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1. Strategic Advantage: CSR is no longer just a moral obligation; it’s a strategic asset.

In hospitality, where businesses are deeply connected to service, community, and
culture, CSR practices can:
• improve brand positioning

• differentiate offerings

• strengthen stakeholder relationships

Hotels and restaurants that actively engage in CSR are more resilient, more innovative, and

more appealing to customers and investors alike.

2. Trust Building: After global crises (e.g. COVID-19, economic shocks), consumer trust must
be rebuilt. CSR plays a critical role in demonstrating transparency, ethics, and accountability.

Modern travellers increasingly choose businesses that reflect their own values — such as
inclusion, environmental responsibility, or social impact.

3. Long-term Vision: To be effective, CSR can’t be limited to charity campaigns or one-time
actions. It must be part of a strategic, long-term vision that:

• supports inclusive economic growth
• strengthens social cohesion

• aligns with global development goals (e.g. UN SDGs)

In short, CSR is good business — today and for the future.

Suggestions

Questions:

“Which of these three areas — strategy, trust, or vision — is most developed in your company?

Which one is lagging behind?”

“How can your organisation move from ad hoc CSR efforts to a long-term, embedded CSR

strategy?”

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Project Number 2023-1-IT01-KA220-VET-000152721