SOCIAL SUSTAINABILITY OR SOCIAL WASHING?

Social sustainability isn’t a slogan — it’s a responsibility. Events must prove their worth to people, not just profit.

Dr Judith Mair (University of Queensland, Australia).

Dr Mike Duignan (University of Paris 1: Pantheon-Sorbonne, France).

EXECUTIVE SUMMARY

  • Events may entertain, but they also disrupt — socially sustainable practice requires recognising the profound impacts of events on local people and places.

  • Social sustainability isn’t a luxury — it’s a responsibility. Organisers must think beyond economics to include fairness, dignity, and community benefit.

  • Measuring social impact is messy but essential — and new low-cost methods and proxy indicators are starting to emerge.

  • Balancing economic goals with social justice means rethinking what counts as a ‘successful’ event — and who gets to decide.

  • Social sustainability is everyone's business — from funders and sponsors to volunteers and residents. It's not optional, and it’s not automatic.

What if that fun-filled festival you’re organising is quietly deepening inequality in your community? What if the very events meant to bring people together are making life harder for those already struggling? In the push to deliver entertainment and economic return, we often forget the invisible cost — borne by residents who didn’t ask for the disruption, workers whose rights are overlooked, and local voices that go unheard.

While “fun and frivolity” define much of how we imagine events and festivals, this article reminds us to flip this narrative: events are never socially neutral. Whether a neighbourhood street party or the Olympic Games, they impact real people in real ways — and not always for the better.

INTRODUCTION

It’s time we take social sustainability seriously, not just as an ethical imperative, but as a strategic priority that can shape everything from funding bids to brand reputation. Because in the era of SDGs, social washing won’t cut it. Events must show how they benefit society — not just say it.

“What if the very events meant to bring people together are making life harder for those already struggling?”

THE PROBLEM AND/OR OPPORTUNITY

Despite being a central pillar of the sustainability agenda, social sustainability remains the most neglected and poorly understood dimension in the events and festivals sector (Mair et al,, 2023). While economic returns and environmental performance have become increasingly measurable, social impacts are often reduced to vague assertions or simply ignored, sidelined as too intangible or complex to capture.

This matters because events — regardless of size or intent — produce social consequences by default: they reshape public spaces, affect how communities interact, amplify some voices while marginalising others, and impact local economies in ways that don’t always align with social justice (Finkel, 2015). Too often, event organisers claim to “bring people together” without offering robust evidence or engagement with local stakeholders.

Yet, there is a growing opportunity. Social sustainability is becoming a critical differentiator in funding applications, bidding processes, and brand strategies. Local authorities, sponsors, and policy-makers are increasingly demanding that events demonstrate clear, positive contributions to equity, inclusion, and community wellbeing (Finkel & Dashper, 2020, McGillivray & Duignan, 2022). The challenge is not whether events should consider social sustainability — it’s how to do it meaningfully, especially with limited time, money, and data.

WHY DOES THIS MATTER NOW?

In an era defined by polycrisis — climate instability, widening inequality, and shifting public trust — events and festivals are under increasing scrutiny to justify their social value. The days when organisers could claim to “do good” simply by hosting a feel-good celebration are over. Communities, funders, and attendees now demand transparency, fairness, and accountability.

At the same time, we’re seeing a rapid professionalisation of sustainability expectations. Major international events are judged not only on medals or footfall, but on how well they address social justice — from labour rights and accessibility to cultural inclusion and legacy. Meanwhile, local councils and regional authorities increasingly require grant applicants to demonstrate alignment with social equity goals, not just footfall or revenue.

And let’s not forget technology. The acceleration of digital, hybrid, and AI-enhanced event formats has reshaped access and exclusion in real time. While some are empowered to participate more easily, others — including those with limited digital access, mobility needs, or economic disadvantage — risk being left behind. These technological shifts may be sold as ‘greener’ or more ‘efficient,’ but they raise difficult equity trade-offs that can no longer be ignored.

