Current Scenario of CSR in the hotel industry of Bangladesh

Abstract
In last few decades Corporate Social Responsibility (CSR) has got a high attention from the
stand point of the business strategies. While highlighting the CSR activities within the hospitality
industry, the topic itself is a concern for a few reasons, as it is considered that tourism itself poses
different negative impacts on the host community and destination. Thus, the issue demands for
strategies to preserve the environment as well as the relevant stakeholders of the local
community. Besides, companies should ensure transparency while executing & promoting social
responsibilities to acknowledge the demands from the stand point of the stakeholders.
The aim of this study is to investigate & comparison whether the hotel industry of Bangladesh is
sincere regarding the CSR on the basis on hotel industry of UK. Firstly, the study tried to define
the CSR and prepared a conceptual framework of the study to show the range of the study. Next
the study looks into different attributes of CSR and compares the presence of those attributes
between Bangladesh and UK and investigating differences among CSR strategies. This
investigation also helped us to reveal which attributes of CSR are applied at each hotel properties
of Bangladesh. Moreover, the study tried to explore differences between the strategies; the
reasons for these were assessed critically. Moreover, a focus was put on the management
processes governing the implementation and controlling of chain-wide strategies at the
properties, to provide insight into the operational processes of hospitality industry of Bangladesh.

To the hospitality industry the term CSR is an issue to be concerned about due to the raising
awareness in favor of sustainable tourism development. While reviewing the definition of CSR,
the study found different views to define CSR, though the elements remained almost same as
sustainability. Both terms find a mutual ground under the triple bottom line framework (3Ps -
people, planet and profit).
The study found that, though CSR has become a demand of this era within the hospitality
industry, CSR policies are rare to be found in practice. Most of the hotels are actually ignoring
the potential competitive advantages that can be attained via implementation of CSR practice in
not only just monetary terms but also in terms of intangible benefits.

1
Current Scenario of CSR in the hotel industry of Bangladesh

Introduction
Tourism now has become a significant contributor to the global economy at large. According to
World Travel & Tourism Council, 2013, tourism now contributes about 9% of the global GDP
and has become one of the fastest growing industries around the world. Due to the global
concern for the socio-economic influence of the tourism industry, this subject has become a
matter of great concern. A number of the negative influence of the growing tourism includes -
wastage of natural resources, ecological loss, higher pollution rate, insufficient waste
management, sexual and economical exploitation etc. (Lund-Durlacher, 2013). Practicing CSR
gives an opportunity for the firms to become more responsible one by conducting operations in
such a way that will mitigate these negative effects.
Specially, over the last couple of decades, the issue regarding CSR has become a burning issue
(e.g. El Dief & Font, 2010; Font et al., 2012; de Grosbois, 2012), with a philosophy that business
is not just responsible for mere legal assent and offering fiscal returns, it goes exceeding that. As
a service industry based on the attraction toward the destination, success in tourism & hospitality
industry holds a responsibility to preserve the destination (Bader, 2005; El Dief & Font, 2010;
Lund-Durlacher, 2013).Therefore, the UNEP and UNWTO (2005), have defined sustainable
tourism as "tourism that takes full account of its current and future economic, social and
environmental impacts, addressing the needs of visitors, the industry, the environment and host
communities". That indicates that highlighting the present success is not enough for tourism &
hospitality businesses, it must focus on the future along with the relevant stakeholders. Usually,
tourism & hospitality business is related to a number of stakeholders, which cannot be ignored
while establishing a CSR strategy. The stakeholders include - personnel, guests, investors, host
community, government, NGOs, and media (Lund-Durlacher, 2013). Fusing all of these
stakeholders, macroeconomic aspects, as well as different elements of the term sustainability, and
precisely CSR is not a job to be done that easily.
The fusion of these different stakeholders is a complex task which is often reflected in different
past research in the field of CSR & sustainable tourism development (e.g. Andereck, 2009;
Bohdanowicz & Zientara, 2008; Font et al., 2012; Giraldo et al., 2006; Suarez- Serrano, 2009;
Tepelus, 2010; de Grosbois, 2012). It has been found that there are different consumer
perceptions regarding different policies of CSR, particularly in tourism & hospitality industry.
Even a substantial influence of CSR practice has been taken note over the application of different
certificate programs and their reliability, communal development, employee satisfaction and
ecological environment.
However, this crucial but not yet a complete study has been conducted for the sustainable
development in the tourism industry of Bangladesh and especially the hospitality industry and
how hotels manage and practice their CSR activities to their relevant stakeholders. Although
there is a variance regarding the CSR strategies and their implication in the hospitality industry,
especially regarding what elements of CSR is actually being carried out at the hotels (Font et al.,
2012). The study aims at revealing more perspicacity into the control and implementation
process of corporate strategies within the hotel industry and critically evaluate the causes of the

2
Current Scenario of CSR in the hotel industry of Bangladesh

gap between CSR philosophy and their practice (disclosure-performance gap) recognized by
Font et al. (2012) and de Grosbois (2012).

