By Agnes DeFranco, Minwoo Lee, Hospitality Analytics and Innovation Lab, Conrad N. Hilton College of Global Hospitality Leadership, University of Houston; Hawon Shim, Korean Broadcasting System (KBS)
CSR, Innovation, and Leadership in Hospitality
With over 30 years in the hospitality industry, from Houston to Las Vegas and the Bahamas and back to Las Vegas, Anna Schmid has been with Hilton, Westin, Caesars Palace, the Atlantis, and now at The Venetian. She took on numerous roles, generated millions of dollars in the wedding business, led special projects, community engagement, sustainability, partnerships, sponsorships, public relations, internal communications, and influencer management. Most recently, she transitioned to an area that pulls her heartstring, the role of VP of Corporate Social Responsibility with The Venetian.
The Impact of CSR
One of the most impactful initiatives Schmid has is the Food Rescue Alliance, a collaborative effort between The Venetian, convention clients, and local nonprofits. The convention operations produce approximately four million meals annually, and even a small surplus equates to thousands of meals. Recognizing the need for a more efficient system, Schmid partnered with The Just One Project to develop an off-property food rescue program. Meals are now collected in temperature-controlled boxes immediately after service, transported to the kitchen, repackaged, and distributed to the community on the same day. Since 2023, the initiative has rescued approximately 280,000 meals annually. This support also extends to funding additional programs and providing weekly volunteers.
Schmid was most proud that in February 2024, the initiative was recognized by the White House as a national model addressing food insecurity. Given that one in eight Nevadans face food insecurity, with many of them children, this program has had a meaningful impact. The Just One Project’s network of no-cost markets and pop-up distributions allows the rescued food to reach those in need quickly and efficiently. Schmid is working
diligently to continue to expand the program by engaging other resorts and visiting groups to participate in food rescue efforts.
Why CSR?
Corporate Social Responsibility (CSR) is not simply a goodwill gesture in the hospitality and casino industry; it is a fundamental responsibility. At the Venetian Resort, CSR has been embedded in their culture since the property opened over 25 years ago. The Venetian’s commitment to the community has remained consistent, evolving into a core part of the resort's identity. Today, it is reflected in everything from their volunteer programs to their sustainability initiatives.
Each week, Schmid speaks at the new team member orientation to introduce their “Love for All” program, which encourages immediate engagement with community efforts. Employees can begin volunteering as early as their second day. This early exposure fosters a sense of purpose and connection, reinforcing the idea that their strength as a resort is directly tied to the strength of the Las Vegas community.
In the hospitality industry, CSR serves as a unifying force. While resorts may compete for business, we collaborate on community impact. The Venetian meets regularly with other properties to share best practices and coordinate responses to pressing local issues. This collective approach ensures that the CRS efforts are strategic and impactful.
CSR also strengthens internal culture. Volunteerism builds camaraderie among teams and enhances employee engagement. From executive leadership to frontline staff, The Venetian sets annual goals for volunteer hours and celebrates milestones together. This shared commitment has become a defining feature of their workplace environment.
Looking ahead, one of the most promising trends is the convergence of sustainability and community engagement. Programs that address environmental concerns while benefiting local residents offer dual value. For example, their food rescue initiative not only diverts waste but also provides meals to those in need. These efforts demonstrate how operational efficiency and social impact can align.
Another emerging focus is storytelling. While the intent behind CSR should always be genuine, sharing our efforts publicly helps raise awareness and encourages broader participation. Transparent communication allows the resort to highlight community needs, showcase partnerships, and inspire others to contribute. It also helps stakeholders—including guests, employees, and partners—understand the full scope of their CSR impact.
Schmid also stresses that effective CSR today requires meaningful collaboration. Rather than imposing solutions, they work alongside nonprofit partners to co-create programs that meet the specific needs of all partners. This might involve funding, volunteer support, skills-based assistance, or event sponsorship. The goal is to build lasting relationships that empower organizations and amplify their reach.
The Venetian aims to continue integrating CSR into every aspect of their operations. By aligning their business goals with community priorities and environmental stewardship,
Schmid and her team create a model that is both sustainable and socially responsible, and hopes her approach serves as a catalyst for others in the industry to adopt similar practices, ultimately strengthening the hospitality sector’s role as a force for good.
Innovation in CSR
While the use of advanced data analytics and AI is growing across industries, its integration into CSR within hospitality, particularly at the Venetian Resort, is still evolving. Much of the current CSR work remains hands-on and relationship-driven, especially when partnering with local nonprofits. Data collection is often manual, such as tracking volunteer hours or gathering impact reports from community organizations. Although this approach is effective in maintaining close community ties, it presents challenges in scalability and efficiency.
To address this, the Venetian CSR team collaborates with enterprise analytics and IT departments to explore internal solutions that could streamline reporting and data management. The goal is to avoid reliance on costly external platforms and instead build systems tailored to the resort’s needs. While these efforts are ongoing, the current infrastructure still requires manual input, which limits the speed and depth of analysis.
Despite these limitations, historical data plays a valuable role in guiding strategic decisions. For example, records of school supply donations or volunteer participation help set future goals and identify patterns in community needs. This data also supports the ability to pivot quickly in response to emerging issues, such as natural disasters or urgent local demands. Flexibility is key, and historical insights help inform where resources should be redirected.