In short: the sector is at a crossroads. Events can entrench inequality — or actively disrupt it. Which side your event ends up on depends on what you prioritise right now.

HOW DOES THIS ADD TO WHAT WE ALREADY KNOW?

While environmental sustainability has gained serious traction in the events and festivals space — with carbon calculators, decarbonisation toolkits, and green certifications widely adopted — social sustainability remains underdeveloped and under-measured (Mair et al., 2024). It’s often the soft promise rather than the hard deliverable.

This article challenges the status quo where social sustainability is treated as intangible, optional, or vaguely “taken care of” through community vibes. We argue that equity, inclusion, justice, and human rights are not fringe benefits — they are core business.

It builds on emerging work around the social legacies of events (e.g. Thompson et al., 2020), including critical perspectives on exploitation, exclusion, and social washing. But we go further by connecting these ideas to practical decision-making, funding dynamics, and new technological trade-offs that have not been adequately explored in event studies literature.

This piece also contributes to a small but growing body of work pushing for multi-stakeholder approaches to social value, particularly in small- and medium-scale events where formalised ESG reporting is rare but deeply needed.

WHAT IDEAS DRIVE THIS ARTICLE?

This article draws on a blend of sustainability theory, critical event studies, and practical stakeholder management to frame social sustainability not as a soft add-on, but as a measurable, material impact.

At its core is the triple bottom line approach — people, planet, profit — but we centre the often-neglected “people” dimension. We align this with the UN Sustainable Development Goals (SDGs), particularly SDG 10 (Reduced Inequalities), SDG 11 (Sustainable Cities and Communities), and SDG 8 (Decent Work and Economic Growth).

In our work we also engage with ideas around justice-oriented frameworks, including:

  • Distributive justice (who benefits?)

  • Procedural justice (who is involved in decision-making?)

  • Recognition justice (whose values and cultures are acknowledged?)

We integrate these with real-world observations and policy trends, including:

  • Funders requiring explicit social impact reporting.

  • Smaller festivals embedding social inclusion through participatory governance.

  • Larger events grappling with post-Games legacy expectations and social value criteria in bidding.

Our approach is both theoretical and practice-led, bridging academic debate with actionable insights from those running and regulating events on the ground.

Key Arguments

  • While economic and environmental impacts get measurable attention, social sustainability is frequently reduced to vague rhetoric — despite its deeply tangible consequences. Events disrupt local routines, strain services, or exacerbate social divides. But they can also create moments of joy, belonging, and social cohesion (Duffy & Mair, 2018).

    📍 Example: Consider small-scale community festivals in regional Australia. While organisers may not use the term “social sustainability,” their local roots, volunteer inclusion, and emphasis on shared identity create resilient, socially embedded experiences — and that’s the essence of the social dimension. For example, the Clunes Booktown Festival, held annually in Clunes, a small regional town in Victoria, works extensively with local associations, groups and individuals to ensure that the festival continues to contribute positively to the local community (Creative Clunes n.d.)

  • Events and festivals are increasingly expected to demonstrate purpose and value beyond entertainment. Sponsors, funders, and communities want assurances that their investment — whether financial or emotional — aligns with their values.

    📍 Example: In Queensland, local authorities increasingly require grant applicants to explain how they will benefit both attendees and residents. Social sustainability isn’t just a good idea — it’s becoming a licence to operate. Tourism and Events Queensland specifically note in their Events Strategy 2025 that events must meet both economic and social outcomes as a key priority (TEQ 2025)

  • Unlike ticket sales or carbon footprints, measuring a community’s sense of inclusion or belonging is complex. But complexity isn’t a reason for inaction. It’s a reason to innovate. Proxy measures, community co-design, and storytelling-based evaluation can offer accessible routes to assessment.

    CEF will be producing a detailed yet simple to use Social Impact Measurement and Reporting System for the events and festival industry to use 2026 onwards.