A review of the research literature

To establish a basic ground for the readers to understand the concept of CSR and define a
conceptual framework of the study, it is essential to make a brief about the CSR, its origin, what
does it mean today and what is CSR from the tourism & hospitality perspective. Though CSR
got the limelight only over the concluding couple of decades among the stakeholders (El Dief &
Font, 2010; Font, et al., 2012; de Grosbois, 2012), the concept of CSR is not a recent issue to talk
about.
The issue emerged in the early eighteenth century when the thoughts of the greater corporate
responsibility came in front. Katsoulakos et al., 2004, mentioned that Cadbury and
Johnson&Johnson were one of the pioneers to realize the benefits of doing business with social
responsibility. In 1953, H.R. Bowen confessed that each businessman should conduct business
in a manner that benefits society at large (Tepelus, 2010). Nonetheless, till the early 1960s,
companies were not concerned about societal and environmental impacts (de Grosbois, 2012).
Later on Friedman (1970) presented an even more primitive theory in his article, namely The
Social Responsibility of Business is to Increase its Profits. As the title passes, he made his point
from the company's perception of making the profit and limited duties to increase the monetary
value of the shareholders. Nonetheless, H.R. Bowens philosophy had a heavy influence on the
consumers, that later fostered the development of a social contract, which suggested that
"firms' activities are permitted as long as they are for the wider benefit of society (Beauchamp
& Bowie, 1993; Goodpaster & Matthews, 1982; cited in Mitchell, 2006). But yet, the
philosophy was a lack of clarity about what society saw as valuable. Consequently, later on,
during the 1990s a number of concepts emerged regarding the sustainability, with a view to
defining the social benefits that should be considered (Katsoulakos et al., 2004; Tepelus, 2010).
In 1991, Carroll introduced one of the most popular theories regarding the different aspects of
CSR, which split up the CSR responsibilities into economic, legal, ethical and philanthropic
responsibilities. In this theory, economic responsibilities were recognized as the basic and core
responsibilities and other responsibilities were based on economic obligations. The theory
focused on the fact that being a successful business is the core objective of any business and
necessary for conducting business operations that extend beyond simply making a profit.
Moreover, in that respect are several terms derived from the CSR to describe it, like corporate
citizenship, corporate sustainability, corporate responsibility or responsible business
(Bohdanowicz, Zientara, & Novotna, 2011). Along with these diverse definitions and terms,
CSR gained a widespread scope of linking economic, societal and environmental performance of
a company and its voluntary characteristics (Bohdanowicz & Zientara, 2008; Font et al., 2012;
Tepelus, 2010; WBCSD, 1999). Font et al. (2012) argue that this accord is also reflected in the
most widely adopted CSR is reporting standard, the Global Reporting Initiative (GRI), which is
based on the above mentioned three dimensions of CSR. An argument put forward by Font et al.
(2012) acknowledged that such diverse terms have significant influence over the more widely

