CSR Report ROZMARIN1 Forma de Trimis Final
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Transcript of CSR Report ROZMARIN1 Forma de Trimis Final
USED Rozmarin Hotel
Apostol Simona CSR Consultant Florea David – restaurant supervisor
Mocanu Alina CSR Consultant Alina Ceamur - chambermaid
Marcian Masariu – Front office responsibleFlorentina Comsa- Marketing Manager
Corporate Social Responsibility report
CSR Assessment at Rozmarin Hotel - Predeal -
I IPA report for Rozmarin Hotel
Summary
ROZMARIN SMILES !
Hotel Rozmarin is part of a greater company called SC PIMEN TIMPA SA. Established in 1990, “Timpa SA” is a stock base company with private capital entirely Romanian, having as activity fields commerce, services and tourism. Located in Predeal on Prahova Valley the hotel has three stars.
The number of employees working in the hotel varies between 60 and 80 depending of the number of guests that the hotel has. During the high season (December/February) the number of employees is around 80. The permanent staff is made out of 60 persons.
Hotels logo „Continues the tradition” is perfectly illustrated in the quality of services provided to the guests. The young, professional management team is results orientated offering good services at affordable prices (extras from the opinions of clients).
Among the identified problems at the level of CSR, our team discovered:
- lack of supplementary benefits - the amount of participation given by employees in decision
making - weak communication between various departments
After discussing with the CSR team, formed inside the hotel, as well as with the management, we managed to identify some of possible solutions. We insisted from the beginning on the creativity of the CSR team from Rozmarin, bearing in mind the fact that they will remain after the consultants will finish.
One of the most successful and well seen option, by all the employees, was the supplementing of the MUTUAL AID FUND already existing at the level of employees) with the hotel participation. This allowed the employees to get more money after contributing during a year and since we decided that only the staff with more than 3 years within the hotel can attend, it will offer the possibility of increasing the level of stability inside the staff.
In order to address the problem of low implication of the employees in decision making the management team decided to cooperate with the CSR team from the hotel in various fields like : drawing up and analysing the surveys for the customer( so far only the management made them and the results were highly centralized), they were allowed to attend the departmental meetings (by rotation a member of an another department could attend the meeting of an another than his own), identifying with the management of the employees needs.
We also agreed on reforming the „Employee of the month” system, allowing the members of each department to vote for the person who will be granted this title. Under the new conditions, the opinion of the colleagues will count 50% when selecting the „Employee of the month .
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At the parties organised by the hotel the employees family will be invited also, allowing them to better interact between each other. In order to raise the cohesion between them we challenged the employees to find a special cookie, to be offered for free to the guests.
The implementation of the options will continue after finishing the consultancy period and it will be made by the CSR team formed inside.
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Content
1 Introduction 51.1 In-plant demonstration project 5
1.2 Company 5
1.3 Organisational chart 7
1.4 Methodology 9
2 Preassessment 122.1 CSR-team 12
2.2 Selection of IPA focus 12
2.3 Description of service processes 13
2.4 Actual provided services 14
2.5 Stakeholder analysis 15
2.6 Key performance indicators 20
2.7 Issues related to collaborators 232.7.1 Policy / Code of conduct 252.7.2 Work atmosphere and employee satisfaction 252.7.3 Working hours 262.7.4 Compensation & benefits 272.7.5 Freedom of association 282.7.6 Health & safety 282.7.7 Discrimination, Harassment & abuse 292.7.8 Bonded Labour, Child labour 302.7.9 Disciplinary procedures 30
2.8 Main suppliers / subcontractors 30
2.9 Customer relation / service quality 322.9.1 Customer groups: 332.9.2 Customer satisfaction: 33
2.10 Community and authorities 34
2.11 Cause Analysis and CSR Options 35
3 Synthesis – Identification and evaluation of options 373.1 Screening of identified options 38
3.2 Options for direct implementation 43
3.3 Further analysis of the issues and options 453.3.1 Option no 1 3.3.2 Option no 2
3.4 Evaluation/priorization of options 48
4 Implementation 514.1 Already implemented options (date) 51
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4.2 Action plan for feasible options 524.2.1 Actions plan for the implementation 52
4.3 On-going Auditing / Monitoring 53
5 Conclusions and recommendations 55
6 Literature Sources 56
7 AnnexAnnex 1 Discussion of CSR options
Annex 2 Rating scale for the evaluation of options
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1 Introduction
1.1 In-plant demonstration project
This Corporate Social Responsibility (CSR) assessment report has been elaborated for the demonstration project carried out by the Unit for Sustainable Enterprise Development (USED) Romania. The in-plant demonstration projects serve the purpose to demonstrate how CSR can be implemented in hotels in Romania.
The CSR-team at SC PIMEN- TAMPA – hotel Rozmarin has written this report with assistance from the USED Romania.
The Unit for Sustainable Enterprise Development (USED) Romania was established in 2008 with support from the Swiss State Secretariat for Economic (SECO) Affairs under the auspices of the United Nations Industrial Development Organization (UNIDO). The mission of the USED is to play a catalytic role and to provide the technical services and assessments to promote CSR and CP in Romania. The USED thus assists companies in rationalizing their production processes to save money on raw materials, energy, water, and waste treatment. This approach shall contribute to the improvement of the overall eco-efficiency of the hotels; their image, position in the market and their environmental and economic performance.
The Unit for Sustainable Enterprise Development (USED) Romania is located in the capital. Further information can be found on www.turismdurabil.ro
1.2 Company
The visited hotel is part of a greater company called SC PIMEN TIMPA SA. Established in 1990, “Timpa SA” is a stock base company with private capital entirely Romanian, having as activity fields commerce, services and tourism. In all these years, “Timpa SA” passed through different development stages; since 1999, as a new managerial team was invested, an extensive investments program was put into action. This program consisted of acquisition and modernization of several commercial and touristic locations. Among the achievements they can be
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mentioned “Faget” Restaurant and “Ursu” Sport Center, the most up-to-date fitness complex in Brasov City. This Sport Center provides high quality sport equipment and qualified instructors in order to satisfy all sport lovers’ preferences. “Pimen” villa and “Rozmarin” Hotel, both located in Predeal (the famous ski resort situated on Prahova Valley), are the company’s most important achievements in hospitality industry.
