According to Becken et al.

(2001), it is important to know the fuel type that is used to generate

energy. They found that coal (12%) and LPG (9%), are the major fuel types used to generate
energy, whereas petroleum fuel (3%), natural gas and wood (1%) playa very minor role in
generating energy. However, a study conducted by Dang (2003) and Chan (2005) in Hong Kong
shows that hotels operate on three types of energy (electricity, gas and diesel), which are used by
hotel engineering services to operate its systems and provide hotel guests with suitable services.

Based on this pattern of energy consumption, it is clear that the hotel sector could make a major
positive contribution to the environment by taking some measures to reduce energy consumption
which will, in turn, reduce pollution and resource depletion. Thus while the hotel sector
consumes a big proportion of electricity as compared to other tourism sectors, hotel operators
still have a chance to implement energy saving campaigns and environmental management
systems.

One of the challenges is that in order to achieve measureable energy savings, more sophisticated
use of technology is often required, but not all hotel operators and destination organizations start
with the same foundation of technological understanding and expertise, resources, and other
associated capabilities (Wang, 2008).

Energy conservation: Green hotels implement measures for reduced energy consumption through
operating as much as possible during daylight hours, Using energy saving light bulbs such as
compact efflorescent light bulbs and energy star-efficient heating, ventilation and air
conditioning (HVAC), Investing in new renewable energies will make a difference to the hotel’s
carbon footprint, for example, renewable energy such as sunlight and wind power, Occupancy
sensors are also used in hotels to use energy in occupied rooms only (Mensah, 2006)

2.4.2. Water Conservation

Water is the essential requirement for all life forms. Fresh water consumption is essential for the
health of all living species and necessary for food production (Kirk, 1996). Hotels may have high
water consumption depending on each hotel‘s accommodation capacity, standard and the type of
facilities and services provided (Bohdanowicz, 2005). Globally, there is intense pressure on these
water sources because of the large number of demands on rivers, dams, reservoirs, and lakes in

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the form of household consumption, agriculture, manufacturing, leisure, development of tourism
and other purposes (Kasim, 2007).

Kasim (2007) noted that, luxury hotels in particular consume large amounts of water for leisure
purposes such as swimming pools, spas and golf course irrigation. As reported by Kirk, (1996),
the use of water in a hotel is extensive and it is used in many different ways, such as cold water
for kitchen, laundry, drinking, circulation for air conditioning, hot water for guest bathrooms and
circulation for space heating.

Research findings have indicated some numerical facts on daily water consumption. For
example, in Spain, a tourist consumes 0.88 cubic meters (880 liters) of water per day as
compared to a local Spaniard who consumes an average of 0.25 cubic meters (250 liters) per day
(Kasim, 2007). Similar consumption patterns were seen in Mediterranean regions where 0.40
cubic meters (400 liters) of water are consumed by a tourist in comparison with 0.07 cubic
meters (70litres) per person per day (Kasim, 2007). It has been estimated that the consumption of
water by guests in a hotel per night will depend on several factors like the hotel standard and
facilities that are provided for the guest.

For example, Alexander (2002) found that, in a high standard hotel organization the hotel room
would require 396 gallons (1,499 liters) of water per day, which is enough to support 14 local
people. It is further estimated by Bodanowicz (2005) that the standard consumption pattern of
hotel guests would range between 170 and 360 liters of water use per night. According to
Alexander (2002), water use in hotels will increase to 475 gallons (1798 liters) per day for each
guest room in a luxury hotel by 2010.

Water consumption at high rate and without monitoring or controlling water consumption, leads
to water shortages. Another factor that affects water is not only consumption but also
contamination. The amount of water consumed by hotels is more than the normal household
consumption, thus larger consumption means a larger quantity of contaminated water will be
released in the environment, thus polluting the water bodies and harming the environment (Kirk,
1996; Kasim, 2007). Waste water management is therefore an important activity for hotels to
address in order to minimize environmental impacts. Technology, knowledge and sustainability
programs are needed for organizations to consume water more efficiently and to minimize

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contamination of water supplies. Water conservation is a necessary step taken by hotels to
control and minimize waste.

Effective first steps include necessary modifications such as fitting low-flow shower heads and
replacing toilet flush tanks with ultra-flow toilet tanks and many more such activities. Alexander
(2002) cites an example of a San Antonio based hotel which adopted water conservation
programs and achieved good results in its first month of operation, where an average of 100
gallon (378 liters) of water was used per guest as compared to previous usage of 396 gallons
(1500 liters).

