CSR Report ROZMARIN1 Forma de Trimis Final

USED
Rozmarin Hotel
Apostol Simona CSR Consultant
Florea David restaurant supervisor
Mocanu Alina
Alina Ceamur - chambermaid
CSR Consultant
Marcian Masariu Front office

responsible
Florentina Comsa- Marketing
Manager
Corporate Social Responsibility report
CSR Assessment at Rozmarin Hotel

- Predeal -
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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II
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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III
Content
Introduction
1.1
1.2
1.3
1.4
In-plant demonstration project

Company
Organisational chart
Methodology
Preassessment
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.7.1
2.7.2
2.7.3
2.7.4
2.7.5
2.7.6
2.7.7
2.7.8
2.7.9
2.8
2.9
2.9.1
2.9.2
2.10
2.11
CSR-team
Selection of IPA focus
Description of service processes
Actual provided services
Stakeholder analysis
Key performance indicators
Issues related to collaborators
Policy / Code of conduct
Work atmosphere and employee satisfaction
Working hours
Compensation & benefits
Freedom of association
Health & safety
Discrimination, Harassment & abuse
Bonded Labour, Child labour
Disciplinary procedures
Main suppliers / subcontractors
Customer relation / service quality
Customer groups:
Customer satisfaction:
Community and authorities
Cause Analysis and CSR Options
Synthesis Identification and evaluation of options
3.1
3.2
3.3
3.3.1
3.3.2
3.4
Screening of identified options

Options for direct implementation
Further analysis of the issues and options
Option no 1
Option no 2
Evaluation/priorization of options
Implementation
4.1
Already implemented options (date)
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IV
4.2
4.2.1
4.3
Action plan for feasible options

Actions plan for the implementation
On-going Auditing / Monitoring
Conclusions and recommendations
Literature Sources
Annex
Annex 1
Annex 2
Discussion of CSR options

Rating scale for the evaluation of options
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Introduction
1.1
In-plant demonstration project
IPA report for Hotel Rozmarin
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 companys most important achievements in hospitality industry.
ADRESS: Romania - Predeal, 505300, B-dul Mihail Saulescu 159

tel: +40/268-455622, +40/268-455657, +40/740-096863
fax: +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 % of part time % of disabled

employees
employees
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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10
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
4 hours
Workshop
1
24.08.200
9
Workshop
2
27.10.2009
Objectives of the visit
Kick-off meeting to present in detail CSR&CP consultants

the projects steps and to establish
a calendar for the next activities.
We presented the general manager Simona Apostol
the project materials and each Alina Mocanu
team objectives.
Establish CSR Team, Quick Scan,
Hotel Vizit and Mini Audit.
4 hours
Consultants present
11
Establishing the responsibilities CSR consultants

between consultants; Identifying
contact person at the level of the
hotel,
administrative
work Simona Apostol
( pictures, general accommodation Alina Mocanu
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
Workshop
3
16.02.2010
3 hours
Stakeholder analysis and service CSR consultants

quality
together
with
the
management of the hotel and the
Simona Apostol
CSR team
Alina Mocanu
Workshop
4
5 hours
Implementation of the proposed CSR consultants

CSR Options ; discussions with the
general manager and prioritization
of the options to be implemented
5th of May
Workshop
5
Final adjustments on the CSR CSR consultants

report
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12
Preassessment
2.1
CSR-team
Table 1
The CSR-team at Company.
Name
Position
Florea David
Restaurant
supervisor
Alina Ceamur
chambermaid
Florentina Comsa
Marketing Manager
Marcian Masariu
Front office
responsible
2.2
Designation
Main contact in the CSR team
Selection of IPA focus
According to the quick-scan realized at the hotel the main identified problems were:
-
Supplementary benefits
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13
2.3
Style of supervision used by superiors
Amount of participation given by employees in decision making
Lack of customers
Low media
Change of material
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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14
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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15
Table 2 Annual and monthly service provision
No Service
Unit
Overnight stays of hotel guests
[guest-night]
Hot meals served in restaurant
[meal]
Overnight stays of employees
[personnight]
Hot meals served to