3
Current Scenario of CSR in the hotel industry of Bangladesh

used CSR reporting standard, the Global Reporting Initiative (GRI), that is based on the above
discussed three dimensions of CSR. Connecting these dots, de Grosbois (2012) points out the
World Business Council for Sustainable Developments (WBSCD) definition of CSR, which
specifies that, CSR is the continuing commitment by business to behave ethically and contribute
to economic development while improving the quality of life of the workforce and their families
equally well as the local community and society at large (WBCSD, 1999). But the peak should
be remembered that CSR is not just about establishing these mentioned three pillars into their
operations, it also involves developing an entire business strategy that fuses CSR with it (Coles
et al., 2013). To make this study a fruitful one, the term CSR is viewed as an open-ended
development in business including the dimensions presented.
Sticking with the study is focused on the hospitality industry in specific, the environmental
impacts of hotels on their serving environment are of sole interest. In general, regarding the
tourism & hospitality industry, El Dief & Font (2010) mentioned that development of hospitality
industry can affect a sizable decay of the environment in a destination. Whereby showing an
importance over environmental conservation policies for the hospitality industry at large.
Similarly, Bader (2005), supported in his study that hotels are not destinations as such, but that
tourists are normally looking for an establishment that is close to what they wish to encounter."
Therefore, the hospitality industry has to put an emphasizing concern for the preservation and
upkeep on the destination they are situated in. Furthermore, El Dief & Font (2010) argue that
hotels are exceptionally suitable for practicing CSR strategies as they have the opportunity to
reduce the social costs while improving the customer experience. To be more specific,
minimizing the water and energy utilization, as well as managing waste will be challenging due
to their usually above average consumption of resources and production of wastes. Such
challenges are really making the industry an ideal candidate for implementing sustainable efforts
through CSR (Bohdanowicz, 2005).
As referred earlier, the term CSR is broadly used to define the social, economic and
environmental (e.g. Bohdanowicz & Zientara, 2008; Font et al., 2012; Tepelus, 2010; WBSCD,
1999) attempts of a company. Lately, it has been commented that the tourism industry has been
rapidly embracing CSR manners to guide the overall business strategy. Such change in the
tourism industry has been speculated due to the economic & the environmental importance for
this particular sector (Budeanu, 2005). Considering such development in the industry, de
Grosbois (2012) mentioned that the tourism industry, while potentially bringing economic and
social benefits to destinations can also have huge negative economic, social and environmental
impacts. Though such concern for the destination is not something new, the public awareness
and concern for societal and environmental impacts is growing (El Dief & Font, 2010; Font et
al., 2012; George & Frey, 2010; de Grosbois, 2012; Kang et al., 2010), further accenting the
importance of a permanent and effective CSR strategy to adopt.
Furthermore, if CSR efforts are applied properly, the benefits will go to the guests as well as the
hotel itself. As Bader (2005) suggested, the financial implications of sustainable business
practices are very tangible, as costs are reduced, profits rise, asset value increases and long-term
success is ensured. In addition, the source of profitability, the environment, is also preserved;

4
Current Scenario of CSR in the hotel industry of Bangladesh

these are resolutions that any knowledgeable hotelier would covet. As Kang, Lee, & Huh (2010)
found out, CSR activities seem to have a positive impact on the perceived value of hotels.
However, it was also investigated that there was no substantial impact on the profitability of the
businesses (Kang, Lee, & Huh, 2010). This could be due to the fact that the measurement of
CSR and its effects is very difficult, as it is hard to assign in- or decreases in profit to a particular
policy or activity. For example, selling fair trade products could be the reason for guests to book
a hotel, as well as a nice view and perfect position could be, without the guest even thinking
about the fair trade products offered. Some authors have thus focused on consumers perceptions
in relation to CSR practices (e.g. Andereck, 2009; Becker-Olsen, Cudmore, & Hill, 2006; Kim,
Kang, & Mattila, 2012).

Research Objectives
The aim of the study is to investigate the current scenario of corporate social responsibility on
the hospitality industry of Bangladesh. There are some other objectives such as
1. To evaluate the hospitality industry in terms of responsible business.
2. To recommend strategies to adopt CSR policies in business strategy at whole.

Research methodology
The study seeks to determine the current scenario of corporate social responsibility on the
hospitality industry of Bangladesh. The study applied a conceptual model of investigation, the
historical background of hotel industry in Bangladesh and UK are consider as primary data
where corporate social responsibility are highly implication. Secondary data are collected from
various sources of websites. The analysis is based on quantitative because of shortage of data.
As an applied research, the study aims at solving existing problems within the hospitality
industry to make them more concerned about the concept of "Corporate Social Responsibility.