ADRESS: Romania - Predeal, 505300, B-dul Mihail Saulescu 159tel: +40/268-455622, +40/268-455657, +40/740-096863fax: +40 268-455683
HOTEL FACILITIES
With 64 double rooms (both matrimonial and twin) and 6 suits with modern endowments, a friendly and warm atmosphere: TV with satellite (30 channels), balconies in most rooms, elevator, room service (24-6), baths with shower cabin, facilities for disabled persons the hotel is categorized a 4 stars. The private and free parking (up to 50 places) provides full safety to those who travel by car. The guests of the hotel have 300 seats at their disposal in the restaurant. Rozmarin Business Center consists of 5 halls (capacity between 10 and 120 seats): Regala, Ronda, Casino, Internet and Predeal. They all provide modern and modular furniture (creating the possibility of various arrangements, standard equipment (projection screen, flipchart, whiteboard), multimedia facilities, TV, DVD player, Internet access). In the last years, the hotel developed consistently the bussines tourism section, offering excellent facilities for conference organizers.The hotel also offers different additional services like a modern gym, sauna, jacuzzi, solar or massage.
The number of employees working within the hotel varies between 60 and 80 depending of the number of guests that the hotel has. During the high season (December/February) the number of employees is around 80. The permanent staff is made out of 60 persons.
Hotels logo „Continues the tradition” is perfectly illustrated in the quality of services provided to the guests. Over the years the hotel had developed a code of conduct at the level of the employees which contributed to the rising of the service quality. The young, professional
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management team results are orientated towards the offering of good services at affordable prices. The services provided by the hotel are the combination of hard work and devotion of the employees (extras from the opinions of clients).
1.3 Organisational chart
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The organizational chart presented by the hotel management is a functional adapted to the needs of a three star hotel situated in the mountain area, open the entire period of the year. The number of the personnel is fluctuant during the year due to the variations of tourists ( high peeks during winter time).
At this moment the organizational chart of the hotel is divided in: Front-Office 7 persons reception, sales, events), Housekeeping-7persons, Restaurant & Bar & Club – 15 persons, Kitchen- 14 persons and Technical Department - 5 persons. At this figures there must be added the management team.
Regarding the work force the majority is constituted by women (60% of the entire permanent staff); they are present in every department and at all levels from basic to middle and top management.
The workforce is characterized by the following features:
% of women % of temporal employees
% of part time employees
% of disabled employees
60% 8% 0% 0%
The age distribution is the following
< 25 years 25 - 35 years 35 - 45 years 45 - 55 years > 55 years
10% 20% 50% 15% 5%
The following minorities are present within the workforce:
- no minorities were found ; we cannot talk about a significant deviation from local distribution of minorities
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1.4 Methodology
CSR is the continuous application of an integrated development and cooperation strategy applied to enterprises, processes and internal / external services of the organization and its relations to the surrounding society to increase economic success and quality of life and reduce risks to humans and the society. Its core element is the cooperation between management and collaborators as well as between the organization and the society
The CSR concept is a strategic way to approach internal as well as aspects under the basic idea of stakeholder involvement.
In general the method of an IPA follows the following steps:
1. Pre-assessment (forming of the CSR-team, definition of the audit focus, description of the company and its stakeholder relations).
2. Analysis of data and performance related to labor issues and external relations.
3. Synthesis (examination of the processes on CSR measures (options) and estimation of the economic and environmental benefits thereof as well as investigation of technical and organizational advantages).
4. Implementation of the options by the company and examination of the benefits achieved.
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Date Duration Objectives of the visit Consultants present
Workshop 1
24.08.2009
4 hours Kick-off meeting to present in detail the projects steps and to establish a calendar for the next activities. We presented the general manager the project materials and each team objectives.
Establish CSR Team, Quick Scan, Hotel Vizit and Mini Audit.
CSR&CP consultants
Simona Apostol
Alina Mocanu
Workshop 2
27.10.2009
4 hours Establishing the responsibilities between consultants; Identifying contact person at the level of the hotel, administrative work ( pictures, general accommodation with the hotel atmosphere and with the personnel)
Introductory discussions with the management and the dissemination of the quick scan mini-audits
CSR strategy; SWOT Analisys, USP, KPI
CSR consultants
Simona Apostol
Alina Mocanu
Workshop 3
16.02.2010
3 hours Stakeholder analysis and service quality together with the management of the hotel and the CSR team
CSR consultants
Simona Apostol
Alina Mocanu
Workshop 4
5th of May
5 hours Implementation of the proposed CSR Options ; discussions with the general manager and prioritization of the options to be implemented
CSR consultants
Workshop 5
Final adjustments on the CSR report
CSR consultants
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2 Preassessment
2.1 CSR-team
Table 1 The CSR-team at Company.
Name Position Designation
Florea David Restaurant supervisor
Alina Ceamur chambermaid
Florentina Comsa Marketing Manager Main contact in the CSR team
Marcian Masariu Front office responsible
2.2 Selection of IPA focus
According to the quick-scan realized at the hotel the main identified problems were:
- Supplementary benefits
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- Style of supervision used by superiors
- Amount of participation given by employees in decision making
- Lack of customers
- Low media
- Change of material
2.3 Description of service processes
ROZMARIN COMPLEX
Classified at a 4* standard, Rozmarin Complex continues the tradition of high quality services which brought the fame of Romanian mountain tourism. Hospitable host, a veritable “home far away from home”, Rozmarin Complex represents the ideal choice both for leisure and business travel. The spectacular natural environment, with a panoramic view on Timis River superior valley, on Postavarul and Piatra Mare Mountains, and the consistence of the touristic product recommend Rozmarin Complex as a destination for all seasons. Seated on four floors (with easy access due to the modern elevator) and offering a spectacular panorama, the spacious double rooms and luxurious penthouses brings ideal conditions for rest after a day full of business meetings, sports or trips around.The private and free parking (up to 50 places) provides full safety to those who travel by car. The concierge (at the reception desk) is at clients’ disposal, offering all necessary infos regarding leisure and fun, and many other services peculiar for a 4* hotel (including individual free safe boxes).
The Business Center
The tourist complex has also a Business Center consisting of 5 halls (capacity between 10 and 120 seats): Regala, Ronda, Casino, Internet and Predeal. They all provide modern and modular furniture (creating the possibility of various arrangements, standard equipment (projection screen, flipchart, whiteboard), multimedia facilities, TV, DVD player, Internet access). Extra services are to complete their product.
Gym, Sauna, Jacuzzi & Massage
Gym hall providing high quality sport equipment, sauna, jacuzzi, solar and massage, the possibilities of renting bikes, ATV and sportive equipment, preparing barbeque meals in picturesque places, trips in the area by touring car or by minibus.
