Project Plan: Stakeholder Charter for Shipwrights Arms Hotel Reopening

The assignment presents a stakeholder charter developed for the Shipwrights Arms Hotel project, which aims to reopen and refurbish the iconic hotel. The charter emphasizes the importance of communication and engagement with various stakeholders, including employees, residents, competitors, the media, clients, and shareholders. The management plans to ensure open communication channels and documented agreements. The hotel commits to adhering to human rights regulations, as outlined by the UN Global Compact principles, focusing on respecting human rights in hiring, supplier selection, and employee relations. The project also focuses on eliminating forced labor, discrimination, environmental protection, and ethical business practices, including anti-corruption measures. The charter is designed to promote harmonious interactions and ensure the hotel's long-term success and expansion, using the redevelopment model as a foundation for future ventures.

Stakeholder Charter
The hotel will have to deal with different stakeholders in the course of its operations. The
stakeholders involve both the internal and external stakeholders. In one or the other, the various
stakeholders contribute to the success of the hotel; hence, the management should ensure that
their interests are met (Scholtz and Saayman 2018). The main stakeholders of the business will
include the employees, residents, competitors, the media, clients, and shareholders of the hotel.
To ensure harmony when dealing with these different stakeholders, the first thing that the
management will focus on is communication. The charter provides that the interaction between
the business and the various stakeholders will be open and the channels that will be used will be
those that are easy for both parties to use (Scholtz and Saayman 2018). The information will also
be documented for future purposes, especially in cases where the management comes to certain
agreements with the different stakeholders. Communication with the employees will be vital as it
will help ensure that they are fully aware of their duties in the organization (Reynolds 2013). In
the case of the residents, they need reassurance that the hotel will observe different community
rules in its operations. At the same time, local businesses need to be assured that the hotel will
work closely with them to ensure their growth. The residents will also receive assurance that the
hotel will consider them in the different opportunities that will arise in the course of its
operations.
In dealing with the employees, the hotel intends to adhere to the human rights
regulations. This is by the UN Global Impact principles. The hotel will work towards ensuring
that it upholds the duty of respecting human rights when hiring its employees and selecting the
suppliers. Globally there has been an issue of companies being complicit in human rights abuses
indirectly by working together with companies that do not respect human rights (Waligo, Clarke

and Hawkins 2013). The hotel will be keen on ensuring that all suppliers are carefully vetted to
ensure that only those that respect human rights are selected.
The hotel industry is known for its inhuman labor actions in some parts of the world.
Employees are often overworked without extra pay or even the opportunity for collective
bargaining. Shipwrights Arms will be keen on ensuring that the employees’ rights of association
and collective bargaining are respected. Other principles that will guide the hotel’s interactions
with the stakeholders include: eliminating all forms of forced and compulsory labor; elimination
of discrimination; approach operations with precaution as pertains environmental protection; take
part in actions that promote greater environmental responsibility; and work with stakeholders
who are against all forms of corruption including bribery and extortion (“UN Global Compact”
2011). These principles are aimed at ensuring that the business interacts with the stakeholders in
the fairest and harmonious manner as possible.

Reference List
Reynolds, P., 2013. Hotel companies and corporate environmentalism. Tourism & Management
Studies, 9(1), pp.7-12.
Scholtz, M. and Saayman, M., 2018. Diving into the consequences of stakeholders
unheard. European Journal of Tourism Research, 20, pp.105-124.
UN Global Compact. 2011. The ten principles. Електронне джерело]: Режим доступу: URL:
http://www. Unglobal-compact. Org/AboutTheGC/TheTen Principles/index. Html.
Waligo, V.M., Clarke, J. and Hawkins, R., 2013. Implementing sustainable tourism: A multi-
stakeholder involvement management framework. Tourism Management, 36, pp.342-353.