CSR Challenges in the Hotel Industry

The hospitality industry is a multibillion-dollar industry serving millions of people globally and
is expected to grow significantly over the next decade. The International Hotel & Restaurant
Association (IH&RA) estimates that the hospitality industry employs 60 million people and
contributes US$950 billion to the global economy every year. An industry of this size has
considerable impact on social, economic and environmental conditions around the world, and
enterprises in this sector have the potential to contribute substantially to sustainable
development. In the past few years, the interest of many stakeholders in the social,
environmental and ethical performance of the hospitality industry has increased
(PricewaterhouseCoopers, 2006). Customers, employees and investors as well as the media,
governments and NGOs have increasingly started paying attention to issues of sustainability and
put greater pressure on the hospitality industry to address such matters. The hospitality industry
has responded with a wide array of voluntary initiatives to show its dedication to sustainable
development. Certification and benchmarking programs have been developed to illustrate
commitment to improving environmental performance and more recently also social

5
Current Scenario of CSR in the hotel industry of Bangladesh

performance. Although hotel chains have been addressing environmental concerns for years, the
labor issues that affect the hospitality industry have only recently come to light (Dodds & Joppe,
2005). These include fair wages, womens rights, skills requirements, ability to join trade unions
and collective bargaining. Although the hotel industry is taking steps towards stepping up their
corporate social responsibility efforts, the sector still lags behind other industries. A study
conducted by the financial consultants PricewaterhouseCoopers (PWC) in 2006 tested 14 of
Europes leading hotel groups against 11 key components of CSR. The study sought to examine
the relevance of CSR to the business activities of the hotel groups and the expectations of their
stakeholders and to evaluate their performance with regard to CSR. The study revealed that while
most of the 14 hotel groups had some corporate responsibility and environmental policies, few
had examined the relationship between these activities and their business strategies. An overview
of the two areas of corporate social responsibility that are examined in this paper is presented
below. While labor and environmental issues are important areas of CSR for hotels to address,
they are by no means the only ones.

Labor Issues
In 2004, the International Society of Hospitality Consultants (ISHC) published a report with a
forecast of the 10 most critical issues facing the hotel industry in 2005 (ISHC, 2005). Managing
human resources ranked as number two and was denoted an area of growing importance. As the
hotel industry is recovering from the aftermath of the terror attacks on September 11, 2001, they
are faced with the problem of hiring more people to meet the increased demand at a time when
the labor pool is decreasing. The ISHC highlights the need for the industry to work with unions
as allies and devote more time and money to recruitment and training. The importance of training
was also mentioned in the Initiative for improving Corporate Social Responsibility in the
hospitality sector signed by EFFAT and Hotrec, the European social partners for the hospitality
industry, in 2004 (Hotrec, 2006). In the initiative they identify vocational and continuous training
as an area where firms should go beyond the legal requirements and they particularly emphasize
the need for training and life-long learning among younger workers in the industry. The right of
younger workers is stressed perhaps due to the high degree to which the hospitality industry
relies on them compared with other industries. In 2001, on average 26.4 percent of the European
hospitality workforce was between 25 and 34 years of age and an additional 22.7 percent was
younger than 25 (EUROSTAT, 2003). In both the United Kingdom and Sweden, the people in
age bracket 15- 34 years make up more than 50 percent of the hospitality workforce. Workers in
the hospitality industry also tend to leave at an earlier age than in other industries, either to take
employment in other industries or to exit the workforce completely via disability pension or
unemployment benefits (Baum, Amoah & Spivack, 1997; Mykletun et al., 2000 in Furunes &
Mykletun 2005). Employment in the hotel industry is usually characterized by low-wage
positions with little opportunity for advancement. A majority of employees are hired at minimum
wages set by 15 local governments, while managers in higher-paid positions are typically
imported from the home countries of the large international hotel chains, allowing them to reap
most of the financial benefits (Dodds & Joppe, 2005).

6
Current Scenario of CSR in the hotel industry of Bangladesh

Environmental Issues
While managing environmental issues can be a good way for hotels to prove commitment to
environmental protection, an additional motivation appears to be cost savings. A full-service
hotel typically spends between 4 and 6 percent of its revenue on energy, and a luxury hotel can
spend as much as 10 percent or more (National Grid, 2004). By adopting energy-efficient
programs that conserve water and energy, and by reducing waste production, hotels can save a
significant amount of money. Every year the hotel industry consumes over US$1 billion worth of
energy (WWF & IBLF, 2005). Energy prices increased in 2005, and are forecast to increase even
more by the end of 2006 (ISCH, 2005). Reducing energy consumption and the associated costs
without compromising the service given to guests and the quality of their stay is one of the most
challenging issues faced by the hotel industry (ISHC, 2005). In order to achieve reductions in
energy consumption, a hotel must have a system in place for monitoring energy consumption and
targeting improvements. Waste management is another important area for hotels to address.
Hotels generate a large amount of waste in the form of aluminium, plastics, glass, steel,
cardboard and food, much of which can be recycled. A hotel can lessen its impact on the
environment by reducing the amount of waste it sends to landfills and simultaneously reduce
energy consumption for the transportation and processing of this waste.