Sustainable management of water: Low-flow fixtures used to conserve water in hotels, Detection
and repair of drips and leaks in guest rooms as well as the use of water-saving devices, such as
diverter valves, Rainwater harvesting is one way hotels can keep their operations waste free, for
example, by using it to flush toilets, Concerns about the careless use of water resources led to the
linen and towel reuse efforts adopted by most of the world’s hotels Water from bathrooms,
washing machines, dish washers and kitchens could be collected and be reused for gardening or
car washing.

2.4.3. Waste management and recycling

The generation of waste by hotels is one of the visible effects that a hotel has on the
environment. The generation of solid waste depends upon the size of the hotel. Kasim (2007)
states that it is not the size of the hotel that makes the difference but also the type of functions
being held at the hotel and any important events taking place at a particular time. Waste created
by hotels not only increases the cost of the industry but it is also important to manage that waste
to help save resources, energy and money.

Kirk (1996) reported that production and service of food operations generate more waste than
other areas of hotel operations. A report on food waste conducted in the UK hospitality industry
in 1980 indicated that 15.5% of edible food was wasted by the hotel and restaurant, compared
with an average of 11.4% of the catering industry as a whole.

According to Alexander (2002), there is a variety of waste produced by a hotel and it consists of
paper, food, various metals, plastics, aluminum and glass. For example, Kasim (2007) estimates
that, hotel waste consists of 46% of food waste, 25.3% of paper, 11.7% of cardboard, 6.7% of

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plastics, 5.6% of glass and 4.5% of metal waste. As Kasim (2007) reported, hotel waste
generation is on a much larger scale as compared to waste generated by households.

Recycling is one way in which hotels are participating in important waste management
programs, Composting at the establishment is encouraged or municipal refuse collection can
merge refuse at the composting depot that processes organic waste for Use in the community
gardens.

For guest rooms, administrative offices and kitchens, hotels can purchase recycled eco-friendly
packaging such as take-out boxes and bags, stationery, toilet tissue and other items made from
previously recycled goods/biodegradable packaging, Hotels should purchase locally-grown food,
Locally-produced food items are fresh, indigenous and representative of the area, which
significantly reduce economic leakages in hotels, thus supporting the local economy as much as
possible, Green purchasing for hotels involves buying biodegradable products such as eating
utensils, cleaning solutions, soaps and shampoos toilet tissue and other items made for guest
houses or hotel environmental programs.

2.4.4. Environmental education/awareness creation

Environmental education/awareness creation is important within the organization as well as
within the community; Green information can be made available to the society using sources
such as TV, radio news programs, newspaper articles, magazine articles and leaflets in libraries,
Conservation training activities should involve participation in local environmental initiatives,
for example, cleaning a beach or park and financially supporting an association for the protection
of the environment.

Invest the time in training employees on the importance of sustaining the environment and share
what the organization is doing to help conserve resources. Solicit additional ideas from
employees for resource conservation.

Develop sustainability policies and procedures to reinforce the efforts. Things like power down
equipment at the end of the day and enable energy savings settings on all computers and
desktops are examples of policies that can support the cause. The challenge to sustain the
environment can be overwhelming, but if each of our organizations, large or small, does its part,
we can all contribute to conserving this great planet that we call home.

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2.5 Environmental Management System
There are numerous reasons why companies should implement an environmental management
system (Umweltbroschüre, 2013). Through the active involvement of the employees, the
identification with the increased environmental corporate goals and the entire company, the
staff is additionally motivated.

The visible implementation of environmental responsibility also leads to an image improvement

in public, as guests usually react positive on environmental friendly behavior. This not only
reduces the environmental risks, but also increases the legal certainty and thus represents an
improvement the position in liability, insurance and credit issues. Umweltbroschüre (2013)
stated that, for the construction of an effective environment management system three important
points should be considered:

1. Formulate environmental policy

The introduction of an energy management system begins with the anchoring of the company's
environmental policy in which the operation documented its environmental responsibility. This
includes the formulation of environmental guiding ethics and principles of action, as well as the
obligation to comply with all relevant environmental legislation.

2. Setting up an environmental program

Starting with an analysis of the current environmental situation of the company and taking
into account all relevant environmental aspects, which result to concrete improvements and are
part of the environmental program. This program contains of objectives and concrete
(organizational and technical) measures as well as appropriate timelines.