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The Club
The Club, providing 150 sitting places and offering an entertaining atmosphere, animated by famous DJ-s, is also very attractive for hotel clients.
The Restaurant
The dinning rooms of the Rozmarin Restaurant have a special architecture, combining modern and clasical specific mountain area, with a capacity of 300 seats and a Romanian cuisine of the highest quality are available for our customers.
Also, Rozmarin Cellar is the ideal refuge for those who appreciate both the quality of the specific foods (sausage, cheese, pickles or sweet, all home) and the traditional drink (wine or brandy).
2.4 Actual provided services
The hotel provides a large variety of services besides accommodation and restaurant. They offer on a regular basis access to a gym hall, solar, dry sauna, massage, club, free parking, free internet in each room.
According to the Romanian laws the hotel has been classified at 4 stars. The conditions offered make him ideal for conference organizers and also for family visits.
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Table 2 Annual and monthly service provision
No Service Unit April 08
June 08
Aug.08 Dec. 08 Average 2008
Jan. 09
Mar. 09 1st Quarter
2009
Apr. 09
Sept. 09
Oct. 09
1 Overnight stays of hotel guests [guest-night]1504 2003 2834 2441 2195 1424 1920 1672 1321 1249 1197
2 Hot meals served in restaurant [meal]2820 6606 7594 6077 5774 2670 2880 2775 2477 6190 5452
3 Overnight stays of employees [person-night] 120 164 164 164 153 120 120 120 120 0 0
4 Hot meals served to employees
[meal]1332 1332 1376 1376 1354 1376 1376 1376 1332 960 960
2.5 Stakeholder analysis
The Rozmarin hotel stakeholders are groups and individuals who are interested in/or are affected by the hotel’s operations.
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The hotel CSR team together with the CSR consultants were engaged in a stakeholder and issues analysis to map out who are the key internal
and external stakeholders and to get a better understanding of which Corporate Responsibility (CR) issues are important to them and their
potential impact on our business and wider communities.The analysis was conducted by the CSR consultants assigned to this hotel with the substantial help of the management team. During these discussions a SWOT analysis was supplementary done.
Low
pow
er/
influ
ence
high
Providers / suppliers
Share holders
Clients / Guests
Mass Media
Management
Tourism Agencies
Community
Local authority
Employees
Low interest/needs high
Priority stakeholder:
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Priority stakeholders
Main issues / expectations
Importance for hotel
Need for data collection and engagement
Management To coordinate the activities of the company/ achieving a company strategy
Very important
The management is the catalyst of the entire activity inside the hotel therefore its role is crucial
Yes
Results from the mini-audits
Clients/ Tourists
Good services offered at affordable prices
Very important
A satisfied client will bring two more next time
Yes
Datas to be extracted from the analysis of the 5 minutes survey made by the hotel
Share holders Accepting innovation/exchanges
Very important Yes
Data collected from the interview with the management team
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Employees Increasing professional skills
Very important
An well motivated team with good professional skills is determinant in the offer of good services
Yes
Data from the mini-audits and personal interviews
Tourism Agencies
Establishing periodic visits
Very important
A good promotion of hotel services can be done with the help of the tourism agencies
Yes
Discussions with the hotel management and 5 minutes survey provided by the hotel to the group leaders and to individual tourists
Suppliers Increasing communication level
Very important
The quality of services received by the tourist is depending substantially on the good relation with the suppliers and with the
Yes
Mini-audits and discussions with the hotel management
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quality of their services/products
Environment Set up specific programs
Important Yes
Mini-audits
Media Press To participate in particular events
Important
Good relation with media means maintaining a real, good image of the hotel
Yes
Press releases, website etc
Community Increasing cooperation
Important
The community provides the working force and having a good relation with them contributes to the welfare of the community itself
Yes
From the interviews with the employees
Local authority Increasing cooperation
Important Yes
From the discussions with the management
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2.6 Key performance indicators
Table 3 KPI figures for raw materials and utilities per hotel overnight stay compared to international benchmark information
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No Product Unit KPI2009
Benchmark figures
Remarks
1 Customer satisfaction
Average number of answers (category 4 to 1)
63% of the guests considered the services excellent while only 2% complained as unsatisfied
35% of the total number of guests fill-in a 5 seconds survey
Total from mini customer survey (4 questions)
2 Employee satisfaction
Average number of answers (category 4 to 1)
3,32 42% of the employees filled in the mini-audit at the time of our third visit at the hotel.
The hotel never conducted such analysis before; under these circumstances no relevant data were available for 2009
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3 Turnover of staff N° employees gone / total of employees per year
7/10 Less than 1 % of the
hired staff left the hotel
last year. However a
large number of persons don’t resist during the 3 months of
trial period.
10-20 persons are employed as seasonal staff
4 Training Training hours / n° collaborators per year
50h Average per month
5 Average salary (without management)
% Av. Salary per month / collective agreement or legal minimum
1,000 RON
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6 Lowest salary % Lowest Salary per month / collective agreement or legal minimum
legal minimum
7 Absenteeism Days lost / n° total work days per year
30 days 30 days represents the medical
leave on 2009
8 Social investment
% invested in benefits for society / total investment per year
1000 euros The donations were given especially to the city hall in organizing different promotion events under the equivalent of rooms and accommodation
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1
3
5
7
9
11
13
15
17
19
Foarte nemultumit
Aproape multumit
Foarte multumit
Sentimentele fata de locul de munca
Foarte nemultumit
Nemultumit
Aproape multumit
Multumit
Foarte multumit
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2.7 Issues related to collaborators
For recruiting the staff the management is directly responsible. They announce the free working places at the Regional Employment agency every month and based on the needs in the local media. After receiving the CV’s for the available positions the selected persons are invited to an interview. In the recruitment commission attends the general manager, the HR manager of the entire company and the chief of department where the position is available. After the interview the person is tested and he/she will be hired for a limited period (3 months).At the end of this period the person is evaluated by the chief of department and recommended for an unlimited period employment.
When entering the department, the new-entry is being trained personally by the chief of department regarding its duties, responsibilities and facilities offered by the hotel to the employees. The facilities provided to employees are: a hot meal, fidelity percentage according to the period of activity within the hotel Rozmarin structure, half of the costs of transportation paid by the company.
The evaluation is made periodically by the chief of departments and by the general manager of the complex. There is a promotion system based on fidelity within the company and respect to the core values of it (professionalism, customer care etc).