  • From accusations of “social washing” to community backlash, events that fail to respect local needs or values are increasingly exposed — especially in the age of social media. There’s a growing expectation that events will not only avoid harm but actively contribute to local wellbeing.

    📍 Example: The 2022 FIFA World Cup in Qatar faced global scrutiny over workers’ rights. While the event dazzled globally, criticism of its social record lingered — showing how social issues can dominate narrative and legacy. Human Rights Watch documented what they termed to be ‘years of serious migrant labor and human rights abuses’ in the run-up to the event, a criticism that has proved difficult for Qatat to overcome to date (Human Rights Watch n.d.)

  • Hybrid and digital events are often framed as solutions to inequality, enabling wider access and lower carbon footprints. But they may also displace livelihoods, exclude digitally disconnected communities, and reduce the relational richness of in-person encounters.

THE 4PS OF SOCIAL SUSTAINABILITY

To move beyond good intentions, event professionals need a structured yet flexible way to embed social sustainability across the lifecycle. We propose the 4Ps Framework — People, Place, Purpose, and Proof — as a tool for thinking, planning, and evaluating social impact.

1. People

Who is involved, included, or affected?

  • Map stakeholders beyond just attendees: residents, workers, volunteers, marginalised groups.

  • Ensure inclusive access: from physical accessibility to cultural relevance.

  • Engage communities early — not just as consumers, but as co-creators.

📍 Use case: A local food festival in Western Sydney partnered with migrant chefs and community kitchens to authentically reflect the area's diversity — building both economic and social capital.

2. Place

What does the event do to, or for, the local environment — socially and spatially?

  • Respect rhythms of the local area: noise, congestion, land use.

  • Use events to revitalise underused spaces or celebrate local heritage.

  • Avoid short-termism: design with the legacy of place in mind.

📍 Use case: Glasgow’s Merchant City Festival intentionally foregrounds local artists and venues, embedding its programme in the everyday life and landscape of the city.

3. Purpose

Why does the event exist — beyond entertainment or profit?

  • Articulate a clear social mission, aligned with community values or needs.

  • Reflect this purpose in programming, partnerships, and marketing.

  • Be brave enough to prioritise purpose over profit when needed.

📍 Use case: The Homeless World Cup explicitly uses sport as a vehicle for inclusion, recovery, and human dignity — transforming both participants and public perceptions.

4. Proof

How will you know you made a difference — and show others?

  • Go beyond anecdote: use proxy indicators (e.g. volunteer retention, neighbourhood trust, youth participation).

  • Collect qualitative data (e.g. interviews, stories, feedback walls).

  • Be honest about trade-offs — and avoid “social washing.”

📍 Use case: “Social Impact Dashboards” help track community outreach, local business benefits, and accessibility milestones — blending numbers with narratives.

By using the 4Ps, event leaders can integrate social sustainability at the design stage, not just as an afterthought. It offers a practical vocabulary for shifting mindsets from “compliance” to community contribution.

CONCLUSIONS

Social sustainability is no longer a ‘nice to have’ — it’s a strategic imperative for events and festivals of all shapes and sizes. As Judith reminds us, every event leaves a social footprint, whether intended or not. From minor disruptions in neighbourhoods to major infrastructural legacies, the social impact is real, complex, and too often ignored in favour of the easier-to-measure economic metrics.

Yet the tide is turning. Public expectations, funding requirements, and institutional frameworks — including the UN Sustainable Development Goals — are now aligning around a more socially conscious approach to event planning. The challenge, as ever, is that the tools to measure social sustainability remain limited, and the concept itself risks becoming hollow — diluted by social washing and vague commitments.

But this isn’t a moment for cynicism. It’s a moment for action — and opportunity.

We need a shared language and a pragmatic mindset shift. By embracing frameworks like the 4Ps of Social Sustainability — People, Place, Purpose, and Proof — we can begin to turn broad values into concrete action. We can design events that are socially responsible, not just socially engaging. We can shift the sector from doing good by accident to doing good on purpose.