employees
[meal]
2.5
April
08
June
08
Aug.08
Dec. 08 Average
2008
Jan.
09
Mar. 09
1st Quarter
2009
Apr. 09
Sept.
09
Oct.
09
1504
2003
2834
2441
2195
1424
1920
1672
1321
1249
1197
2820
6606
7594
6077
5774
2670
2880
2775
2477
6190
5452
164
164
153
120
120
120
120
1376
1376
1354
1376
1376
1376
1332
960
960
120
1332
164
1332
Stakeholder analysis
The Rozmarin hotel stakeholders are groups and individuals who are interested in/or are affected by the hotels operations.
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16
Lowpower/influencehigh
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.
Providers / suppliers
Share holders
Clients / Guests
Mass Media
Management
Tourism Agencies
Community
Employees
Local authority
Low
interest/needs
high
Priority stakeholder:
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17
Priority
stakeholders
Main issues /
expectations
Importance for
hotel
Management
To coordinate the Very important

Yes
activities
of
the
The management Results from the
company/ achieving
is the catalyst of mini-audits
a company strategy
the entire activity
inside the hotel
therefore its role is
crucial
Clients/
Tourists
Good
services Very important
offered at affordable
A satisfied client Yes
prices
will bring two more
Datas
to
be
next time
extracted from the
analysis of the 5
minutes
survey
made by the hotel
Share holders
Accepting
innovation/exchanges
Very important
Need for data

collection and
engagement
Yes
Data
collected
from the interview
with
the
management
team
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18
Employees
Increasing
professional skills
Very important
Yes
An well motivated
team with good
professional skills
is determinant in
the offer of good
services
Data from
mini-audits
personal
interviews
the
and
Tourism
Agencies
Establishing periodic Very important

visits
A good promotion
of hotel services
can be done with
the help of the
tourism agencies
Yes
Suppliers
Increasing
communication level
Very important
Yes
The quality of
services received
by the tourist is
depending
substantially
on
the good relation
with the suppliers
and
with
the
Mini-audits
and
discussions with
the
hotel
management
Discussions with
the
hotel
management and
5 minutes survey
provided by the
hotel to the group
leaders and to
individual tourists
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quality of their
services/products
Environment
Media Press
Community
Local authority
Set
up
programs
specific Important
To
participate
particular events
Yes
Mini-audits
in Important
Yes
Good relation with Press releases,

media
means website etc
maintaining a real,
good image of the
hotel
Increasing
cooperation
Important
Increasing
cooperation
Important
Yes
The
community From
the
provides
the interviews
with
working force and the employees
having a good
relation with them
contributes to the
welfare of the
community itself
Yes
From
the
discussions with
the management
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20
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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21
No
Product
Unit
KPI
2009
Benchmark
figures
Remarks
Customer
satisfaction
Average
number of
answers
(category
4 to 1)
63% of the
guests
considered
the
services
excellent
while only
2%
complaine
d as
unsatisfied
35% of the
total number
of guests
fill-in a 5
seconds
survey
Total from
mini
customer
survey (4
questions)
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
circumstance
s no relevant
data were
available for
2009
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22
Turnover of staff
N
employee
s gone /
total of
employee
s per year
7/10
Training
Training
hours / n
collaborat
ors per
year
50h
Average salary
(without
management)
% Av.
Salary
per month
/
collective
agreemen
t or legal
minimum
1,000 RON
Less than 1
% of the
hired staff
left the hotel
last year.
However a
large number
of persons
dont resist
during the 3
months of
trial period.
10-20
persons are
employed as
seasonal staff
Average per
month
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Lowest salary
% Lowest
Salary
per month
/
collective
agreemen
t or legal
minimum
legal
minimum
Absenteeism
Days
lost / n
total work
days per
year
30 days
Social
investment
%
invested
in
benefits
for
society /
total
investme
nt per
year
1000 euros
30 days
represents
the medical
leave on
2009
The donations
were given
especially to
the city hall in
organizing
different
promotion
events under
the equivalent
of rooms and
accommodati
on
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Sentimentele fata de locul de munca

