Hotels as Critical Hubs for Destination Disaster Resilience: An Analysis of Hotel Corporations’ CSR Activities Supporting Disaster Relief and Resilience
Abstract
:1. Introduction
2. Materials and Methods
2.1. Defining and Measuring Social Value
2.2. Developing a Framework to Assess the Disaster Relief and Resilience Dimension of CSR Management
2.3. Analysis of Corporate Hotel Management Systems
3. Results
3.1. Vision/Policy and Goal Analysis
3.2. Metric Analysis
4. Discussion
5. Conclusions
Author Contributions
Funding
Conflicts of Interest
References
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Level 1: Financial Contributions | Marriott | Hilton | IHG | Average |
Financial donations to DRR | 0.5 | 1 | 0 | 0.5 |
Weighted Average | 0.5 | 1 | 0 | 0.5 |
Level 2: Donated Commercial Products and Services | Marriott | Hilton | IHG | Average |
In-kind contributions to DRR | 0.5 | 0 | 0 | 0.2 |
Weighted Average | 0.5 | 0 | 0 | 0.2 |
Level 3: Deployed Employees for DRR | Marriott | Hilton | IHG | Average |
Volunteering for DRR—skilled | 0 | 0 | 0 | 0 |
Volunteering for DRR—unskilled | 0 | 0 | 0 | 0 |
Weighted Average | 0 | 0 | 0 | 0 |
Level 4: Building Adaptive Capacity | Marriott | Hilton | IHG | Average |
Financial donations | 1 | 1 | 1 | 1 |
Volunteering for building community capital | 1 | 1 | 1 | 1 |
Community member education and skill development | 1 | 1 | 1 | 1 |
Employee skill development | 1 | 1 | 1 | 1 |
Weighted Average | 1 | 1 | 1 | 1 |
Level 5: Integrated, Resilient Systems | Marriott | Hilton | IHG | Average |
Integrated management | 0 | 0 | 0 | 0 |
Weighted Average | 0 | 0 | 0 | 0 |
Maturity Score | 2.5 | 3.0 | 1.0 | 2.2 |
Level 1: Financial Contributions | Marriott | Hilton | IHG | Average |
$ donated to DRR through: cash donations, employee matching programs, fundraisers, and community grants | 1 | 1 | 0 | 0.7 |
# of communities/people impacted by financial contributions | 0 | 0.5 | 0 | 0.2 |
# of customer loyalty points donated | 0.5 | 0 | 0 | 0.2 |
# of employees assisted through financial contributions | 0.5 | 0 | 1 | 0.5 |
# of grants given out | 0.5 | 0 | 1 | 0.5 |
# of fundraiser events held/# of people that attended fundraiser events | 0.5 | 0 | 0 | 0.2 |
Weighted Average | 0.5 | 0.3 | 0.3 | 0.4 |
Level 2: Donated Commercial Products and Services | Marriott | Hilton | IHG | Average |
Economic value of commercial goods and services provided to guests for DRR (discounted room rates and free meals, electricity, water, Wi-Fi, etc.) | 1 | 0.5 | 0 | 0.5 |
# of goods and services/# of people provided with goods and services for DRR (discounted room rates and free meals, electricity, water, Wi-Fi, etc.) | 0 | 0.5 | 0 | 0.2 |
# of employees assisted through donated products and services for DRR | 0 | 0 | 0 | 0 |
# of DRR workers accommodated | 0 | 0 | 0 | 0 |
# of pets accommodated during/after disaster | 0.5 | 0 | 0 | 0.2 |
Economic value of refunds given to visitors | 0 | 0 | 0 | 0 |
% of visitors refunded/rescheduled rooms (1 pt); # of visitors refunded/rescheduled rooms (0.5 pt) | 0 | 0 | 0 | 0 |
Weighted Average | 0.2 | 0.1 | 0 | 0.1 |
Level 3: Deployed Employees for DRR | Marriott | Hilton | IHG | Average |
Economic value of donated employee time for DRR | 1 | 0 | 1 | 0.7 |
# of communities/people benefited by employee volunteering for DRR | 0 | 0.5 | 0 | 0.2 |
% of employees that volunteered (1 pt); # of employees that volunteered for DRR (0.5 pts) | 0.5 | 0 | 0.5 | 0.3 |