The choice is ours: do we remain complicit in the status quo, or do we leverage the extraordinary power of events to create a more equitable, inclusive, and resilient society?

“Every event leaves a social footprint, whether intended or not.”

PRACTICAL ACTIONS

1. People: Embed Equity and Inclusion at the Core

  • Map your stakeholders: Go beyond tick-box exercises. Identify who is impacted by your event, directly or indirectly — especially marginalised or underrepresented communities.

  • Co-design with community: Set up advisory panels or co-creation workshops with residents, accessibility groups, and cultural representatives to inform programming and planning.

  • Pay fairly: Audit your supply chains and workforce. Minimise reliance on unpaid or precarious labour, and ensure pay equity across gender, race, and ability.

  • Create inclusive spaces: From signage and toilets to sensory zones and transport links — design with accessibility and dignity in mind.

2. Place: Respect and Regenerate the Local

  • Measure local disruption: Noise, congestion, crowding — build pre- and post-event surveys into your plans to understand community sentiment.

  • Invest in local economies: Prioritise local traders, artists, food vendors, and suppliers. Create micro-opportunities for local businesses to benefit meaningfully.

  • Avoid displacement: For larger events, work with housing and planning authorities to avoid gentrification, eviction, or over-tourism effects.

  • Celebrate local identity: Don’t parachute culture in. Root your event in local history, language, and pride to create authentic community value.

3. Purpose: Align Events with Broader Social Missions

  • Articulate your ‘why’: Beyond entertainment or commerce, what is your event’s social mission? How does it support community resilience, wellbeing, or justice?

  • Align with the UN SDGs: Use SDGs (particularly Goals 5, 8, 10, 11, and 16) to frame and communicate your event’s broader social impact.

  • Ensure legacy is planned, not promised: Be explicit about how your event will leave behind social infrastructure, not just physical infrastructure.

  • Challenge the ‘just vibes’ mindset: Bring intention to even the most celebratory or artistic events. Joy and justice can — and must — coexist.

4. Proof: Make the Intangible Tangible

  • Pilot low-cost indicators: Use mini-metrics to capture social impact — e.g., number of local volunteers trained, percentage of programming developed with communities, or attendee diversity data.

  • Use storytelling for impact: Collect qualitative data — stories, testimonials, short films — to humanise and communicate social outcomes.

  • Avoid social-washing: Be transparent about what you didn’t achieve. Acknowledge trade-offs and areas for improvement to build trust and legitimacy.

  • Advocate for better tools: Push funders, policymakers, and researchers to co-develop practical evaluation frameworks that don’t overburden organisers.

IMPLEMENTATION CHALLENGES

1. People: From Intent to Impact

  • Tokenism risk: Community engagement is often superficial, reduced to consultation rather than genuine co-creation.

  • Capacity gaps: Many event teams lack in-house expertise in equity, inclusion, or community development — especially in smaller organisations.

  • Volunteer over-reliance: Social sustainability ambitions often rest on unpaid labour, undermining the very values they seek to promote.

2. Place: The Politics of Local

  • Conflict between stakeholders: Local residents, businesses, and tourists often have competing priorities. Balancing these can create tensions.

  • Short-term disruptions vs. long-term benefits: While organisers focus on legacy, residents experience immediate disruptions, and trust is easily eroded.

  • Spatial exclusion: Even when events are free or open to the public, design and layout can unintentionally marginalise certain groups (e.g. inaccessible sites, poor signage, intimidating policing).

3. Purpose: Clarity vs. Complexity

  • Mission drift: Under pressure to deliver economic outcomes or sell tickets, social goals are often deprioritised or diluted.

  • No ‘one-size-fits-all’ model: Each event and community is different — making it hard to replicate successful social sustainability strategies across contexts.