In case of dismissal and separation a final interview is conducted personally by the general manager in order to seize the reasons of the departure
2.7.1 Communication, Management style
The communication is very important and the general manager and all department managers have weekly meetings every Monday.
The general manager practice open door policy and every staff member can discus with him.
As result of this policy and management style is the good working atmosphere even dough the volume of work is big.
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2.7.2 Policy / Code of conduct
The hotel has a code of conduct generally valid for the entire staff from general manager to the last position. The code of conduct is presented from the interview phase and then developed by the chief of department.
The code of conduct, made out with respect to the Labor Code- mainly refers to: obligations of the employers and of the employees, how the work is organized (duration of the working day, beginning of the shifts, supplementary hours, programming of the holidays), defending the prestige of the company and the confidentiality convention, norms of hygiene and work security, work discipline and penalties.
The code was made in 2004 and updated with the approval of the Board of Directors. The employees are consulted in case of change of the document during their bi-annual meeting with the General Manager of the entire company (Pimen SA). Usually the employees are introduced with its application from their first day and the middle management is responsible for applying it, under the supervision of the general manager.
2.7.3 Work atmosphere and employee satisfaction
Indicators (from mini audit)
Job in general 25 positive/ 1 negative ; Priority 3,32
Working atmosphere with colleagues
30 positive/ 1 negative ; priority 3,58
Working atmosphere with superiors 21 positive/ 6 negative ; priority 2,63
Degree of motivation 19 positive/ 9 negative ; priority 2,84
Style of supervision 14 positive / 12 negative ; priority 2,47
Relationship with other people 26 positive/ 2 negative ; priority 3,44
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(during work)
Support received for doing the job 22 positive/ 5 negative ; priority 3,05
Current career opportunities 15 positive/8 negative ; priority 2,74
Training provided 27 positive/ 2 negative; priority 3,42
The general manager has daily meetings with the chief of departments and also periodical meetings with all the employees. During these meetings a subject on the agenda makes reference to the degree of employee’s satisfaction. Starting with this year, team building had been conducted outside the hotel with the help of professional companies (1st one in April). However, it is hard to find a period when all the stuff can be involved in team building activity. An entire shift can’t be sent to training, (from one department) because the hotel has a constant number of clients.
The management is preoccupied with the staff satisfaction considering that a happy person in hospitality industry equals a happy customer. The General Manager is perceived by the staff as an authoritarian person, but fair when it comes to decision-making.
The General Management of the mother company (Timpa -Pimen) is holding regular meetings (once three months) in order to discuss the current problems of the hotel. Generally the employees are invited to discuss their problems but very few do it.
A large number of the present staff had been sent to training on different issues related to the improvement of their working skills.
2.7.4 Working hours
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Satisfaction-Indicators (from mini audit)
Working hour arrangement 14 positive / 9 negative ; priority 2,58
Work load 12 positive/ 13 negative ; priority 2,42
Average working hours per week 72 hours/shift (12 hours – shift X 6 working days)
Average overtime per week 20 hours/shift /week ( 3,3 extra hours per shift)
Maximum overtime per week 24 hours/shift/week
Depending on each department there are different working hour arrangements. In general they work in shifts daily one for restaurant, kitchen, chambermaids and 12/24/12/48 for the reception. The overtime is generally being paid as half of the normal working hour. According to the Romanian Labor Code the extra-hours have to be paid with 75% of the value of a regular hour. We made a recommendation in this way to the management but they motivated that at the moment that is not possible. The staff has at least one day off per week.
The overtime varies depending on the season. One of the reasons for the staff turnover is considered to be the overtime. There were cases when people gave up the job even from the testing period due to the overtime.
2.7.5 Compensation & benefits
Satisfaction-Indicators (from mini audit)
Pay-scheme Not communicated - Confidential
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Extra benefits provided by company Not communicated – Confidential
Salary level relevant to experience Not communicated – Confidential
Average Salary per month Not communicated – Confidential
Lowest salary per month Minimal legal wage
All the insurances are being paid in time based on each ones salary.
Voluntary benefits: one meal a day, fidelity percentage based on the years spent within the company, half of the cost of transportation paid.
Compared with the rest of the hotels from the program Rozmarin is holding an average position; however when talking only about the hotels from Valea Prahovei, Rozmarin standard salaries are well quoted
2.7.6 Freedom of association
Percentage of collaborators affiliated to a trade union or employees association
0%
The trade unions are allowed but not encouraged. The hotel has workers representatives which negotiate with the management of the hotel the collective bargaining or in case of different problems of the employees.
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The Romanian Labor Code offers only the possibility of having a representative of the employees. At this moment at the level of the company there is a committee of employees who are attending the negotiations for the collective bargaining. One of the options proposed and accepted by the management of the hotel was the selection of this representative of the employees during a special procedure of vote. .
2.7.7 Health & safety
Satisfaction-Indicators (from mini audit)
Equipment for the job 22 positive/ 10 negative ; priority 2,95
Health & safety at work place 24 positive/ 5 negative ; priority 3,16
Number of accidents per year 0
Days lost / n° total work days 30 days for medical leave
Health and Safety:
fire protection measures, emergency equipment, - training provided by a specialized person according to the Romanian regulation;
evacuation planning, information and exercise, - the evacuation plan is put in visible places in order to facilitate the view; evacuation exercises is performed according to the Romanian regulation once a year.
first aid equipment, training,- first aid kit at the disposal of each department( most of the time the kits were locked and empty)
use of hazardous chemicals,- not the case ( Eco chemicals used)
security measures and CTV control – a private company is assuring the security of the facilities , no cam control
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2.7.8 Discrimination, Harassment & abuse
Satisfaction-Indicators (from mini audit)
Practicing equality principles 23 positive/ 4 negative ; priority 3,11
Reporting mechanisms for harassment
15 positive/ 10 negative ; priority 2,63
N° of complaints per year 0
Due to the fact that 60% of the employees are women we cannot talk about discrimination based on gender criteria. No minorities encountered.
2.7.9 Bonded Labor, Child labor
Number/percentage of teenage employees (< 18 years)
0
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2.7.10 Disciplinary procedures
N° of dismissals per years 7-8 dismissals at request
N° of disciplinary measures per year No persons were fired; the dismissals were at their own request.
The disciplinary procedure is in accordance with the Romanian labor code and they do not exceed the legal stipulations. The disciplinary procedures are included in the internal code of conduct. According to this document an employee can be fired under special circumstances and only after the management had took previous measures (caution, penalties at the salary etc).