# of employee hours spent doing skilled and unskilled volunteering for DRR | 0 | 0 | 0 | 0 |
% of employees trained for skill-based volunteering (1 pt); # of employees trained for skill-based volunteering (0.5 pts) | 1 | 0 | 0 | 0.3 |
Other proxy indicators for volunteering project (e.g., # of homes repaired, # of trees planted, # of sandbags placed) | 0.5 | 0.5 | 0.5 | 0.5 |
Weighted Average | 0.5 | 0.2 | 0.3 | 0.3 |
Level 4: Building Adaptive Capacity | Marriott | Hilton | IHG | Average |
$ donated to community projects building community capital (e.g., building schools, career development, caring for tourism assets—park maintenance) | 1 | 1 | 1 | 1 |
Economic value of donated goods and services | 1 | 0 | 0 | 0.3 |
Economic value of donated employee time building community capital | 1 | 0 | 0 | 0.3 |
Economic value of career development opportunities provided to employees | 0 | 0 | 0 | 0 |
% of employees that volunteered (1 pt); # of employees that volunteered (0.5 pts) | 0.5 | 0 | 0 | 0.2 |
# of hours spent volunteering to build community capital | 1 | 1 | 0 | 0.7 |
# of communities/people benefited by building community capital | 0.5 | 0.5 | 1 | 0.7 |
% of employees engaged in career development programs (1 pt); # of employees engaged in career development programs (0.5 pts) | 0.25 | 0.5 | 0.5 | 0.4 |
Other proxy indicators for community capital projects (e.g., # of trees planted, miles of trails maintained, % increase in student retention) | 0.5 | 0 | 0 | 0.2 |
Weighted Average | 0.6 | 0.3 | 0.3 | 0.4 |
Level 5: Integrated, Resilient Systems | Marriott | Hilton | IHG | Average |
Economic value of social value created through DRR activities and activities that build adaptive capacity | 0 | 0 | 0 | 0 |
SROI of DRR activities and activities that build adaptive capacity | 0 | 0 | 0 | 0 |
Corporate equity score | 1 | 0 | 0 | 0.3 |
# of partnerships with NGO’s/non-profits | 0.5 | 0.5 | 0.5 | 0.5 |
Weighted Average | 0.4 | 0.1 | 0.1 | 0.2 |
Maturity Score | 2.2 | 1.0 | 1.1 | 1.4 |
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Dobie, S.; Schneider, J.; Kesgin, M.; Lagiewski, R. Hotels as Critical Hubs for Destination Disaster Resilience: An Analysis of Hotel Corporations’ CSR Activities Supporting Disaster Relief and Resilience. Infrastructures 2018, 3, 46. https://doi.org/10.3390/infrastructures3040046
Dobie S, Schneider J, Kesgin M, Lagiewski R. Hotels as Critical Hubs for Destination Disaster Resilience: An Analysis of Hotel Corporations’ CSR Activities Supporting Disaster Relief and Resilience. Infrastructures. 2018; 3(4):46. https://doi.org/10.3390/infrastructures3040046
Chicago/Turabian StyleDobie, Sarah, Jennifer Schneider, Muhammet Kesgin, and Rick Lagiewski. 2018. "Hotels as Critical Hubs for Destination Disaster Resilience: An Analysis of Hotel Corporations’ CSR Activities Supporting Disaster Relief and Resilience" Infrastructures 3, no. 4: 46. https://doi.org/10.3390/infrastructures3040046
APA StyleDobie, S., Schneider, J., Kesgin, M., & Lagiewski, R. (2018). Hotels as Critical Hubs for Destination Disaster Resilience: An Analysis of Hotel Corporations’ CSR Activities Supporting Disaster Relief and Resilience. Infrastructures, 3(4), 46. https://doi.org/10.3390/infrastructures3040046