  • Political cycles and funding volatility: Support for social initiatives often depends on short-term political agendas or unstable funding streams.

4. Proof: Measuring What Matters

  • Data is hard to collect: Social outcomes are inherently complex and intangible — they resist easy quantification.

  • Lack of standardised tools: Unlike carbon calculators or ticketing data, there are few easy-to-use, low-cost metrics for tracking social impact.

  • Social-washing temptation: With rising pressure to “say the right thing,” there’s a risk of overstating impacts without doing the work to back them up.

REFERENCES

Creative Clunes. (n.d.). Clunes Booktown Festival staff and thank yous. https://clunesbooktown.org.au/staff-thank-yous/

Duffy, M., & Mair, J. (2018). Engaging the senses to explore community events. Event Management, 22(1), 49–63.

Finkel, R. (2015). Introduction to special issue on social justice & events-related policy. Journal of Policy Research in Tourism, Leisure and Events, 7(3), 217–219.

Finkel, R., & Dashper, K. (2020). Accessibility, diversity and inclusion in events. In The Routledge handbook of events(pp. 475–490). Routledge.

Human Rights Watch. (n.d.). Qatar: Rights abuses stain FIFA World Cup. https://www.hrw.org/news/2022/11/14/qatar-rights-abuses-stain-fifa-world-cup

Mair, J., Chien, P. M., Kelly, S. J., & Derrington, S. (2023). Social impacts of mega-events: A systematic narrative review and research agenda. Journal of Sustainable Tourism, 31(2), 538–560.

Mair, J., Wood, E., & Quinn, B. (2024). Social sustainability in event management: A critical commentary. Event Management, 28(7), 1101–1108.

McGillivray, D., & Duignan, M. B. (2022). Events, urban spaces and mobility. Annals of Leisure Research, 25(1), 1–4.

Tourism and Events Queensland (TEQ). (2025). Tourism and Events Queensland Events Strategy 2025 executive summary. https://teq.queensland.com/content/dam/teq/corporate/corporate-searchable-assets/industry/strategies/industry-strategic-plans/TEQ-Events-Strategy-2025.pdf

Thomson, A., Kennelly, M., & Toohey, K. (2020). A systematic quantitative literature review of empirical research on large-scale sport events’ social legacies. Leisure Studies, 39(6), 859–876.

AUTHOR(S)

Associate Professor, University of Queensland (Australia).

Judith is an Associate Professor at the UQ Business School, University of Queensland, Australia. Judith’s work aims to understand and enhance the positive impacts of tourism and events on the communities and societies which host them. Her work covers all types of events from festivals to meetings, incentives, conventions and exhibitions. She is working on a number of projects in fields including mega-event legacies, the future of events, the links between events and social connectivity and the potential impacts of climate change on the events sector.

Professeur des universities, University of Paris 1: Pantheon-Sorbonne (France).

Mike is the Founder and CEO of the Centre for Events and Festivals (CEF); Professeur at the University of Paris 1: Pantheon-Sorbonne; and the Editor-in-Chief of Event Management Journal - the leading academic journal for the study and analysis of events and festivals, founded in 1993, and based in New York (USA). He is also the Editor of Routledge’s book series: ‘How Events Transform Society’. Previously, Mike has been Director of Research, Intelligence and Education at Trivandi; Associate Professor at the University of Central Florida (USA) and Head of Department and Reader at the University of Surrey (UK), where he was also the Director of the UK Olympic Studies Centre - the #1 UK, European and USA universities for the study of events and festivals. For the past 15 years, Mike has been researching, analysing, commentating, writing, publishing, and teaching on the economics and social impacts of staging major events, with the view to improve delivery and leave a sustainable legacy for the communities, people and places that play host. All Mike’s work is available at: www.MikeDuignan.com. 

Disclaimer
The views and insights expressed in this article are those of the author(s) and reflect their research and professional expertise. They do not represent the views of the Centre for Events & Festivals CIC or its partners.