Main suppliers / subcontractors
The only service subcontracted is the security of the company. The hotel preferred to subcontract the service because the company assures more security to the customers and to the personnel.
The security company is a local based one, used since the re-opening of the hotel.
For the electricity it is used the regional supplier while for the water the local company. The garbage is collected separately by the city hall of Predeal. The relations with all the subcontractors are based on contracts and they remain in the legal status. For each type of food product there are at least two suppliers in order to assure the freshness of the products and not to have pauses in the circuit of food. (all types of foods and beverages from the menu are available).
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Regarding the costs for each contract, the hotel considered them confidential.
No relevant information related to the working and employment conditions of the subcontractors were found. The company doesn’t have a policy of watching the implementation of CSR solutions at the level of its contractual partners.
Name of supplier
Short description of supplier
Characterization of contract and relation
Approximate costs of services Information on working and employment conditions
Security company
Local private company Long term cooperation since the opening of the hotel
The costs are confidential None
Apa Predeal Local company owned by the Town Hall
Cooperation in good conditions
Costs are confidential None
Electrica Brasov Regional private company
Good cooperation Costs are confidential None
Waste Company Local company owned by the Town hall
Good cooperation Costs are confidential None
Selgros National company with subsidiaries at regional level ; supplier for alimentary products and non-food products
Main supplier
Partnership relation ( different events of Selgros were organized at Rozmarin while the hotel is receiving merchandises at preferential rates
Costs are confidential None
Metro International company with regional
Good relation Costs are confidential None
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subsidiaries at regional level
supplier for alimentary products and non-food products
Gas National company with subsidiaries at regional level
Good relation Costs are confidential None
2.8 Customer relation / service quality
The hotel is inspected annually in order to maintain its 4 stars classification. The quality of the services is thoroughly monitored through the 30 seconds questionnaire. This instrument is offered to the group organizers and also to the private clients of the hotel. An analysis of this questionnaire is personally made by the General Manager who discusses them afterwards with the middle management. Every complaint- if any- is treated with professionalism in order to prevent further incidents.
The staff of the hotel has access to training courses, annually an important number of them attending these classes in order to raise their level of knowledge.
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2.8.1 Customer groups:
Rozmarin has a medium degree of occupation of 65 % with 100 % during high season and55 % during low season. Approximately 70 % of the guests are coming through agencies or through contracts with different private companies. Only 30 % of the guests are coming directly and they are generally tourists used to come to Rozmarin.
Give an appr. percentage.
Reason of travel business Tourists (singles, couples)
Tourists (families)
% 70% 30%
Special interest (culture, sport etc):
Origin of tourists National tourists International tourists
% 80% 20%
2.8.2 Customer satisfaction:
Since its re-opening the hotel has a system of evaluating customer satisfaction; the 30 seconds questionnaire is dedicated to individuals and also to group leaders. The questionnaire can be found in every room and the chambermaid has the obligation of collecting them. A thorough analysis of those responses is made by the General Manager and the results are discussed with the middle management.
The customer satisfaction is measured more as a feeling. The questionnaires are rarely used by the guests and they don’t have an other method for customer satisfaction.
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The rate of complaints from the clients is very low.
Give results of the first month of the short customer satisfaction survey (Since this survey was previously implemented in the hotel we shall offer the results for 2009)
Average result (1 to 4)
Infrastructure 4 – 90% ; 1 – 0 %
Service range / offer 4- 72% ; 1 – 0,1%
Service performance 4- 75%; 1- 0,1%
Attitude 4- 73% ; 1- 0%
2.9 Community and authorities
The mother Company – Timpa Pimen is involved in community in Brasov (town situated at approximately 20 km from Predeal). In the last years the hotel had built a church in Brasov and in Predeal the hotel is offering its conference rooms at preferential rates to the local authority. This allows the Town Hall to organize different events of promoting the tourist attractions in the area of Predeal. Due to the cooperation between the Town hall of Predeal and the management of the hotel with the help of the local Info Touristic Center, the town succeeded in creating a good image of the resort.
The hotel management is also interested in linking with other hotels in order to create a professional organisation dedicated to the hospitality industry in the area. The purpose of this association will be the creation of various programs together with the city hall in order to increase the number of tourists in the Valea Prahovei area.
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2.10 Cause Analysis and CSR Options
Table 4 Worksheet Cause Analysis and Generation of CSR Options
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Topic / Problem Cause CSR Options
1.1 Employees can lend very small amounts of money from the Mutual Fund
1.1 The Mutual fund is based only on the members’ contribution which leads to a small amount of money available.
1. 1 Supplementing the Mutual Aid Fund
1. 2 Participation of the employees in the decision making process is low 1. 2 Some employees were
discontent with the way of selecting the employee of the month
1. 2 Salary bonus for the “Employee of the month” for each department decided by staff
1.3 The family of the employees consider they are not perceived as important stakeholders
1.3 Limited contact between the hotel and the family of the employees
1. 3 Families of all employees will be invited to the company’s party
2.1 Employees were having problems in identifying the criteria on which management was deciding the employee of the month
2.1 Lack of objective criteria 2.1 The employee of the month will be selected by each person from every department on the basis of a questionnaire with objective criteria
2.2 Employees not able to understand which tasks are specifically for their department
2.2 Too many procedures referring to different tasks not common to all departments
2. 2 Different colours for every department task announcements
2.3 Staff does not understand customers request and management
2. 3 Staff is not aware of customers request and opinions
2. 3 CSR team will be involved in analysing the customers survey
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related to the services provided
2. 4 Employees problems are not always presented to the management
2.4 The current worker representative is overloaded and can not cover all problems arising in the hotel
2.4 An employee will be selected to represent the interests of all personnel
2.5 Lack of involvement in identifying solution for daily issues
2.5 Employees are not used to propose solutions
2.5 Training for employees in order to find solutions by themselves
2.6 Lack of cohesion between staff members
2.6 Staff has no common task to work together
2.6 All the employees will attend a contest in order to design the Cake of the house. (Rozmarin kiss/Rozmarin smile)
2.7 Maintenance of the relation with internal (employees) and external stakeholders is poor
2.7 Lack of information regarding employees life events and of the suppliers, tourism agencies etc
2.7 Creation of a data base containing major events of employees life, suppliers, tourism agencies etc
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3 Synthesis – Identification and evaluation of options
The Identification of CSR options measures has been done during a brainstorming process of the CSR-team during the CSR Assessment using the cause and effect diagram ( Ishikawa diagram).