3. Organization and responsibility

An environmental management system also provides the capture of the organizational structure,
the main responsibilities as well as procedures of the company. This includes the selection of an
environmental management officer, building an emergency and hazardous substance
management, who creates training plans and documentation of implementation. A special focus
should be placed on raising awareness by training of employees. The success or failure in the

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implementation of an environmental management system depends not only on the company's
management; it is also relevant for the motivation of the workforce.

2.6 The Concept of Social Sustainability

Social sustainability occurs when the formal and informal processes; systems; structures; and
relationships actively support the capacity of current and future generations to create healthy and
livable communities (Mansah, 2006:415).In Socially sustainable business, the local communities
are equitable, diverse, connected, and democratic and they have a good quality of life (Mansah,
2006:415).

Social sustainability is “a process for creating sustainable successful places that promote
wellbeing, by understanding what people need from the places they live and work (Mansah,
2006:415). Social sustainability combines design of the physical realm with design of the social
world – infrastructure to support social and cultural life, social amenities, systems for citizen
engagement, and space for people and places to evolve (Bansal, 2003).

Social life is the least defined and least understood of the different ways of
approaching sustainability and sustainable development. Social sustainability has had
considerably less attention in public dialogue than economic and environmental sustainability
(Bansal, 2003).The concept of "social sustainability" encompasses such topics as: social
equity, livability, health equity, community development, social capital, social support, human
rights, labor, place making, social responsibility, social justice, cultural competence, community
resilience, and human adaptation.

From a business perspective, social sustainability is about understanding the impacts of

corporations on people and society. In the triple bottom line (TBL) model, social sustainability is
the least quantifiable part of sustainability. The TBL framework has been adopted by
organizations to evaluate performance. The three aspects interrelate to determine a corporation’s
performance (Bowen, 1953).

According to the UN Global Compact, social sustainability should be a critical part of any
business because it affects the quality of a business’ relationships with stakeholders. Social
sustainability is a proactive way of managing and identifying business impacts on employees,
workers in the value chain, customers, and local communities.
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Companies that raise the importance of social sustainability recognize the significance of their
relationships with people, communities and society. Social responsibility becomes part of their
core business strategy and they consider how their activities affect people. There is a human cost
to doing business. A socially sustainable business will consider the safety of its workers in a
particular location. It will not allow its workers’ safety to be compromised by forcing them to
work in a building that has been deemed unsafe.

The two most important factors of a business are employees and the community. By acting social
responsible, companies want to be recognized as a fair employer who ensures that all employees
are satisfied and somehow connected to the business they are working for. Furthermore
companies should create experiences which inspire their guests as well as their staff.

With these experiences guests should be attracted and actively perceive the sustainable
development principles of the company. However the organization should select their causes
according to their goals and community (Houdré, 2008).

Therefore companies should focus on different tactics like: developing the employees
wellbeing and their quality of life, additionally the employees skills and capacity should be
developed, therefore they must be involved in community service actions. Besides that a
company should ensure competitiveness in employee compensation and benefits, as these
supports a good work-life-balance. A company should also focus on strengthen diversity and
inclusion as well as feature a safe and healthy work-environment. In order to act social with a
company's community and suppliers, a regular communication and involvement in different
actions with clients is necessary as well. Guests should be informed about companies’ initiatives
and projects, so that they feel concerned regarding sustainable development. Furthermore it is
crucial to share businesses’ actions not only face to face, the media is the most important source
to communicate your activities to a wide range of clients (Houdré, 2008).

2.7 Socially Sustainable Hotel Business Practices

The two most important factors of a business are employees and the community. By acting social
responsible, companies want to be recognized as a fair employer who ensures that all employees
are satisfied and somehow connected to the business they are working for. Furthermore
companies should create experiences which inspire their guests as well as their staff. With these

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experiences guests should be attracted and actively perceive the sustainable development
principles of the company. However the organization should select their causes according to their
goals and community (Houdré, 2008)

Crucial is that everyone from top to bottom must be involved in the course of action the
company is focusing on. It is important that the strategy is fully assembled in the hotel’s culture.
The most successful way to engage all employees, is by showing the success of initial
projects, share aims as well as the vision and mission of the business and inform them about
news. The goal of this tactic is that every member of staff will bring his own ideas and input into
the strategy and fully ‘live’ sustainable development (Houdré, 2008)

Therefore companies should focus on different tactics like: developing the employees
wellbeing and their quality of life, additionally the employees skills and capacity should be
developed, therefore they must be involved in community service actions. Besides that a
company should ensure competitiveness in employee compensation and benefits, as these
supports a good work-life-balance. A company should also focus on strengthen diversity and
inclusion as well as feature a save and healthy work-environment. In order to act social with a
company’s community and suppliers, a regular communication and involvement in different
actions with clients is necessary as well. Guests should be informed about companies’ initiatives
and projects, so that they feel concerned regarding sustainable development.