Ethical Issues
Ethics means differentiation of moral values between right and wrong. Important is Ethical
values should be acceptable in large number of peoples. Without these moral values people will
not accept the brand. More important company has to change his policy according the
destination. For example: an aspect which is right in US, could not be right in Europe and vice
-versa, so to naturalize this effect company should take care of ethical aspect of moral values so
that company policy, mission and values should be acceptable to mass and must be flexible in
nature. These moral values decide the future of any company and its long term growth.

Difference CSR perspectives

Visser (2006) has focused following four rationales for adopting CSR in developing countries as
distinct from CSR in the developed world. Visser (2007) explained this idea as many of the CSR
issues in developing countries like Bangladesh present themselves as dilemmas or tradeoffs, for
example, development versus environment, job creation versus higher labour standards, and
strategic philanthropy versus political governance. Further, he added, the issues being prioritized
under the CSR banner are often different in developing countries, for example, tackling
HIV/AIDS, improving working conditions, provision of basic services, supply chain integrity,
and poverty alleviation.

Perspectives UK Bangladesh
Economic Have established economies Have dynamic changing
which good for the profit economies and therefore the profit

7
Current Scenario of CSR in the hotel industry of Bangladesh

making growth markets available making growth markets available

and others new business for the business activities.
activities.
Social Have a excellent social activities Many social crises and
which can overcome any social environmental disasters have been
crisis and environmental recently experienced.
disasters.
Social and Where globalization, economic Where globalization, economic
environmental growth, investment, and business growth, investment, and business
impacts (both activity are likely to have activity are likely to have the most
positive and impressive social and dramatic social and environmental
negative) environmental impacts. impacts.
Challenges and Have a unique set of CSR agenda Faced different types of
opportunities and challenges which challenges and threats which
quite different from others. implied on developed countries
like UK.

Building on prior research, Welford (2005) reported a significant relationship between CSR
and economic development of a country. He stated that the CSR polices are based on
localized issues and cultural traditions of the nation. Consistent with these findings, Visser
(2007) pointed out that the difference in the focus of CSR mainly comes from the internal and
external drivers in developing countries.

CSR Indicators
Based on the critical issues faced by the hospitality industry stated by the International Society of
Hospitality Consultants (ISHC), and on the important aspects of CSR addressed in the
international guidelines for CSR, indicators for the following six aspects of CSR were chosen for

8
Current Scenario of CSR in the hotel industry of Bangladesh

the present study. In the section that follows the relevance of the indicator as stated by the
international guidelines is outlined

Waste Production
The GRI Guidelines include indicators on waste production (EN22). The motivation for
including such an indicator is that it can indicate the level of efficiency and productivity, as well
as the level of progress made by an organization toward waste reduction. The OECD Guidelines
for Multinational Enterprises do not include any specific requirements concerning waste but
advise companies to develop products that are efficient in their consumption of natural resources
(section V, article 6b). Efficient use of natural resources will most likely reduce the amount of
natural resources needed, as well as the amount of waste discarded.

Water Consumption
The environmental impact of an organizations water use can better be estimated and understood
if the organization measures its water consumption. The GRI Guidelines include an indicator for
water and describe its relevance in pointing to an organizations vulnerability to increases in the
costs of water as well as to disruptions in water supplies. There are regions of the world where
water supplies are scarce and high consumption of water in these regions by organizations can
have detrimental impacts on stakeholder relations (Global Reporting Initiative, 2006). Measuring
water consumption is therefore an important component of CSR for both environmental and
social reasons.

Energy Use
Conserving energy is central to the environmental component of CSR. Therefore, energy use is a
relevant indicator for CSR as such measurements allow organizations to identify new
opportunities to reduce their use (Veleva and Ellenbecker, 2000) and thereby reduce their
environmental impact while saving money. The OECD Guidelines for Multinational Enterprises
(section V, article 6b) urge companies to seek to improve their environmental performance by
encouraging Development of products or services that are efficient in their consumption of
energy and natural resources To assess whether an organization is efficient in its use of energy an
indicator for energy use can be used. The GRI includes such an indicator in its guidelines not
only to evaluate the environmental impact of an organization, but also to predict the potential
impact of fluctuations in energy supplies and prices, and of emerging environmental regulations
such as the Kyoto Protocol on the organization (Global Reporting Initiative, 2006).