All identified options from the brainstorming process were categorized into a number of possible CSR interventions, which are:
(Employee) training
Information and communication (internal/external)
Engagement and dialogue
Policy development and implementation
Changes of procedures or the organisation
Subsequently the options were screened and grouped into:
1. Options which can be implemented immediately
2. Issues or options which need further analysis (audit, data collection, survey)
3. Options which were rejected for certain reasons
A table with all options categorized and screened is listed in chapter 3.1.
The economical and social benefit of the options, which can be implemented directly, is estimated in chapter 3.2.
Options which needed further analysis are assessed according to the economical, social and organizational feasibility in chapter .
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3.1 Screening of identified options
The purpose of this sub-chapter is to present the screening of the CSR options. All the options identified during the brainstorming process had been listed and categorized into:
(Employee) training
- a special module of organisational culture, motivation of the employee and communication will be designed, developed and implemented by the two consultants with the help of the CSR team inside the hotel. The training addressed the needs of better communication between different departments and between employees and was delivered under the form of an interactive short course. The communication training agenda was presented and discussed together with the CSR team.
Information and communication (internal/external)
- Tools used to enhance communication: identifying a person in order to represent the interests of the employees in front of the management of the company. According to the Romanian legislation they should have workers representatives; previously this was done only formally that is why we proposed that the staff should elect someone. The decision will be taken on the basis of a short questionnaire (having as criteria: experience, qualification, initiative, sociability and representatively) which will be filled in by every employee; paper of different colours will be used for every department in order to grow the visibility of the inside announcements made by the management; redefining the periodical meetings so that the employees don’t fill under pressure during this events.
Engagement and dialogue
The company is determined to continue the CSR work and to keep active the CSR team already formed. The main attributions of this team will be: interface between the employee’s needs and the company’s interest, involvement in the selection of the employee of the month; at the moment the employee of the month is selected by the middle manager of each department after consultation with the general manager. The selection criteria refer to the relation with the customers, the number of extra hours done, relation with the managers and his colleagues. Another attribution of the CSR team inside the hotel will be the participation alongside with the management in drawing up
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and analyzing the surveys from customers- the results of the surveys will be presented during the periodical meetings and discussed with the employees; active participation in departmental meetings.
Policy development and implementation
Rozmarin hotel is going to introduce the possibility of starting a mutual aid fund which will address the employees. The fund is already existent at the time of our assessment but the employers ( the management team) wasn’t a part of it. What we proposed was the introduction of the hotel as player in this mutual fund in order to increase the sum of money that the employee can receive after one year contribution. According to our calculations, after the introduction of such measure, a contributor will be able to gain with 30% more than before.
In order to increase the personnel implication in the development of the company we have proposed to start a new complementary brand policy.
Main defining element: smile. The concept will be: Rozmarin smiles – find out now! Rozmarin kiss – discover now! The whole policy is going to be discussed together with the CSR team and representatives from each department. A new specific cake will be designed and offered free of charged to every visitor. The logo of the hotel can be changed so it can integrate a smile.
The Employee of the month – already existing, will be developed involving the personnel to decide the person who will receive this title.
Changes of procedures or the organisation
Every department will have its own colour in order to find out easily the important announcements made by the management. Also the procedures used within each department will be also printed on every departments colour.
At the daily meetings one employee will have the opportunity to share a personal story that will warm up the beginning of the meeting.
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Table 5 Screening of identified CSR Options
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Option CSR intervention*
Dir
ect
imp
le-
men
tati
on
Issu
es
or
optio
n fo
r
Rej
ect
ed
Comment / Reason
1. Supplementing the Mutual Aid Fund
Change of employment condition. Engagement and dialogue
YES Observation: A discussion with a financial expert and with the chief accountant of the company must be hold in order to find out the impact and the total costs.
Regarding the social benefits:, these are undeniable since an increase of the employees motivation will be possible and highly desired.
2. Salary bonus for the “Employee of the month
Change of employment conditions
Changes of procedures of the organisation
YES Economic benefits: a raised productivity and better organized activities
The measure is accepted by the company in order to better motivate their staff
3. Families of all employees will be invited to the company’s party
Supplementary benefits
YES Social benefits: increase the team sociability
The families will be able to come on the expenses of the hotel or at preferential rates for the meals
4. Different colours for every department announcements
Information and communication
YES Observation: a preliminary discussion with the middle managers would be necessary in order to let the employees choose the color for their department
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5. - CSR team will be involved in drawing up and analysing the 30 seconds survey for the customers
Changes of procedures of the organisation
YES The implication of the personnel will grow and will give them the opportunity of getting involved in the decision making process inside of each department. This will stimulate their creativity and eventually will improve the quality of services offered to the guests.
6. An employee will be selected to represent the interests of all personnel
Changes of procedures of the organisation
YES The Romanian regulations gives the employees the opportunity of electing a representative for the collective bargaining.
7. - Creation of a data base containing major events of employees life, suppliers, tourism agencies etc
Information and communication
YES Plus Branding (new concept)
The new data base will improve the atmosphere inside the company plus in its relation with the others.
8 - Redefine meeting event Changes of
procedures of the organisation
YES
9. Predeal area hoteliers meeting
Information and communication
YES This option is considered to be discussed in the near future.
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10. Participating, together with the management team, in drawing up surveys for customers and in analysing them
Changes of procedures of the organisation
YES The CSR team will become actively involved within the company after the project has been achieved; it will have precise tasks.
The employees will understand better the customer’s needs and will be able to respond to them
11. Staff employment over 45 years
Encouraging stuff employment over 45 years
YES The State provides for the employer facilities to stimulate employment of persons over 45 years, providing a minimum wage for 12 months with the condition to keep the employee job for 2 years
* CSR-interventions: Change of employment condition, (Employee) training, Information and communication (internal/external), Engagement and dialogue, Policy development and implementation, Changes of procedures or the organisation, Change of infrastructure, Cultural activity, Legal issue
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3.2 Options for direct implementation Table 6 actions for direct implementation
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Option Economic benefit Social benefit Remarks
1. Supplementing the Mutual Aid Fund
Increasing motivation, benefits and efficiency of the employees, raised productivity
Increase loyalty to the company, reduce turnover, good work atmosphere
2 Salary bonus for the “Employee of the month”
Raised productivity, stimulating competition between employees
Increase loyalty to the company, reduce turnover, good work atmosphere
3 Families of all employees will be invited to the company’s party
Increase loyalty for the company
4
Different colours for every department announcements
Faster and good communication, better understanding of the issues and so better work done
Good work atmosphere, good understanding of duties and responsibilities
5 An employee will be selected to represent the interests of all personnel
Better communication, raised employees satisfaction
Induce loyalty to the company Better representation of the interests of the employees
6 Predeal area hoteliers meeting
Better services provided, raised clients satisfaction, increasing motivation and
Better communication between hoteliers
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innovation
7 The CSR team will become actively involved within the society after the project has been achieved; it will have precise tasks.
better services provided, raised clients and employees satisfaction
Co participating in decision making
8. Staff employment over 45 years
The State provides for the employer facilities to stimulate employment of persons over 45 years, providing a minimum wage for 12 months with the condition to keep the employee job for 2 years
This option may have a positive social impact, because persons over 45 find a job harder.
