, they met Goal 9 with investments on infrastructures that
are sustainable, resource efficient and provided with environmentally sound technologies.
Today’s technology and research in terms of energy efficiency and CO2-savings permit
brands to both be compliant with the UN Goals and save money. This approach is
sustainable and makes financial sense to commit resources to this Goal. Goal 17 is in effect,
compulsory for all hospitality brands. The reality is that most hospitality brands’ core
businesses are not as yet, primarily focussed on environmentally, socially and economically
sustainable activities. So, hotels need help to deliver these positive impacts through their
CSR. The easiest way to do that is through partnerships with experts, in win-win situations:
hotels deliver their sustainability initiatives with all the related benefits, and the other expert
organizations improve their brand awareness and image amongst hotels’ guests and other
stakeholders. Apart from these commonly tackled Goals, CitizenM, Lefay and Six Senses
chose to focus on different initiatives and Goals in line with their respective missions. By
doing so, these brands follow the priorities set by the UN and nurture the virtuous cycle of
sustainability Goals delivering direct, indirect and induced positive effects.

Corporate Social Responsibility initiatives: socio-economic engagement and factual certainly

The UN categorized the activities that organizations all over the world can engage in, to
meet the Goals, according to their socio-political engagement and their factual certainty,
highlighting what could be relatively easily applied and what on the contrary would need
more research and engagement.
CitizenM, Lefay Resorts & SPA and Six Senses seem to mostly focus efforts and
resources on simple initiatives, displaying high socio-political engagement and high factual
certainty. For example, CitizenM strongly invests in energy-conscious buildings, Lefay
largely develops technologically-advanced ways to reduce CO2 emissions and to recycle, and
Six Senses significantly engages in recycling, wildlife- and habitats-care and energy-saving
projects.
In some cases, the analyzed brands chose to engage in complex projects, characterized by
high socio-political engagement and medium factual certainly, lacking some degrees of
knowledge and expertize. For example, Six Senses promotes soil-care and organic farming
in its resorts, tries to maintain social cohesion with local communities with periodical
governance meetings and community involvement in meaningful projects, and attempts at
ensuring equal opportunities for local inhabitants and children, investing in health and
education-related programmes. Similarly, the CitizenMovement initiative aims to facilitate
school attendance for children in some African zones, and Lefay’s contribution to Corporate
development projects all over the world is aimed at reducing inequalities, too. These social
initiatives seem to produce the expected positive results, as displayed on the brands’
websites, but they are not yet completely recognized as scientifically approved in terms of
responsibility
cause and effect.
Finally, donations to local communities or NGOs may be interpreted as attempts to
respond to complex sustainable development challenges: highly factually certain but with
medium socio-political engagement. Even if not openly stated, the three brands try to 539
redistribute some income to the communities in which they are located, and to other
worldwide projects.

United Nations Sustainable Development Goals and Corporate Social Responsibility: what’s
next?
Sustainable quality growth. The questions about the role of CSR in hospitality businesses in
relation to the UN SDGs are yet to be fully explored. The answers, however, relate to Goal 8,
decent work and economic growth. Goal 8 can potentially bridge sustainability and
business, nurturing a sustainable future not only for the planet but also for organizations
seeking sustained profitability for long term survival and success. According to the UN,
“sustained and inclusive economic growth can drive progress, create decent jobs for all and
improve living standards” (United Nations, 2020h). 2020 global economy is still
characterized by a “lack of decent work opportunities, insufficient investments and under-
consumption [that] lead to an erosion of the basic social contract underlying democratic
societies: that all must share in progress” (United Nations, 2020h). Economic growth should
grant everyone opportunities in terms of quality jobs that, in turn, stimulate the economies
(Gupta and Vegelin, 2016; United Nations, 2020h). However, the UN do not mention quality
standards for growth. Still, growth should be obtained and sustained without negatively
affecting the positive results that are ensured by other goal progression. Being part of the
virtuous cycle, Goal 8’s quality dimension may be ensured by all other goals. This process
may also work the other way around: if the other 16 Goals are met, Goal 8 will be secured
too, ensuring a continued positive business environment for all operators worldwide. In
other words, to bridge UN Sustainable Development Goals and businesses, Goal 8 should
lead the way.
The circular economy. According to the UN, sustainable growth should “meet the needs of
the present without compromising the ability of future generations to meet their own needs”
(Andersen, 2007; United Nations, 2020o). The current (and possibly the next 10 years’)
production model is not sustainable as it includes the disposal of finite resources (Bocken et al.,
2016; Lüdeke-Freund et al., 2019). After 2030, a tactic to nurture quality and sustainable growth
will be represented by the concept of the circular economy (Kirchherr et al., 2017):
“a regenerative system in which resource input and waste, emission, and energy leakage are
minimised by slowing, closing, and narrowing material and energy loops. This can be achieved
through long-lasting design, maintenance, repair, reuse, remanufacturing, refurbishing, and
recycling” (Geissdoerfer et al., 2017, p. 759).
The financial benefits generated by the circular economy may represent incentives for
companies to commit to it, and hospitality companies can play a role. For example, some
luxury brands periodically change their furniture. Instead of just producing waste with the
“old” furniture, it may be re-used by someone else, introducing it into the circular economy.
When this happens, waste is reduced and scarce and precious resources are better used.
Then, if this furniture-transaction example is enacted, financial benefits can accrue for the
WHATT hotel. The circular economy would not only rely on selling old objects to others but provides
12,5 other alternatives as maintenance, reparation, reusage, remanufacturing and refurbishment
(Korhonen et al., 2018). In this scenario, the very last step would be the recycling of the
resource.
As mentioned, organizations make decisions that are motivated by profit potential. After
the UN SDGs, the circular economy may represent the next, great opportunity for hospitality
540 brands. Its adoption would enable hospitality firms to demonstrate good corporate
citizenship delivering positive direct, indirect and induced effects and at the same time
taking advantage of the consequent benefits on their financial statements.
The role of hospitality. The importance of the hospitality industry to the global economy
gives its operators the possibility to make advances on certain under-researched topics and
even to accelerate socio-political approval on complex and complicated sustainable
development challenges. For example, when factual certainty is low, knowledge gaps exist:
hospitality brands could help to fund scientific research on these sustainability-related
topics. This would not only improve publicly available academic and scientific information
but also facilitate choice of the most effective or beneficial initiatives. In addition, hospitality
brands can opt to address the more complicated development challenges: some goals may
not be met because companies do not know how to respond. Creating communications,
showing data and results and mobilizing customers and guests around certain themes could
help in improving socio-political engagement around them.
To conclude, hospitality plays a relevant role worldwide because of its economic and
social relevance: why not carefully and ethically exploit it to advance attainment of the UN
SDGs and nuture the circular economy?

