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Responsible Hospitality:
Theory and Practice
Rebecca Hawkins and Paulina Bohdanowicz
Chapter 1: Introduction

Chapter 2: The reasons for doing good

19

Chapter 3: Defining good the principles of responsible business

29

Chapter 4 : Good in the context of hospitality

46

Principle 1: Avoid wasteful use of resources and protect and, where possible,
improve the environment
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Principle 2: Prepare for the (un)expected


Principle 3: Develop products that are responsible and can be operated responsibly

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112

Principle 4: Develop mechanisms to take full account of the views of people


and communities
134
Principle 5: Embed responsible business practices throughout the supply chain

151

Principle 6: Engage employees and customers in actions that support environmental,


economic and social wellbeing

175

Principle 7: Contribute to the development of public policy that promotes


environmental, social and economic wellbeing
205
Principle 8: Define responsible business values and communicate good practice

218

Principle 9: Build trust through transparency

232

Principle 10: Take responsible business to the heart of the company

248

Chapter 5: A Faustian bargain?



Afterword

Glossary of terms

List of acronyms

258
267
275
278

(G)

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Introduction

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1 Introduction
Apparently solid financial institutions have tumbled. So what else that we currently take for granted might be prone to sudden collapse?
Schumacker Lecture, 4 October 2008 delivered by Andrew Simms
The modern world is rife with turbulence and complexity and daunting challenges
lie ahead. In the words of Jonathon Porritt (former chair of the UK Sustainable
Development Commission), the world is facing a perfect storm as the forces of the
financial and energy crises meet with environmental crisis, climate change, massive
population increases and emerging pandemics.1
There is a considerable level of debate about the relative importance of each of
these phenomena and in a few cases about the scientific basis for their existence.
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Most people agree, however, that effective solutions are required to secure a prosperous future for mankind.2 These solutions will deliver radically different modes
of living, consuming, doing business, interacting, distributing wealth and so on in
short, solutions that require a comprehensive revolution on a scale that has not been
seen in modern history.
Some would point to the changes in policy, consumer attitudes and business
practices to claim that such a revolution is already taking place. Others would
point to the ongoing growth in emissions of carbon, the paltry changes consumers
have made to their lifestyles; the growth in the gap between rich and poor; and the
increasing influence of big business to demonstrate that if it is a revolution it has
neither the scale nor the intensity required to safeguard the future of humankind.
In such turbulent times, there is inevitably debate and discord about the steps
necessary to deliver global security. Many consider there to be a need for widespread changes throughout society to prevent a global calamity. The finger of blame
for our current state is often pointed at the global corporations that have seen an
astronomical growth in their wealth and cultural influence in the last thirty years or
so. Over this period many have grown to have balance sheets that exceed the GDP
of small states. Others see these global goliaths as holding one of the most powerful
keys to securing the future of humankind.
While this latter thought may sound radical when said aloud (especially in the
presence of many an environmental campaigner), it is not really such a radical or
1 John Beddington (UK Governments Chief Science Advisor) echoed this sentiment in 2009.
2 Many commentators claim that it is the future of the world that is at stake, but this is untrue.
The aim of most modern environmentalists is not to save the world, but to secure a prosperous future of the human race on the planet.

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Responsible Hospitality: Theory

unprecedented thought that major corporations may be able to lead the path towards
more sustainable patterns of development. Visionaries such as Joseph Rowntree
and the Cadbury family played a key role in improving conditions and mitigating
environmental damage from their respective enterprises in the late 1800s. In modern
times, economists such as Archie Carroll recognise a wide scope of responsibility,
as expressed in his Pyramid of Social Responsibility Model, which comprise of
economic, legal, ethical and discretionary responsibilities, which he terms the four
faces of moral leadership (Carroll, 1991). These are echoed by the World Business
Council For Sustainable Development, which acknowledges we are learning that
the most effective way to address many of the worlds most pressing problems is
to mobilize the corporate [private] sector where both companies and society can
benefit (WRI et al., n.d.).
While many would applaud the sentiment behind this declaration, there are concerns that businesses are perhaps not equipped to achieve the scale of change that
is necessary to avoid the perfect storm described by Jonathon Porritt. Hundreds
of exciting examples exist of businesses doing more with less or practising ecohttp://www.goodfellowpublishers.com/academic-publishing.php?promoCode=&partnerID=&content=story&storyID=240
efficiency. These businesses are typically referred to as good practice case studies.
But these good practice examples all too often hide a rather different reality. And
that is the fact that they produce overwhelming resource savings [but promote]
even larger growth in the production of the wrong products, produced by the wrong
processes, from the wrong materials, in the wrong place, at the wrong scale and
using the wrong business models (Hawken et al., 1999).
The aim of this book is to look at the evolving concepts included under the umbrella
of what has become known as the responsible business movement. Specifically, the
book aims to explore if the concepts of responsible business are being implemented
within the hospitality sector and to assess whether the responses delivered by that
sector thus far are indeed promoting the production of the wrong products, using
the wrong processes, from the wrong materials, in the wrong place, at the wrong
scale and using the wrong business models, or whether they have the potential to
help deliver some of the solutions to global environmental and social challenges!
The focus of the text is to move the debate away from the very practical how
to manuals that have thus far dominated bookshelves on this topic for hospitality
businesses to:
Examine the theoretical context for responsible business in general and responsible hospitality in particular;
Establish the core principles to which any business laying claim to responsible
practices in the hospitality sector should aspire;
Assess the range of actions taken by the sector to implement these principles;

Build a vision of a hospitality sector that is economically successful and operates

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