9. Participating, together with the management team, in drawing up surveys for customers and in analysing them
better services provided, raised clients and employees satisfaction
Co participating in decision making
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3.3 Further analysis of the issues and options
Some of the options found in the hotel such as: identifying a person to represent the interests of the employees and the establishment of a mutual aid fund having the hotel as player requires in-depth analysis. Together with the CSR formed team we developed those two options which were highly appreciated by the hotel management.
3.3.1 Option no 1 identifying a representative of the employees
Observations
At the moment of our assessment the communication between management and employees was done during the periodical meetings by listening to each employee’s opinion. Individuals presented their problem but seldom there was a general agreement. Everybody came with a problem but there wasn’t a single voice on behalf of the employees. Generally, during the meetings, when asked about a general problem no one spoke. Under these circumstances the communication process was only one way: from management to employees.
Description of option
Under these circumstances we discussed both with the management and with different employees about the possibility of having someone as informal leader. This person should play the role of an interface between the employees’ needs and management requirements. The person will be selected with the help of a questionnaire distributed and filled in by all employees. We are not going to ask them to indicate for names but for essential characteristics.
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Analyzing the responses inside the management team with the CSR team from the hotel we’ll try to identify the portrait of the workers representative. Of course, a meeting with all employees will be held and everyone will try to express their opinion about it and finally draw a short list of candidates. On the basis of employees vote a person will be assigned with this task of representation.
Economic feasibility and consequences
There will be no economical consequences for this option as long as the position will be a symbolic one, not paid. Our aim is not to create a union but to give the employees the possibility to have a spokesperson.
Social and organizational considerations and feasibility, influences on other stakeholder
Requirements :
- the staff representative will act as a “single voice” of all employees and as dialogue partner recognized by the company management. The elected person will cooperate with all departments in order to identify their problems and will communicate permanently with the management team.
Advantages :
- a more clear picture of the needs of the employees
- in cooperation with the CSR team and with the management the representative of the employees will attend the meetings when disciplinary measures will be taken or the decisions regarding the Employee of the month nominalization.
- The employees will have the possibility of expressing their interests in an unitary way
- The management team will have the time for accomplishing other duties instead of hearing the direct complaints of the employees.
- Staff will be easier to motivate if the elected person is well known for its performance in work and the capacity of solving problems.
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- It will create a precedent, since it’s a common fact that generally in tourism industry the voice of employees is rarely listened. – no active union in tourism industry .
3.3.2 Option no 2 establishment of a mutual aid fund having hotel as a player
Observations
The practice of a mutual aid fund (C.A.R.) exists at all levels in the Romanian companies. Therefore neither hotel Rozmarin is making any exception to the general rule.
Description of option
Introducing the hotel as a player inside this system will allow the other participants to receive a larger sum of money instead of the one they are receiving at the moment. The fund will be managed by the hotel and every employee with more than 4 years of activity will have the possibility of receiving a larger sum of money after contributing for at least one year.
Economic feasibility and consequences
This option will not involve a large sum of money from the part of the company. The exact amount will be fixed during the next meetings. One of the most important consequences will be growing the degree of fidelity of employees. Since one of the identified problems was the lack of supplementary benefits, this option can be seen as a certain solution to the mentioned problem.
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Social and organizational considerations and feasibility, influences on other stakeholder
Requirements:
- the fund will be deposited at a bank so that it could give the possibility of growing it not only through employees deposits but also through the interest offered by a bank
- a set of rules will be designed in order to make functional this project.
Advantages:
- the employees will have annually the possibility of receiving a larger sum of money.
- The fund can be a factor of growing the fidelity of the employees
- Staff motivation
3.4 Evaluation/priorization of options
Purpose of the evaluation step is to compare the feasibilities of the workable options in order to set priorities for the implementation of the most feasible ones. Based on the discussion in chapter 3.2. each option was assessed according to the rating scale with scores for social, economic, technical and organizational feasibility. This scale was set up by the CSR-Team and is listed in Annex 2
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No Option Economicfeasibility
Social acceptability (collaborators)
Image relevance and stakeholder acceptance
Organizational
Viability
Total Priority*
1. Supplementing the Mutual Aid Fund - Estimating to increase the employees confidante in hotel’s patronage and is conceived to increase the salary extra-benefits
To be calculated
The financial department of the hotel will be in charge to implement and to monitories the function of the MAF
Training session presenting the MAF to employees
The measure will have an impact on the motivation of staff, the quality of life of their families and will hopefully (through better motivated staff) lead to a better service quality.