Conclusions
When setting the SDGs, the UN was intentionally ambitious and provocative. Companies
are invited to contribute and develop a better world by addressing these Goals. As a
response to this call, companies are increasingly committing to CSR activities, as well as
focussing on their ultimate purpose of staying in the market and being profitable.
It is interesting to analyze how different companies in the hospitality industry, CitizenM,
Lefay Resorts & SPA and Six Senses chose to align their initiatives with different UN Goals,
and how these choices make financial senses to them. Six Senses and Lefay differ in many
aspects, but they have something fundamental in common. Namely, they strongly benefit
from their CSR as it reinforces their image and respects their mission while attracting more
customers, enhancing guest satisfaction and, in turn, generating more revenue and profit,
improving brand equity. All stakeholders may be satisfied by Lefay’s and Six Senses’
initiatives, as they all benefit from them and from correlated partnerships. CitizenM’s focus
is on new tourists and disruption, but it still developed a meaningful series of initiatives for
its CSR not only with CitizenMovement but also by caring about equality and sustainable
buildings. CitizenMovement may help the brand to improve its profits by reducing costs,
and it attracts guests and convinces them to remain loyal.
Six Senses dedicates a significant portion of its website and communications to
sustainability initiatives, and measurements of results are provided. Lefay regularly
publishes sustainability reports where specific information about projects, key performance
indicators and the status of initiatives are explained in detail. CSR information relating to
CitizenM is not as prominent in terms of quantity. The reason may rely on the fact that CSR
is really core to Six Senses and Lefay, while it may be a tactical strategy for CitizenM, whose
mission and values are not related to sustainability. Still, as it is developing different
initiatives, it may be interesting to analyze them in more depth, if the company publishes-
related information and results. Not many hospitality brands have sustainability at their Corporate
core, but some good practises may be embraced by everyone, no matter the company values, social
the target market and the geographical presence.
These examples were useful to test the win-win outcomes of CSR activities: companies
responsibility
that commit to UN SDGs with CSR not only look to be good corporate citizens but also help
themselves to stay financially sustainable and profitable, pleasing all stakeholders.
After, 2030, when the UN SDGs’ targets will be (potentially and hopefully) met, the
circular economy will represent not only the new way to produce environmental, social and
541
economic effects, but it will make financial sense. Still, not all companies have successfully
committed to the satisfaction of the Goals’ targets to-date, putting at risk the UN agenda’s
success. To incentivize them, greater emphasis should be placed on Goal 8, decent work and
economic growth, and on the role of hospitality, that can set the example and push
engagement and research around simple, complex and complicated challenges. If all those
who participate in global economies commit to the SDGs, the Goals’ virtuous cycle will be
nurtured, sustaining quality and sustainable growth. In turn, macro and microeconomic
environments will improve, with clear financial benefits for all the players that are there,
including corporations and hospitality brands.

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Corresponding author
Virginia Maria Stombelli can be contacted at: virginia.stombelli@gmail.com

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