A coffee with: Cristina Sánchez

Cristina Sánchez, Executive Director of the UN Global Compact Spain

Interview with Cristina Sánchez, by Teresa Zamora.

July 02, 2026

At a time when companies are called upon to go beyond the bottom line to become real agents of transformation, sustainability ceases to be an option and becomes a shared responsibility. In this new global conversation, the United Nations Global Compact plays a key role as a compass guiding organizations toward a positive impact.

Today, in A coffee with…, we talk with Cristina Sánchez, Executive Director of the UN Global Compact in Spain, one of the most authoritative voices for understanding how businesses can—and must—lead the change toward a more sustainable, fair, and inclusive future.

In a few words, what motivated you to dedicate yourself to sustainability?

The values that sustainability represents. Not only the environmental side, to which I have always been very sensitive, but also and above all, the social side, which deeply moves me.

I studied International Relations, and working at the United Nations was like a dream; it was the representation of what I aspired to, both professionally and personally.

In the end, step by step, I built my career, and now I am lucky enough to direct an initiative that I love. I feel very fortunate.

What do you believe in more: society’s capacity for transformation or the resistance we encounter along the way?

By nature, I am an optimist, so I clearly believe in the transformation of society. When we look at things with a long-term perspective and look back, we see that, generally speaking, society has evolved for the better.

It is true that in the world of corporate sustainability we are experiencing ups and downs, heavily affected by the geopolitical situation—for instance, the arrival of the Trump administration or conflicts like the war in Ukraine or the Middle East, in addition to the pandemic, which did not happen that long ago.

All these situations put at risk where we place our focus and our energy, both in business and on a personal level.

I believe that resilient people and organizations are those that look at the long term and do not let themselves be distracted by these narratives or geopolitical movements.

In any case, the data supports this optimism. In fact, at the Global Compact, we have continued to grow in recent years. And we know that 80% of European citizens incorporate sustainability into their consumption habits, although there is still work to do, because out of those, only 27% say they always do so.

The conclusion is that there is sensitivity, but that commitment still needs to develop and evolve.

Dos personas posan en un espacio interior con suelo de piedra y pared gris; una está sentada en una silla con patas negras y asiento claro, vestida con chaqueta rosa, pantalón claro y calzado oscuro, con las manos entrelazadas sobre las piernas, mientras otra persona permanece de pie junto al respaldo, vestida con prenda superior negra y pantalón claro. Detrás hay un gran cuadro con un rostro abstracto en tonos beige, negro y naranja. En la parte superior se lee: “Trabajar en Naciones Unidas era la representación de aquello a lo que aspiraba”. En la parte inferior aparece el texto: “Cristina Sánchez, directora ejecutiva de Pacto Mundial ONU España y Teresa Zamora, directora de Marketing y Comunicación de ILUNION Hotels”.

Espacio interior con pared de grandes paneles grises y suelo continuo del mismo tono. En el centro, apoyado en el suelo, hay un cuadro de gran formato con un retrato abstracto en colores beige, negro, blanco y toques anaranjados. Delante del cuadro, dos asientos tapizados claros. En el asiento de la izquierda, una persona está sentada con las piernas cruzadas, vestida con chaqueta rosa, blusa multicolor y pantalón claro; en el asiento de la derecha, otra persona con chaqueta clara y pantalón oscuro, también sentada con las piernas cruzadas. Detrás, dos personas más de pie: a la izquierda, con prenda superior negra y pantalón claro; a la derecha, con chaqueta roja, falda verde y brazos cruzados. A la derecha del encuadre, aparece una planta de hojas verdes. En la parte superior se lee: “Cada vez más empresas buscan soluciones y también hay más intercambio de aprendizajes entre ellas”. En la parte inferior se incluye un texto con varios nombres y cargos relacionados con ILUNION Hotels y Pacto Mundial ONU España.

For those who may not be familiar, what is the UN Global Compact?

The UN Global Compact is the world’s largest sustainability initiative. It was created in the year 2000 by the then Secretary-General Kofi Annan, with the aim of giving business a more human face.

Our mission is to help and guide companies in incorporating sustainability into their business strategies, because the United Nations considers the business sector to be a fundamental actor in advancing the protection of the planet and the development of people.

We work from a headquarters in New York and through local networks. There are about 70 networks worldwide and around 25,000 participating companies, with close to 2,000 here in Spain.

Our work consists of providing guidance through training, tools, and knowledge in areas such as human rights, labor standards, the environment, and anti-corruption, adapting to the needs of each type of company. We have to segment a great deal, because what a large hotel chain needs is not the same as what an SME in the agricultural sector requires, for example. For us, active listening is key to identifying what each company needs so we can then support them on that journey.

And bringing it to the tourism sector, where do you see that the industry is still falling short?

Tourism, broadly speaking, is fundamental to the Spanish economy and, precisely for that reason, it has significant impacts.

At the Global Compact, we have created various working groups to understand the risks and opportunities of the sector, as well as to identify the main barriers in terms of sustainability.