Foarte nemultumit
Nemultumit
Aproape multumit
Multumit
Foarte multumit
Foarte multumit
19
17
Foarte nemultumit
15
13
11
Aproape multumit
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25
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 CVs 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
Working
colleagues
25 positive/ 1 negative ; Priority 3,32

atmosphere
with 30 positive/ 1 negative ; priority 3,58
Working atmosphere with superiors
21 positive/ 6 negative ; priority 2,63
Degree of motivation
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
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 employees 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 cant 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
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

audit)
Pay-scheme
Not communicated - Confidential

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Extra benefits provided by company
Not communicated Confidential
Salary level relevant to experience
Average Salary per month
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 0%

a
trade
union
or
employees
association
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

audit)
Equipment for the job
Health & safety at work place
Number of accidents per year
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)
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31
2.7.8
security measures and CTV control a private company is assuring the security of the facilities , no cam control
Discrimination, Harassment & abuse

audit)
Practicing equality principles
Reporting
harassment
mechanisms
N of complaints per year

for 15 positive/ 10 negative ; priority 2,63
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
employees (< 18 years)
teenage 0
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32
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
06.04.2015
33
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).
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 doesnt 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
None
Waste Company
Local company owned

by the Town hall
Good cooperation
None
Selgros
National company with

subsidiaries at regional
level ; supplier for
alimentary products
and non-food products
Main supplier
None
Partnership relation
( different events of Selgros
were organized at Rozmarin
while the hotel is receiving
merchandises at
preferential rates
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34
Metro
International company
with regional
level
Good relation
None
Good relation
None
supplier for alimentary

products and non-food
products
Gas
2.8
National company with

level
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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35
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, Tourists (families)

couples)
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 dont have an other
method for customer satisfaction.
06.04.2015
36
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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37
2.10
Cause Analysis and CSR Options
Table 4
Worksheet Cause Analysis and Generation of CSR Options
06.04.2015
38
Topic / Problem
Cause
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. 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
1.3 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
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
2.2 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
2.3 Staff does not understand

customers request and management
2. 3 Staff is not aware of

customers request and opinions
CSR Options
1. 1 Supplementing the Mutual Aid Fund
1. 2 Salary bonus for the Employee of the month for each

department decided by staff
1. 3 Families of all employees will be invited to the companys

party
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 Different colours for every department task

announcements
2. 3 CSR team will be involved in analysing the customers

survey
06.04.2015
39
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
2.5 Lack of involvement in identifying

solution for daily issues
2.5 Employees are not used to

propose solutions
2.6 Lack of cohesion between staff

members
2.6 Staff has no common task to

work together
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
2.4 An employee will be selected to represent the interests of

all personnel
2.5 Training for employees in order to find solutions by

themselves
2.6 All the employees will attend a contest in order to design
the Cake of the house. (Rozmarin kiss/Rozmarin smile)
2.7 Creation of a data base containing major events of

employees life, suppliers, tourism agencies etc
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40
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 dont 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 employees needs and the companys 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
06.04.2015
42
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) wasnt 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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43
Table 5
Screening of identified CSR Options
06.04.2015
Issues or option for further analysis
Direct imple-mentation
44
CSR intervention*
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
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
Rejected
Option
Comment / Reason
06.04.2015
45
invited to the
companys party
rates for the meals
06.04.2015
46
4.
5.
Different colours
for every
department
announcements
- CSR team will
be involved in
drawing up and
analysing the 30
seconds survey
for the customers
YES
Observation: a preliminary discussion with the middle managers would be

necessary in order to let the employees choose the color for their department
Information and
communication
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.
Changes of
procedures of the
organisation
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.
- Redefine
YES
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47
9.
meeting event
Changes of
procedures of the
organisation
Predeal area
hoteliers meeting
Information and
communication
10.
Participating,
together with the
management
team, in drawing
up surveys for
customers and in
analysing them
YES
YES
Changes of
procedures of the
organisation
This option is considered to be discussed in the near future.