Furthermore it is crucial to share businesses’ actions not only face to face, the media is the most
important source to communicate your activities to a wide range of clients (Houdré, 2008).
According to Bowen H. (1953), the main social sustainability issues that should be incorporated
with their core business strategies are; Health and safety at work place, working conditions of
employees, Human rights, Community inclusion Socio- cultural preservation, Participation in
social issues.

In addition, Sen A. (2001) gives the following measurements for social sustainability

2.7.1. Quality of life - the community ensures that basic needs are met and fosters a good quality
of life for all members at the individual, group and community level (e.g. health, housing,
education, employment, safety). The hotels expected to provide equitable opportunities and

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outcomes for all its members, particularly the poorest and most vulnerable members of the
community. In addition they have to promote and encourages diversity (Sen, 2001).

2.7.2. Interconnected/Social cohesions - the community provides processes, systems and

structures that promote connectedness within and outside the community at the formal, informal
and institutional level. Participation in community issues as much as possible (Sen, 2001).

2.7.3. Health and safety at work place- Classification under General Industry regulations
requires hotels to comply with a wide range of standards including, providing
appropriate hazardous communication training and personal protective equipment (PPE) to keep
their employees safe while working on the job. Hotels must also comply with OSHA
recordkeeping requirements for recording work related employee injuries (Sen, 2001).

It’s crucial for hoteliers to have robust security measures in place to keep both guests and staff
safe. As well as putting the property at risk from theft, hotels with inadequate security can be
held liable for criminal acts. One illegal act of violence, particularly against a guest, can damage
a hotel’s reputation (Sen, 2001).

As well as installing burglar alarms and CCTV that staff should regularly monitor, hotels should
also have controlled after-hours access. Station security personnel at all of the hotel’s main
entrances and train them to greet guests and turn away anyone who isn’t authorized. A 24-hour
security presence can be just as useful as burglar alarms and CCTV in deterring potential
troublemakers (Sen, 2001).

Always check ID. Whether that’s checking the ID of someone who’s asking for a replacement
room key or checking the credentials of every contractor who walks onto a property, teach staff
to be thorough as it helps to create a secure hotel for everyone. Also, consider implementing
strict signing in and signing out measures for guests of guests.Install fire and smoke alarms to
prevent the spread of fires. Train employees in first aid and what to do in the case of emergencies
(Sen, 2001).

2.7.4. Human rights: Human rights underpin everything we do, from the way staff are
treated,their working conditions, to how guests are treated, in the supply chainand how goods
and services for the hotel are produced, in thecommunities where a hotel is based and in the way

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a hotel or hotel business is run. Many issuesare inter-related, e.g. water is not just an
environmental issue: access to water is a human rightsissue.The community provides democratic
processes and open and accountable governance structures (Sen, 2001).

2.7.5 Diversity: is an essential component of every thriving workplace, especially when it

comes to employee engagement. Actively cultivating a range of employee engagement and
internal communications strategies places diversity at the core of everything you do throughout
the workplace, and demonstrates sustained commitment to employee connection for all (Sen,
2001).

2.8. Sustainability Guidelines in the Hotel Industry

Sustainability guidelines prove to be a strong planning instrument for the hotel industry as it
comprehensively addresses the economic, environmental and socio-cultural impacts. United
Nations and other agents of government have developed sustainability principles and codes of
conduct. Sometimes, these codes of conduct are a precursor for tougher regulation and
sometimes they are supported by regulation in some countries (Bohdanowicz& Hawkins, 2011).
Bohdanowicz& Hawkins (2011) noted that, the international nature of some of the codes of
conduct is more powerful than regulations. Examples of internationals agreements include
Agenda 21 (1992), The Johannesburg Declaration on Sustainable Development (2002). In
Canada, the National Roundtable on the Environment and the Economy (NRTEE) and the TIAC
has developed the codes of conduct for sustainable tourism. The sustainable tourism policy in
Canada is adopted on a voluntary-basis and serves as a guiding instrument for sustainable
planning for the tourism sector.