In one of these groups back in 2023, we identified several major challenges. In the environmental sphere, besides decarbonization—which is common to all sectors—issues such as water management, impact on the coastlines, the circular economy, food waste, and the protection of biodiversity stand out.

In the social sphere, since this is a sector that represents more than 12% of the GDP and generates a lot of employment, diversity, inclusion, and the guarantee of decent work are key.

Even so, the sector is moving forward. We have seen an interesting evolution in recent years: more and more companies are looking for solutions, and there is also a greater exchange of learnings among them.

What role should the sector play in this transition?

That is an interesting question. I believe that priorities and urgency must be set by each individual company, first by analyzing where their risks lie, because sustainability is ultimately a form of risk management. It used to be understood primarily as philanthropy—the part least connected to the core business. In recent years, due to multiple factors, it has become truly strategic.

We have seen this evolution across all sectors, driven by legislative pressure, investor interest, consumer demands… The very transformation of society has made sustainability a key factor for both risk management and competitiveness.

That is precisely what we observe at the Global Compact: a mature approach to sustainability requires knowing your company well, identifying its impacts, and prioritizing them from there. That is exactly where we want to help. A hotel company, for example, does not face the same risks on the coast as it does inland, or in one country versus another, and it is that deep understanding of the business that allows each company to prioritize its risks and boost its positive impact.

In the case of tourism in Spain, I believe we are starting with an advantage. Spain is recognized as one of the leading countries in tourism management, and that is an opportunity to differentiate ourselves as a quality, sustainable destination. That is where our competitive edge lies compared to other destinations: it is not about sustainable tourism for its own sake, but tourism built on sustainable management. With all the experience we have in the sector, Spain is incredibly well-positioned to stand out by caring for people and protecting the environment. For me, without a doubt, it is a massive opportunity.

We are already getting close to 2030, what worries you the most?

We are worried about the pace. Only 18% of the Sustainable Development Goals (SDGs) targets are progressing at the right speed. It is not so much a step backward as it is a slowdown, influenced by the pandemic, conflicts, and political polarization.

Even so, there is also major progress globally—for instance, in education, healthcare, and gender equality. Furthermore, in Spain, the business community has demonstrated a very significant commitment, and we can proudly say that organizations in Spain are very well-positioned and deeply committed to the SDGs.

Persona situada en un espacio interior moderno, apoyada ligeramente sobre una mesa clara en primer plano; viste una chaqueta rosa sobre una prenda superior de colores y pantalón claro. El entorno muestra un área diáfana con mesas, sillas, estanterías iluminadas y plantas, con paredes decoradas en tonos neutros y patrones geométricos, y luz natural que entra por grandes ventanales. En la parte superior aparece el texto: “Las organizaciones españolas están muy bien posicionadas y muy comprometidas con los ODS”.

Grupo de cuatro personas posando en un espacio interior con suelo de hormigón y pared de grandes paneles grises; dos están sentadas en sillas tapizadas en primer plano y otras dos permanecen de pie detrás. En el centro, apoyado en el suelo, hay un cuadro grande de estilo abstracto con un rostro formado por pinceladas en tonos beige, negro, blanco y naranja. La persona sentada a la izquierda viste chaqueta rosa, pantalón claro y zapatos oscuros, mientras la persona sentada a la derecha lleva chaqueta clara y pantalón oscuro; ambas adoptan postura relajada en sus sillas. Detrás, una persona viste un conjunto oscuro y otra una prenda roja con falda verde, ambas de pie y alineadas con la composición. A la derecha del cuadro aparece una planta de interior con hojas verdes. En la parte superior, sobre la pared gris, se lee en texto blanco: “Solo 1 de cada 4 personas con discapacidad y en edad de trabajar tiene empleo”. La iluminación es uniforme y suave, resaltando los colores de la ropa y del cuadro sobre el fondo neutro.

Do you think companies truly understand what inclusion means?

Not entirely yet. The data indicates that there is a significant gap between legal compliance and the adoption of a strategic inclusion model like the one ILUNION Hotels has. In fact, over the last two years, we have worked with the ONCE Foundation on a toolkit, “How to integrate disability into corporate strategy,” and although we have seen progress, we are still far from having businesses that are truly inclusive regarding disability.

The figures reflect this: in Spain, 10% of the population has some type of disability, but only one in four people with disabilities of working age is employed. There is an obvious gap there.

At the Global Compact, we understand that we need to help companies see the highly positive return of having diverse workforces and, specifically, employees with disabilities. In that sense, we find the case of ILUNION Hotels particularly interesting to share, because inclusion is integrated right into its core, into the organization’s strategy, and that does not stop it from being one of the most competitive companies in its sector.

According to our data, large companies are leading the way in inclusion. 70% already implement measures, while in SMEs and micro-enterprises, the figure drops to 29%. In the former, legislative pressure, the size of the workforces, the available budget, and the capacity to generate a corporate culture with solid internal policies all play a role. In smaller companies, on the other hand, meeting those objectives proves more difficult. Our purpose is to support companies in this transition toward more inclusive models, both internally and toward customers.