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 customers needs and will be able to
respond to them
11. Staff employment

over 45 years
Encouraging stuff
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
YES
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48
* 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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49
3.2
Options for direct implementation Table 6 actions for direct implementation
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50
Option
Economic benefit
Social benefit
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
Salary bonus for the

Employee of the
month
Raised productivity,
stimulating competition
between employees
Increase loyalty to the company, reduce

turnover, good work atmosphere
Families of all
employees will be
invited to the
companys party
Remarks
Increase loyalty for the company
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
An employee will be
selected to
represent the
interests of all
personnel
Better communication, raised

employees satisfaction
Induce loyalty to the company
Predeal area
hoteliers meeting
Better services provided,

raised clients satisfaction,
increasing motivation and
Better communication between hoteliers
Better representation of the

interests of the employees
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51
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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52
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 employees opinion. Individuals presented their problem but seldom there was a general agreement. Everybody came with a
problem but there wasnt 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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53
Analyzing the responses inside the management team with the CSR team from the hotel well 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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54
3.3.2
It will create a precedent, since its a common fact that generally in tourism industry the voice of employees is rarely
listened. no active union in tourism industry .
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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55
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.
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
Advantages:
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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56
No
1.
Option
Supplementing the Mutual Aid Fund - Estimating to

increase the employees confidante in hotels patronage
and is conceived to increase the salary extra-benefits
Economic
feasibility
3.
Salary bonus for the Employee of the month

- extra benefits
Priority*
Social
Image
acceptability
relevance and
(collaborators) stakeholder
acceptance
Organizational Total
14
To be calculated
The financial
department of
the hotel will be
in charge to
implement and to
monitories the
function of the
MAF
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
13
10
16
Training session
presenting the
MAF to
employees
2.
Viability
To be calculated
(= 25% of the
total salaries for
a month)
Families of all employees will be invited to the companys party
06.04.2015
57
No
Option
Economic
feasibility
Social
Image
acceptability
relevance and
acceptance
Priority*
Viability
Different colours for every department announcements
15
CSR team will be involved in drawing up and analysing the 30

seconds survey for the customers
16
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
An employee will be selected to represent the interests of all

personnel
15
Creation of a data base containing major events of employees

life, suppliers, tourism agencies etc
15
Redefine meeting event
14
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
11
Staff employment over 45 years
13
4
06.04.2015
58
No
12
Option
Predeal area hoteliers meeting
Economic
feasibility
Social
Image
acceptability
relevance and
acceptance
Priority*
Viability
12
06.04.2015
59
Implementation
4.1
Already implemented options
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60
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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61
No
CSR options: Short

description
Detailed specific action
Responsible
Resources
Date
Supplementing the Mutual

Aid Fund
Estimating to increase the

employees confidence in hotels
patronage and it is conceived to
increase the salary extra-benefits
General manager, chef of

financial department, CSR
team
15.09.2010
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
Families of all employees will

be invited to the companys
party
Analyze situation
CSR team
Once a year
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
An employee will be selected The elected person will assure the

to represent the interests of all employees point of view in front of
personnel
shareholders
CSR team, management
10.09.2010
Creation of a data base

containing major events of
employees life, suppliers,
Management, CSR team
10.02.2009
Remarks
Person/hours,
investment costs,
operational cost
This data base represent a tool

conceived to create the best
atmosphere, engaging all important
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62
No
Responsible
CSR options: Short

description
Detailed specific action
Resources
Date
tourism agencies etc
hotels actors around of particular

events.
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
Staff employment over 45

years
Employment of personnel
Management
When
needed
Predeal area hoteliers

meeting
Resolving any disputes arising;

