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USED Rozmarin Hotel Apostol Simona CSR Consultant Florea David – restaurant supervisor Mocanu Alina CSR Consultant Alina Ceamur - chambermaid Marcian Masariu – Front office responsible Florentina Comsa- Marketing Manager Corporate Social Responsibility report

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Page 1: 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 -

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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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