Equal Employment Opportunity

Indicators of diversity in the workforce are relevant indicators for CSR as they offer insight into
the human capital of an organization (Global Reporting Initiative, 2006). By comparing diversity
in the organization as a whole with diversity in higher positions, information on equal
opportunity can be obtained. In the present study, only diversity in higher positions will be
analyzed. Mentioning of equal employment opportunity can be found in all of the previously
mentioned international guidelines. Article 2(d) of the ILO Declaration on Fundamental

9
Current Scenario of CSR in the hotel industry of Bangladesh

Principles and Rights at Work (1998) declares that members have an obligation to eliminate
discrimination in respect of employment. This article served as the basis for principle 6 of the
United Nations Global Compact which similarly states that Businesses should uphold the
elimination of discrimination in respect of employment and occupation The OECD Guidelines
for Multinational Enterprises (Revision 2000, Employment and Industrial Relations Section)
advice enterprises to Not discriminate against their employees with respect to employment or
occupation on such grounds as race, color, sex, religion, political opinion, national extraction or
social origin, unless selectivity concerning employee characteristics further established
governmental policies which specifically promote greater equality of employment opportunity or
relates to the inherent requirement of a job.

Employee Training
An indicator of employee training is a relevant indicator for CSR as it provides information on
the organizations commitment to maintaining and improving human capital (Global Reporting
Initiative, 2006). In addition to contributing to employee satisfaction, skill enhancement can
improve productivity of the workforce. Skill enhancement can also influence areas of social
performance such as fostering of equal employment opportunities in the organization. The
OECD Guidelines for Multinational Enterprises (section IV, article 5) declare that enterprises
should In their operations, to the greatest extent practicable, employ local personnel and provide
training with a view to improving skill levels, in cooperation with employee representatives and,
where appropriate, relevant governmental authorities The ILO Convention 142 (1975) concerns
vocational training in the development of human resources. The first article of the convention
states that Each member shall adopt and develop comprehensive and coordinated policies and
programs of vocational guidance and vocational training, closely linked with employment, in
particular through public employment services.

Employee Organization
Freedom of association is a human right at the core of the International Labour Organizations
declarations and constitutions (ILO website, 2006). The ILO Conventions 87 and 98, which
emphasize the right of workers to organize, were ratified as early as 1948 and 1949, respectively.
On its website, the Global Reporting Initiative refers to collective bargaining as a form of
stakeholder engagement that helps contribute to responsible management and a stable society.
Collective bargaining is described as an instrument that facilitates collaborative efforts to
enhance the positive social impacts of an organization. Principle 3 of the United Nations Global
Compact was derived from article 2(a) of the ILO Declaration on Fundamental Principles and
Rights at Work (1998) and declares that Businesses should uphold the freedom of association and
the effective recognition of the right to collective bargaining The OECD Guidelines for
Multinational Enterprises also clearly stress the obligation of businesses to respect the right of
workers to organize in trade unions. In section IV, which deals with employment and industrial
relations, enterprises are directed to Respect the right of their employees to be represented by
trade unions and other bona fide representatives of employees, and engage in constructive

10
Current Scenario of CSR in the hotel industry of Bangladesh

negotiation, either individually or through employers associations, with such representatives

with a view to reaching agreements on employment conditions.