2.9. Need for Improving Sustainability in the Hotel Industry

The accommodation sector accounts for 21 percent of emissions from the tourism sector (Chiesa
& Gautam, 2009). The contribution of the accommodation sector towards global carbon
emissions is often regarded as insignificant when compared to a manufacturing unit
(Bohdanowicz& Hawkins, 2011; Bohdanowicz, 2006; Graci & Dodds, 2008; Mensah, 2006).
One of the reasons for this is because a hotel property on an individual basis does not have equal
environmental impacts as compared to a manufacturing unit (Céspedes-Lorente, Burgos-Jiménez

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& Álvarez-Gil, 2003). This also explains to some extent why regulation related to emissions
control in the tourism sector is less stringent than in the manufacturing industry.

2.10. State of Sustainability in the Hotel Industry

In the 1990‟s, environmental programs were introduced in the hotel industry and a cohort of
hotels‟ companies introduced environmental programs within the same decade as it was
considered a valuable competitive strategy. While sustainability was still a new idea then, it is
not the case in the current environment. There exists substantial knowledge on the topic of
environmental management in hotels, published through environmental reports, academic
articles, travel magazines, websites and certification schemes. Best practice examples are
recognized by means of environmental awards and media. There is growing exchange of
information among stakeholders through conferences, seminars and workshops (Bohdanowicz,
2006).

From a tourism sector perspective, several efforts are being taken to address inconsistency in
benchmarking industry energy performance. The International Tourism Partnership (ITP) and the
World Travel & Tourism Council (WTTC) seeks to unite the efforts of hotel companies to
measure carbon emissions and communicate carbon metrics using a standardized methodology
based on GHG protocol standards to allow better comparison of energy performance within the
industry. Sustainability reporting standards have also improved through Global Reporting
Initiative (GRI) that incorporates standardized reporting framework for hotel organizations,
which includes social, environmental, economic and governance dimensions. Concrete steps
need to be taken towards sustainability information disclosure, which makes hotel organizations
accountable for their performance (Green Hotelier, 2012).

2.11. Challenges of Sustainable Business Practices in Hotel Industry

Having highlighted the importance of sustainable development, it is also important to understand
that it does need a lot of concentrated effort and, like many things in life; it does have many
challenges ahead of itself. It is also important to note that sustainable development is equally
valid in developing and developed countries, despite them dealing with pearly opposite sides of
the spectrum. Developed countries may be developed but that doesn’t necessarily imply that they

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are sustainable and for these countries, the main goal is to rid their society of issues such as
social inequalities, waste management, and environmental responsibility.

According to Chan‘s study (2008), the three important common barriers are (1) high
implementation and maintenance cost, (2) lack of knowledge, understanding and availability of
professional advice, and (3) lack of resources.

2.11.1. High implementation and maintenance cost

A successful sustainability practice requires time, money and people (Chan, 2008).
Implementation costs identified by Ann Zailani and Wahid (2006) and Chang and Ho (2006)
include training, documentation, process modification, registration fees, registration
maintenance, organizational adoption, legal consequences, and storage of equipment/accessories,
hiring specialist environmental assistance, computer software and new staff recruitment.

Based on the interviews conducted with Spanish hotel managing directors, Ayuso (2007) further
explains that some hotel operators do hire external consultants to help implement and design
sustainability practice and contract with external auditors to certify compliance and this
represents an additional cost for these services.

2.11.2. Lack of professional advice and lack of knowledge and skills

According to Chan (2008), many managers are unaware of sustainable business practice
standards and find it difficult to understand what they are expected to achieve in the initial stages
unless there is professional advice from consultants.

According to Tinsley and Pillai (2006), there is limited knowledge about the standards and
concepts among top management and this leads to a limited level of commitment towards EMS
and ISO standards. There are also some underlying organizational factors that can be barriers to
implementation of environmental and social sustainability practice. These include: management
style, top management commitment and communication, culture of the organization, innovation
and technology. These organizational cultural issues, coupled with lack of knowledge and
availability of professional advice are also significant barriers to the adoption for various hotels.