The truth is that inclusion is also a business opportunity. If 10% of the population has some type of disability, those people also want to go on vacation and enjoy leisure time. The interesting thing about ILUNION Hotels’ vision is that it does not target only people with disabilities, but rather intelligently expands its potential customer base. They are not hotels for people with disabilities: they are hotels for everyone. But that percentage of the population that has a disability will naturally prefer an accessible hotel.

It is a perspective that we still do not see as widespread as we would like, and not just in the hotel sector. Purely as a business matter, opening up to other audiences makes sense. It is a clear example of how this vision of sustainability—in this case, social sustainability—generates greater competitiveness. Because not only is it possible, it is profitable.

Is ILUNION Hotels a good example of sustainability?

Every company has challenges, and ILUNION Hotels does too, of course. But the truth is that diversity and inclusion are built right into the company’s foundations, and that makes its business model a benchmark in the tourism sector.

In fact, when we speak with other companies in the industry, they undoubtedly see you as a reference. It is a prime example of how sustainability and human rights—which is where we at the Global Compact encompass everything related to diversity and inclusion—act as a lever for business competitiveness. And you have proven it.

Furthermore, ILUNION is a very collaborative and active company: we develop a great deal of projects together with the Global Compact. That being said, you still have challenges ahead, which are inherent to the sector. Perhaps the biggest one is environmental: decarbonization, biodiversity, and, as we mentioned earlier, water and energy management, or food waste. These are challenges intrinsic to tourism that you are already working on and where, step by step, progress is being made in a very interesting way.

If you could leave one idea in the minds of those listening to us, what would it be?

There are so many, but if I have to choose just one, especially in this context of uncertainty, I would choose this: sustainability brings competitiveness and benefits for everyone. I believe that is the message we need to repeat to ourselves and keep working toward.

Terraza exterior luminosa con barandilla de cristal y abundante vegetación al fondo, incluyendo árboles de hoja perenne y edificios cercanos difuminados. Cuatro personas se agrupan alrededor de una mesa baja: dos están sentadas en sillones de exterior en primer plano y dos permanecen de pie detrás. La persona sentada a la izquierda viste chaqueta rosa, blusa multicolor y pantalón claro; la persona sentada a la derecha lleva chaqueta clara y pantalón oscuro. Detrás, una figura con prenda superior negra y pantalón claro se sitúa a la izquierda, y otra con chaqueta de tono rojizo y falda verde aparece a la derecha. Sobre la mesa hay una superficie clara sin elementos destacados visibles. En la parte superior se lee: “La diversidad y la inclusión funciona como palanca de competitividad empresarial”. En la parte inferior aparece un texto con varios nombres y cargos vinculados a ILUNION Hotels y Pacto Mundial ONU España.

Interior contemporáneo de estilo corporativo con iluminación cálida y diseño cuidado. En primer plano, una persona se sitúa de pie junto a una mesa de superficie clara con patas oscuras, apoyando una mano sobre ella. Lleva chaqueta rosa, blusa estampada en tonos azules, verdes y morados, pantalón claro y calzado oscuro. La postura es relajada, con una pierna ligeramente cruzada por delante de la otra. El fondo muestra una zona tipo cafetería o espacio colaborativo con mesas altas, taburetes y una barra con estanterías iluminadas. Varias lámparas colgantes de formas cilíndricas y ovaladas aportan luz cálida. A la derecha, una pared decorativa con patrón geométrico en tonos madera incorpora una luz vertical integrada. El suelo es oscuro y continuo, contrastando con los muebles claros. En la parte superior aparece el texto: “La sostenibilidad forma parte de las estructuras de las grandes empresas como un activo estratégico”.

What would you say to your self from a few years ago?

I would tell myself that I made the right choice with the career path I chose, that sustainability is something interesting and strategic, and that it has reached a very significant technical level; and I would tell myself to never stop learning and to enjoy the journey.

Did you have any moments of doubt?

I started working in sustainability right around the 2008 crisis, back when it wasn’t even called that—it was called Corporate Social Responsibility, and everything was very nascent. There was no data, there were no major examples of successful companies with a business model based on sustainability, and there was no legislation either. With the economic crisis, the question was always: “Is this going to disappear within companies or not?” But here we are, and we haven’t stopped growing.

I have never had major doubts about the future of sustainability, though there have certainly been times that were tougher than others. Right now, moreover, being a United Nations initiative, we are experiencing a delicate period: the UN is going through a significant crisis, especially financially, due to funding cuts from the United States, one of its largest donors. In fact, the consequences are already being felt in development aid, particularly in healthcare, such as vaccination campaigns in Africa.

Is there an “impossible” that you would like to tear down?

I would like people to stop questioning sustainability—to stop asking me if this is going to go away. I wish we could finally move on to another phase of the conversation. Sustainability departments are an integral part of the structure of large corporations, and for me, that debate is already over.