Ministry of labor and finance will rate these improvement positively
14 8
2. Salary bonus for the “Employee of the month”
- extra benefits
To be calculated
(= 25% of the total salaries for a month)
13 10
3. Families of all employees will be invited to the company’s party 16 1
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No Option Economicfeasibility
Social acceptability (collaborators)
Image relevance and stakeholder acceptance
Organizational
Viability
Total Priority*
4 Different colours for every department announcements 15 7
5 CSR team will be involved in drawing up and analysing the 30 seconds survey for the customers
16 2
6 “The employee of the month” will be selected by each person from every department on the basis of a questionnaire which will be design by consultants and CSR team
7 An employee will be selected to represent the interests of all personnel
15 6
8 Creation of a data base containing major events of employees life, suppliers, tourism agencies etc
15 5
9 Redefine meeting event 14 9
10 The CSR team will become actively involved within the society after the project has been achieved; it will have precise tasks:
participating, together with the management team, in drawing up surveys for customers and in analysing them;
actively participating in the departmental meetings
identifying, together with the management team, the employees’ needs
16 4
11 Staff employment over 45 years 13 4
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No Option Economicfeasibility
Social acceptability (collaborators)
Image relevance and stakeholder acceptance
Organizational
Viability
Total Priority*
12 Predeal area hoteliers meeting 12 5
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4 Implementation
4.1 Already implemented options
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4.2 Action plan for feasible options
4.2.1 Actions plan for the implementation
Main responsible – General Manager and CSR team
Period of implementation 15.08 - 15.12-2010
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No CSR options: Short description
Detailed specific action Responsible ResourcesPerson/hours, investment costs, operational cost
Date Remarks
1 Supplementing the Mutual Aid Fund
Estimating to increase the employees confidence in hotel’s patronage and it is conceived to increase the salary extra-benefits
General manager, chef of financial department, CSR team
15.09.2010
2 Salary bonus for the “Employee of the month”
“The employee of the month” will be selected by each person from every department on the basis of a questionnaire which will be design by consultants and CSR team
General Manager, CSR team 15.08.2010
3 Families of all employees will be invited to the company’s party
Analyze situation CSR team Once a year
4 CSR team will be involved in drawing up and analysing the 30 seconds survey for the customers
Conceive the questionnaire CSR team and management 15.08.2010
5 An employee will be selected to represent the interests of all personnel
The elected person will assure the employees point of view in front of shareholders
CSR team, management 10.09.2010
6 Creation of a data base containing major events of employees life, suppliers,
This data base represent a tool conceived to create the best atmosphere, engaging all important
Management, CSR team 10.02.2009
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No CSR options: Short description
Detailed specific action Responsible ResourcesPerson/hours, investment costs, operational cost
Date Remarks
tourism agencies etc hotel’s actors around of particular events.
7 The CSR team will become actively involved within the society after the project has been achieved;it will have precise tasks
Participating, together with the management team, in drawing up surveys for customers and in analysing them;
actively participating in the departmental meetings
identifying, together with the management team, the employees’ needs
Management, CSR team 15.02.2009
8 Staff employment over 45 years
Employment of personnel Management When needed
9 Predeal area hoteliers meeting
Resolving any disputes arising;
Discussions before any important events
Twice a year
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4.3 On-going Auditing / Monitoring
Table 6 Plan for on-going auditing and monitoring on the company level
What to audit / monitor?
Who is responsible? When? How? Reporting to employees
Reporting to management
Reporting to other stakeholder
Aid Mutual Fund developing and function ability
Management, financial department
Every 6 month Report No yes no
“The employee of the month” auditing the success of the concept and analyse the possibilities to improve the system, the criteria
CSR team, HR, Management
Every 3 months Report Yes yes no
CSR activities Management Every 6 months Report Yes yes Annual report
Check client satisfaction
Front desk manager Five times a week Questionnaire Yes yes no
Employee satisfaction
CSR team Quarterly Questionnaire Yes yes no
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What to audit / monitor?
Who is responsible? When? How? Reporting to employees
Reporting to management
Reporting to other stakeholder
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5 Conclusions and recommendations
Hotels logo „Continues the tradition” is perfectly illustrated in the quality of services provided to the guests. The young, professional management team is results orientated offering good services at affordable prices (extras from the opinions of clients).
According to the Romanian law the hotel has been classified starting 2009 at 4 stars. The conditions offered make the hotel ideal for conference organizers and also for family visits.
Among the identified problems at the level of CSR, our team discovered :
- lack of supplementary benefits - the amount of participation given by employees in decision making - weak communication between various departments
The CSR is a continuous process and that‘s why the external team suggests that the work done must be continued by the internal CSR team. The management of the hotel was open to all the ideas and we believe that the project will continue on its own.
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6 Literature Sources
www.toinitiative.org A Practical Guide to Good Practice: Managing Environmental and Social Issues in the Accommodations Sector
www.world-tourism.org Global code of ethics in tourism
www.unep.fr/pc/tourism/sust-tourism/about.htm Sustainable tourism
http://destinet.ew.eea.europa.eu/sustainability/fol985662
www.csreurope.org
www.turismdurabil.ro
www.mturism.ro
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Annex 1 Overview mini audit result
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Annex 2 Rating scale for the evaluation of options
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Criteria Scale Rating (example)
Economic feasibility short term payback (< 1 year) orhigh ROI (>0.25)
no or minor investment cost < 1'000 US$
no special operation cost
moderate payback time (1 to 3 years) ormoderate to high ROI (0.15 to 0.25)
low investment cost < 10'000 US$
operation cost equal to present situation
moderate to high payback time (3 to 6 years) or moderate ROI (0.05 to 0.15)
moderate investment cost < 50'000 US$
operation cost equal to present situation
high payback time (> 6 years) or low ROI (0 to 0.05)
high investment cost > 50'000 US$
high operation cost
Investment not tolerable for the company
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Criteria Scale Rating (example)
Social acceptability (by collaborators)
is necessary to comply with legal requirements
is a direct benefit for employees without side effects, advantages are directly visible
enhances participation
direct benefits for employees with certain
ambiguous/negative side effects
only indirect benefits for worker,
may show clear benefits for the majority of employees, but may have significant negative side effects for some employees which balance their benefits
may be demotivating, although it shows some benefits
benefits for employees can only be seen after intense communication
negative side effects nearly balance benefits
does not comply with legal standards, shows clear disadvantages for workers or their families, is highly demotivating
Image relevance and stakeholder acceptance
stakeholder acceptance is without doubt
clearly high positive image effect
stakeholder acceptance is quite probable and should be gained with little efforts(communication)
positive image effect probable
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Criteria Scale Rating (example)
stakeholder acceptance is more or less probable, but certain efforts/communication are necessary
small image risk exists
stakeholder acceptance possible, but needs quite a lot of efforts and communication
high image risk, stakeholder acceptance is nearly impossible
Organizational viability highly applicable, no organizational changes necessary, no resistance expected
no process interruption necessary
well applicable, easy to implement, insignificant organizational change, slight resistance possible
short training of workers
short interruption of processes necessary, little time loss (1 day)
moderate organizational changes, may cause certain resistance
training of workers required
moderate interruption time of processes, moderate time loss (< 2 weeks)
hardly applicable, significant organizational change, creates more interfaces between processes, process is more complicated, causes conflicts which need higher efforts to be overcome
special training of workers required
Interruption of processes is longer than the time for annual maintenance stop, important time loss
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Criteria Scale Rating (example)
Organizational not realizable, very high time loss, will cause unsolvable or longterm conflicts, process is too complicated
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