AI tools are beginning to support productivity in individual roles. Applications like ChatGPT assist with drafting communications, organizing tasks, and accelerating workflows, allowing staff to focus more time on strategic initiatives. While these tools are not yet embedded in CSR operations, they offer promising potential for future integration.
Schmid shares that one area where AI could have significant impact is in logistics in food rescue. An AI system that could analyze surplus food availability, identify community needs in real time, and optimize delivery routes would be transformative. Such a network could connect multiple organizations, streamlining the process of getting resources to where they are most needed. This kind of innovation would require collaboration across sectors, including nonprofits, hospitality providers, and technology partners.
Currently, many nonprofit organizations lack the technical infrastructure to implement such systems. Smaller, local groups often operate with limited resources and rely heavily on manual processes. To bridge this gap, the Venetian Resort offers support beyond financial contributions. For instance, team members with expertise in finance, marketing, or technology volunteer their time to help nonprofits build systems they otherwise could not afford or develop independently.
A recent example involves the founder of The Just One Project, a food rescue partner, who received assistance from a resort finance team member to develop a pricing model. This model helps determine cost structures for one-time pickups versus ongoing partnerships, enabling the nonprofit to operate more sustainably. This kind of support illustrates that innovation in CSR is not limited to technology; it also includes applying internal expertise to strengthen community organizations.
As the field evolves, the resort remains committed to exploring how technology and data can enhance CSR efforts, while continuing to prioritize human connection and meaningful partnerships.
True Leadership
For students preparing to enter the global hospitality field, embracing innovation is key. Based on years of experience across diverse roles and regions, one of the most valuable lessons Schmid would like to share is to remain open to unexpected opportunities. Career paths in hospitality rarely follow a straight line. Often, mentors or colleagues recognize potential hospitality students that they may not yet see in themselves. Being willing to step outside one’s comfort zone can lead to transformative experiences.
International exposure is especially beneficial. Working abroad or outside your local area offers new perspectives and deepens your understanding of global guest expectations. Even short-term experiences, such as internships in other countries, can leave lasting impressions and shape your professional approach.
Continual learning is another cornerstone of long-term success. As professionals advance, formal development opportunities may become less frequent. It’s important to take initiative, whether through academic engagement, industry events, or self-directed learning, to stay current and competitive. The hospitality industry is evolving rapidly, and those who stop learning risk falling behind.
While AI and digital tools will play a growing role in hospitality, the essence of the industry remains rooted in human connection. Technology should enhance and not replace the personal touch that defines hospitality. Whether working in hotel operations, investment, or marketing, professionals must remain committed to being hospitable to guests, colleagues, and community partners.
Communication is also critical. In an age of digital messaging, maintaining in-person interactions and meaningful dialogue helps preserve the core values of hospitality. Creating memorable moments—especially those that are unexpected—can set professionals apart. Whether in an interview, a team setting, or guest service, delivering something thoughtful and unanticipated leaves a lasting impression.
Ultimately, success in hospitality comes from a blend of adaptability, continuous learning, a global perspective, and genuine connection. Students entering the field should embrace innovation while staying grounded in the values that make hospitality a uniquely human profession.
Regarding Glass Ceiling
The glass ceiling is a term first coined in the late 1970s describing the social barrier preventing women from being promoted to top jobs in management. This term has also been expanded and applied to discrimination against minorities.
The current VP role Schmid is in is not her first executive appointment. Though Schmid credits her success for being fortunate to work with leaders, many of them men, who treat her as a true colleague, and have never made her feel limited by a glass ceiling, she also she understands this is not everyone’s experience. In having a successful and meaningful career, Schmid shares the following pieces of advice:
First, be intentional about aligning oneself with leaders who are committed to one’s development. So, if you find yourself in an environment where growth is not encouraged or supported, it is your responsibility to seek out new opportunities that will allow you to thrive.
Second, understand that a career is not confined to one place. Sometimes, moving out is necessary to move up. While it may seem unfair when external candidates are promoted over internal ones, it’s a reality of the industry, and one that requires proactive career management.
Third, mentorship is critical in one’s professional development. She cannot thank her mentors enough and that their belief in her potential helped shape her career. One of her mentors once said to her, “I’ll let you know when you’ve reached your limit, and I don’t think that’s ever going to happen.” She always remember this transformative experience.
Fourth, for women in hospitality, Schmid recommends reading Year of Yes by Shonda Rhimes. Rhimes shares a powerful message that the glass ceiling was shattered by the women who came before us. What we have now is an open sky. That perspective is empowering and reminds us that progress is built on the sacrifices of others.
Fifth, seek international experience. Working abroad offers invaluable perspective and helps you understand the expectations of global guests. Her own internship in Aruba when she was with the Conrad N. Hilton College at the University of Houston remains one of the most formative experiences of her career. Exposure to different cultures and operational styles can broaden one’s understanding and enhances one’d adaptability.
Sixth, continuous learning is essential. Many professionals plateau because they stop seeking growth. Whether through formal education, industry engagement, or personal exploration, staying curious and open to new ideas is key. While AI and technology will shape the future of hospitality, human connection remains at the heart of the industry. She urges the balance innovation with interpersonal engagement to preserve the essence of hospitality.
Finally, be the person who creates memorable, unexpected moments, whether in service, leadership, or collaboration. Those moments are what set you apart and leave a lasting impression. If your voice isn’t being heard, find a new room. The best opportunities often lie in the unexpected, and it’s up to you to pursue them.