Discussions before any important
events
Remarks
Person/hours,
investment costs,
operational cost
Twice a year
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63
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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64
What to audit /
monitor?
Who is responsible?
When?
How?
Reporting to
employees
Reporting to
management
Reporting to other
stakeholder
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65
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 thats 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.
66
Literature Sources
www.toinitiative.org
A Practical Guide to Good Practice: Managing Environmental and Social Issues in the
Accommodations Sector
www.world-tourism.org
www.unep.fr/pc/tourism/sust-tourism/about.htmSustainable tourism
http://destinet.ew.eea.europa.eu/sustainability/fol985662
www.csreurope.org
www.turismdurabil.ro
www.mturism.ro
Global code of ethics in tourism
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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) or

high ROI (>0.25)
no or minor investment cost < 1'000 US$
no special operation cost
moderate payback time (1 to 3 years) or

moderate 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
Social acceptability (by

collaborators)
Image relevance and

stakeholder acceptance
Rating (example)
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
stakeholder acceptance is without doubt
clearly high positive image effect
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Criteria
Organizational viability
Scale
Rating (example)
stakeholder acceptance is quite probable and should be

gained with little efforts(communication)
positive image effect probable
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
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)
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Criteria
Scale
Rating (example)
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
Organizational not realizable, very high time loss, will cause

unsolvable or longterm conflicts, process is too complicated
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CSR Report ROZMARIN1 Forma de Trimis Final

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CSR Report ROZMARIN1 Forma de Trimis Final

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USED

Apostol Simona CSR Consultant

Florea David restaurant supervisor

Alina Ceamur - chambermaid

Marcian Masariu Front office

Corporate Social Responsibility report

CSR Assessment at Rozmarin Hotel

IPA report for Rozmarin Hotel

IPA report for Rozmarin Hotel

IPA report for Rozmarin Hotel

In-plant demonstration project

Synthesis Identification and evaluation of options

Screening of identified options

Already implemented options (date)

Action plan for feasible options

Conclusions and recommendations

Discussion of CSR options

IPA report for Rozmarin Hotel

In-plant demonstration project

IPA report for Hotel Rozmarin

IPA report for Hotel Rozmarin

ADRESS: Romania - Predeal, 505300, B-dul Mihail Saulescu 159

IPA report for Hotel Rozmarin

IPA report for Hotel Rozmarin

IPA report for Hotel Rozmarin

% of temporal % of part time % of disabled

The age distribution is the following

The following minorities are present within the workforce:

IPA report for Hotel Rozmarin

well as investigation of technical and organizational advantages).

Objectives of the visit

Kick-off meeting to present in detail CSR&CP consultants

IPA report for Hotel Rozmarin

Establishing the responsibilities CSR consultants

Stakeholder analysis and service CSR consultants

Implementation of the proposed CSR consultants

Final adjustments on the CSR CSR consultants

The CSR-team at Company.

IPA report for Hotel Rozmarin

Main contact in the CSR team

Selection of IPA focus

Style of supervision used by superiors

Amount of participation given by employees in decision making

IPA report for Hotel Rozmarin

Description of service processes

IPA report for Hotel Rozmarin

Actual provided services

IPA report for Hotel Rozmarin

Table 2 Annual and monthly service provision

Overnight stays of hotel guests

Hot meals served in restaurant

Overnight stays of employees

Hot meals served to

IPA report for Hotel Rozmarin

To coordinate the Very important

IPA report for Hotel Rozmarin

Need for data

IPA report for Hotel Rozmarin

Establishing periodic Very important

IPA report for Hotel Rozmarin

Good relation with Press releases,

IPA report for Hotel Rozmarin

Key performance indicators

IPA report for Hotel Rozmarin