11
Current Scenario of CSR in the hotel industry of Bangladesh
Findings & Analysis
After the theoretical and conceptual concept, current scenario and comparison between two
countries Bangladesh and UK are given below on different perspective.
Particulars UK
Waste On the basis of popularity hotels of UK
production has less waste production than
Bangladesh because they create
alternative way of wastage. But they
are still trying to reduce the waste
production.
Employee Due to shortage of data the CSR
organization strategies displayed to the customers
are assumed that it will be positive
based on customer participation in
CSR activities. Customer complaint
support system is also high in UK with
various benefits and amenities for
disabled, allergic customers are
provided successfully.
Energy use UK is far better than Bangladesh when
it comes to the health and security
aspects and in the mutual co-operation
and understanding too. But paper usage
is the same as Bangladesh where they
are also trying to reduce the usage of
paper.
Equal On the basis of UK hotel industry they
employment have equal employment opportunities
opportunity which used broadly. They provide
various facility and management
recommend that equal employment
opportunity is highly productive than
unequal.
Employee UK is far better than Bangladesh. They
training provide all the high things and facilities
to their employees. Training, Salary,
12
Bangladesh
Compare to UK hotels, there is no
such way of reducing waste
production. But recently they work on
reducing the waste production.
There is a mixture of results when it
comes to the customer satisfaction
aspects in Bangladesh. CSR strategies
are displayed to the guests and
amenities for disable and allergic
customers are high in terms. But the
different results come when
customers participation in CSR
Program and Customer complaint
support system is on the terms. There
is a fifty-fifty situation in both the
aspects.
In the environmental aspects the
hotels of Bangladesh are trying to
reduce the usage of papers and
healthy working environment are
present in the hotel sectors where
there is no health and safety issues.
Compare with UK, BD is far behind
this particular term also. In BD hotel
industry, management are evaluating
the particular term for high
productive of employee. So they still
are working on these terms.
In the hotel sectors of Bangladesh the
opportunity to continue training and
capacity building program is high.
Current Scenario of CSR in the hotel industry of Bangladesh

Rewards are provided in due time and
also with a satisfactory result.
Maternity and sick leave are also
provided effectively. The working
conditions are safe, healthy and
hygiene factors are higher than
Bangladesh.
Water There is also a positive result in all the
consumptio aspects of management in UK. But UK
n have more sincerity in the reuse of
waste water, they prefer hygiene factor
and safety factor more than
Bangladesh.
But there is no sufficient data for
employee motivation because of hotel
industry of BD far behind than UK.
There is a positive result in all the
aspects of management in Bangladesh
which included HR policies, Energy,
Waste, Water management, reuse of
waste water and Installation of reduce
water consumption.

Conclusion and recommendation

Conclusion
In today scenario Corporate Social Responsibility is an important aspect for hospitality
industry, all over world hospitality industry is growing at very fast pace to keep this momentum
in a control form all big hotels chains property is looking forward to accept CSR in the benefit of
natural resource, host community, employees, culture on a vast level. CSR in not a burden on
hospitality industry because it focus on utilization of resources in such a manner so that effect on
environment, society can be minimized. To maximize the reach of CSR involvement of local
host in form of job, social and cultural form will create a positive image of the industry.
Adoption of latest technology on all level will reduce the power consumption that will reduce
operating cost and increase the revenue of hotel over the period of time.

Recommendation
On the basis on current scenario of hotel industry of Bangladesh ,here some
recommendation which are following:

All hotels have to provide CSR in effective way.

Have to establish human resource and theirs rights policies much more effectively
Need to reduce wastage of natural resources and energy.
Need to reduce water consumption more effective way.
There needs to established equal employment opportunity more.
There need to established health and safety for both guest and employee.
Need more concentrate on CSR activities.

13
Current Scenario of CSR in the hotel industry of Bangladesh

Bibliography

1) Accor SA. (2013). Sustainable Development. Retrieved April 28, 2013, from
http://www.accor.com/en/sustainable-development.html

2) Andereck, K. (2009). Tourist's Perception of Environmentally Responsible Innovations at

Tourism Business. Journal of Sustainable Tourism, Vol. 17, no.4, pp. 489-499.

3) Bader, E. (2005). Sustainable hotel business practices. Journal of Retail & Leisure Property
Vol. 5 No. 1, pp. 70-77.

4) Becker-Olsen, K. L., Cudmore, B. A., & Hill, R. P. (2006). The impact of perceived corporate
social responsibility. Journal of Business Research 59, pp. 46-53.

5) Bobbin, J. (2012). Introduction to Responsible Tourism Reporting - The Development of a

Transparent Verifiable Reporting System Suitable for Small to Medium Sized Enterprises to
Monitor their Responsible Tourism Good Practices.International Centre for Responsible
Tourism, Occassional Paper OP 23.

6) Bohdanowicz, P. (2005). European hoteliers environmental attitudes: Greening the business.

Cornell Hotel and Restaurant Administration Quarterly 46, pp. 188- 204.

7) Bohdanowicz, P., & Zientara, P. (2008). Hotel Companies' Contribution to Improving the
Quality of Life of Local Communities and the Well-Being of their Employees. Tourism and
Hospitality Research, Vol. 9, 2, pp. 147-158.