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2.11.3. Lack of resources
Resources include manpower, time, money and equipment. Implementing sustainable business
practice requires a commitment of resources for development and maintenance. The success of
proper environmental practices will depend on the availability of resources, as hotels must either
invest in additional resources or divert existing resources away from their current use.

A survey conducted with 262 Spanish hotels by Gil, Jimenez and Lorente (2001) found that, the
availability of resources depends on the size of the hotel. Proper implementation and
effectiveness of an EMS is possible with the availability of modern and up to date computer
systems and other measuring tools which would help hotels to measure their performance. There
are more tangible resources that are required, along with financial resources, to carry out the
practices. Resources are thus important criteria for any hotel. Insufficient and outdated resources
are among the barriers to the adoption of business sustainability practice for various hotels.

Apart from the three main barriers highlighted above, Livesey and Kearins (2002) mentioned the
most challenges that hotel managers faced today in the integration of sustainability in to their
core functions.

These are: Lack of efforts at a municipal level, lack of collaboration among different
stakeholders, consumer's lack of awareness (they don't care), unstable consumer purchasing
patterns, inconsistent public policies, supply and customers choice, engaging colleagues and
employees, lack of sustainability consultants, rapid population growth (this may reduce value to
organizations contribution).

2.12. Conceptual Framework of the Study

Conceptual framework is like a process involves mapping out or visualizing the theoretical
threads to form some diagrammatic representation of interrelatedness.

The conceptual framework of this study delineated that, environmental and social perspectives of
sustainable business practices in hotel industry and the challenges that limit its implementation.
The main dimensions of environmental perspectives of sustainable business practices in hotel
industries are energy consumption, water conservation, and waste management, recycling and
creating awareness to safeguard the surrounding environment. While, working conditions of the
employees with in the hotels, health and safety at workplace, human rights protection, socio
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cultural preservation and social philanthropy are the core dimensions of socially sustainable
business practices. There are also some underlying organizational factors that can be barriers to
implementation of environmental and social sustainability practice. These are lack of resource,
lack of knowledge and high cost of implementation.

Figure 2.1: Conceptual framework of the study

Social Perspectives
Environmental Perspectives

 Working conditions
 Energy conservation
 Health & safety at
 Water conservation
work place
 Waste management
 Human rights
 Recycling
 Socio- cultural
 Environmental awareness
preservation
creation
 Social philanthropy

Sustainable Business practices in

Hotel Industry

Challenges of Implementation

 Lack of resource
 Lack of knowledge
 High implementation cost

Source: (Own compilation, 2019)

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 CHAPTER THREE

3. RESEARCH METHODOLOGY

3.1 Introduction
In this chapter, description of the study area and the research methods that were used to conduct
this study are discussed. These are, Research design and approach, target population, sampling
including size and techniques, Data collection methods, instruments used to collect data and data
analysis procedures. In addition to these, the reliability and validity test of the study is also
included. Lastly, ethical consideration related to data collection method is explained.

3.2 Description of the Study Area

Hawassa city was founded in 1959 G.C during the period of Emperor Haile Selassie in the Great
Rift Valley. It located on 274 km south of Addis Ababa via Debre Zeit, 130 km east of Wolaita
Sodo, and 90 km north of Dilla. Its absolute location is 7°3'N and 38°28'E. Its altitude range
1800 meters above sea level. The city is head quarter of Sidama zone administration as well as
the Capital of SNNPR. It is the most beautiful and rapidly growing city in Ethiopia. It is found at
the heart of rift valley enclosed by Lake Hawassa which is an ideal spot for fishing, boating and
bird watching, which attract so many foreign and local tourists to the city. Because of this, there
are different international Hotels and Resorts are found in the city (Kifle, 2017).

Hawassa has become the home of over 56 Nationalities’. All are enjoying their own identity,
tradition, customs and cultures. It also serves as an excellent base to explore the lower Omo
valley of Ethiopia and the city has registered a dramatic growth/investment and
infrastructures, especially in hospitality industry (Hawassa city culture and tourism office
report, 2018). Hawassa is endowed with natural, cultural, and religious attractions, followed by
there are enormous tourists coming to visit the peculiar feature of the city. There is an increasing
worldwide trend for individuals who are travelling for vacations, business and other
purposes to spend in hotel. The strategic locations and the natural attractions enabled the city to
be a home for diversified social entity (Kifle, 2017).

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