8) Bohdanowicz, P., Zientara, P., & Novotna, E. (2011). International hotel chains and
environmental protection: an analysis of Hilton's we care! programme (Europe 2006-2008).
Journal of Sustainable Tourism Vol. 19, No. 7, pp. 797-816.

9) Budeanu, A. (2005). Impacts and responsibilities for sustainable tourism: A tour operator's
perspective. Journal of Cleaner Production 13(2), pp. 89-97.

10) Business Dictionary. (2012). BusinessDictionary.com. Retrieved December

26, 2012, from "Corporate Social Responsibility":
http://www.businessdictionary.com/definition/corporate-social-
responsibility.html
11) Cambridge University Press. (2012). Cambridge Dictionaries Online.
Retrieved December 26, 2012, from "Corporate Social Responsibility":
http://dictionary.cambridge.org/dictionary/business-english/corporate-
social-responsibility
12) Caritas Betreuungszentrum Gruft. (2013). Gruft. Retrieved May 2, 2013,
from http://www2.gruft.at/ueber-uns/die-gruft/
13) Carroll, A. (1991). The pyramid of corporate social responsibility: toward
the moral management of organizational stakeholders. Business Horizons,
34 (4), pp. 39-48.

14
Current Scenario of CSR in the hotel industry of Bangladesh

14) Coles, T., Fenclova, E., & Dinan, C. (2013). Tourism and corporate social
responsibility: A critical review and research agenda. Tourism
Management Perspectives 6, pp. 122-141.
15) de Grosbois, D. (2012). Corporate Social Responsibility Reporting by the
Global Hotel Industry: Commitment, Initiatives and Performance.
International Journal of Hospitality Management 31, pp. 896-905.
16) El Dief, M., & Font, X. (2010, March). The determinants of hotels'
marketing managers' green marketing behaviour. Journal of Sustainable
Tourism, Vol. 18, No.2, pp. 157-174.
17) European Commission. (2013, 02 04). Sustainable and Responsible
Business. Retrieved February 05, 2013, from Corporate Social
Responsibility: http://ec.europa.eu/enterprise/policies/sustainable-
business/corporate- social-responsibility/index_en.htm
18) Font, X., Walmsley, A., Cogotti, S., McCombes, L., & Husler, N. (2012).
Corporate Social Responsibility: The Disclosure-Performance Gap. Tourism
Management (33), pp. 1544-1553.
19) Friedman, M. (1970). The Social Responsibility of Business is to Increase
its Profits.
20) The New York Times Magazine.
21) George, R., & Frey, N. (2010). Creating Change in Responsible Tourism
Management through Social Marketing. South African Journal of Business
Management 41(1), pp. 11-23.
22) Giraldo, A., Koschwitz, G., Chmiel, C., & Fuchs, H. (2006). Corporate Social
Responsibility (CSR) - A Global Responsibility of the Tourism Industry.
Retrieved February 12, 2013, from http://www.kate-
stuttgart.org/zmskate/content/e825/e1463/e4598/e4603/CSR-
Broschre_ENGLISCH_ger.pdf
23) Global Reporting Initiative (GRI). (2011). Sustainability Reporting
Guidelines, Version
24) 3.1. Retrieved April 15, 2013, from
https://www.globalreporting.org/resourcelibrary/G3.1-Sustainability-
Reporting-Guidelines.pdf
25) Hilton Worldwide. (2012). Travel with Purpose - Corporate Responsibility
Report Executive Summary. Retrieved April 28, 2013, from
http://www.hiltonworldwide.com/assets/pdfs/HWW_%20CorporateRespon
sibilityReportExecutiveSummary.pdf
26) InterContinental Hotels Group. (2012). Corportate Responsibility Report.
Retrieved October 23, 2012, from http://www.ihgplc.com/index.asp?
pageid=718
27) InterContinental Hotels Group. (2012). Human Trafficking Position
Statement.
28) Retrieved April 26, 2013, from
http://www.ihgplc.com/files/pdf/ITP_Human_Trafficking_Position_Stateme
nt.pdf
29) InterContinental Hotels Group. (2013). Corporate Responsibility Report.
Retrieved February 5, 2013, from http://www.ihgplc.com/index.asp?
pageid=718

15
Current Scenario of CSR in the hotel industry of Bangladesh

30) Kang, K. H., Lee, S., & Huh, C. (2010). Impacts of positive and negative
corporate social responsibility activities on company performance in the
hospitality industry. International Journal of Hospitality Management 29,
pp. 72-82.

16