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Diversity, equity and inclusion.

A successful future relies on an inclusive and diverse workforce and guest experience.

Elevating the importance of DEI and ensuring it is woven into the core of the industry is vital for the future of travel and our workforce.

As we rebuild the travel industry following the COVID-19 pandemic, it is essential for our future growth and success to support programs that increase diversity and upward mobility throughout and across all sectors of the industry.

Travel jobs have historically been uniquely diverse, welcoming and accessible to all Americans. The travel industry employs a younger and more diverse workforce than many other sectors and has a greater share of Hispanics, African Americans and multi-ethnic individuals than the rest of the economy. This presents an incredible opportunity to ensure the values of diversity, equity and inclusion are woven through the fabric of all that we do as an industry.

We live in one of the most diverse countries on earth. U.S. Travel believes our industry should champion and celebrate that and that our workforce should be representative of our diverse populace. – Tori Barnes, EVP of Public Affairs and Policy, U.S. Travel Association

DEI is a core priority of the U.S. Travel Association, which is committed to having a central role in affecting lasting change and supporting the development of industrywide DEI plans. Over the past year, U.S. Travel has convened industry leaders to discuss lessons in race and diversity, surfacing important conversations and perspectives around inclusion and equality within the travel industry—and world, at large.

WEBINARS: INITIATING CRITICAL CONVERSATIONS

Lessons in Race and Racism
Lessons in Race and Racism: Continued

Tourism Diversity Matters

U.S. Travel and Tourism Diversity Matters launched a new strategic partnership that will strengthen the association’s focus and support of the industry on issues related to DEI and provide greater access to Tourism Diversity Matters’ subject matter expertise, research and resources. Especially important as we rebuild our workforce, this partnership will help to foster greater diversity across all facets of the industry, including leadership positions.

Founded in 2021 to address blind spots in ethnic disparities within the travel industry, Tourism Diversity Matters provides industry leaders with resources to develop more effective DEI strategies to engage, recruit and retain a diverse workforce.

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U.S. Travel

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Research, News and Commentary on Diversity, Equity and Inclusion

THE ITINERARY Hispanic Heritage Month: Lisha Duarte

THE ITINERARY The Future of Travel is Inclusive: Celebrating Disability Pride Month

WEBINARS Creating a More Inclusive Travel Experience

Pride Spotlight: John Tanzella

During Pride Month, we're highlighting members of the LGBTQ+ community who have shown great leadership in our industry. IGLTA President and CEO John Tanzella shared how we can all take action to protect and advance equality.

Pride Month Spotlight: David Jefferys

During Pride Month, we're highlighting members of the LGBTQ+ community who have shown great leadership in our industry. LGBT Meeting Professionals Association (LGBT MPA) Founder and Executive Director David Jefferys shared how he celebrates Pride.

Pride Month Spotlight: Roxanne Weijer and Maartje Hensen

During Pride Month, we're highlighting members of the LGBTQ+ community who have shown great leadership in our industry. Once Upon A Journey founders Roxanne Weijer and Maartje Hensen shared what destinations can do better to support and care for LGBTQ+ travelers.

Pride Month Spotlight: Suzanne Baugh and Colleen Wogan

CEO Suzanne Baugh and General Manager Colleen Wogan provide a variety of clients with exceptional service to execute events that optimize participant experiences and event value—including Atlanta Pride. Together, they shared the biggest challenges facing the LGBTQ+ community and what the travel industry can do better to champion inclusivity.

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The Travel Industry’s Reckoning With Race and Inclusion

Tourists, particularly Black travelers, are paying close attention to how destinations and travel service providers approach diversity and equity after a year of social justice protests.

By Tariro Mzezewa

Between the Covid-19 pandemic, which brought tourism to a near-complete halt for months on end, and last summer’s protests for social justice, the past year has been one of reckoning for the travel industry on issues of race and inclusivity.

In the wake of George Floyd’s killing, everybody from hotel operators to luggage makers declared themselves allies of the protesters. At a time when few people were traveling, Instagram posts and pledges to diversify were easy to make. But now, as travel once again picks up, the question of how much travel has really changed has taken on new urgency.

“From the very emergence of the Covid pandemic and especially in the wake of uprisings last summer, there’s a question about place,” said Paul Farber, the director of Monument Lab , a Pennsylvania-based public art and history studio that works with cities and states that want to examine, remove or add historic monuments. “What is the relationship of people and places? Where are sites of belonging? Where are sites where historic injustices may be physically or socially marked?”

Monument Lab is one of several organizations, groups and individuals trying to change the way travelers of all colors understand America’s racially fraught history. Urging people to engage with history beyond museums and presentations from preservation societies is one approach.

In turn, many travelers are paying close attention to whether companies are following through with their promises from last year. Black travelers, in particular, are doubling down on supporting Black-owned businesses. A survey released earlier this year by the consulting firm MMGY Global found that Black travelers, particularly those in the United States, Canada, Britain and Ireland, are keenly interested in how destinations and travel service providers approach diversity and have indicated that it has an influence on their travel decision-making.

At Monument Lab, questions about belonging, inclusion and how history memorializes different people were coming up frequently over the past year, Dr. Farber said, particularly from travelers looking to learn about Confederate and other monuments while road tripping.

In response, Monument Lab, which examines the meaning of monuments, created an activity guide called Field Trip , which allows people to pause on their trips to learn about specific monuments. On a worksheet, participants are prompted to question who created the monuments, why they were made and what they represent.

In creating Field Trip, it became clear to Dr. Farber that there is a strong interest from travelers to learn about Black history. This sentiment is echoed by tour operators who offer Civil Rights and other social-justice-oriented tours like those focusing on the contributions of Black Americans, women and figures in the L.G.B.T.Q. community.

“There are a lot of white people who for the first time have had a conversation about racial justice and maybe even heard the words ‘systemic racism’ for the first time,” said Rebecca Fisher, founder of Beyond the Bell Tours , a Philadelphia-based operator of social-justice-oriented tours that highlight marginalized communities, people and histories. “People heard the new words and now they want to learn. That doesn’t mean that it is backed up with results, but I am seeing a trend in interest.”

On a tour with Beyond the Bell guests might, for example, participants hear about Philadelphia’s President’s House, but they’ll also hear about Ona Judge , an enslaved woman who escaped from George Washington’s home, and about the former president’s efforts to recapture her. One of the company’s most popular tours focuses on gay history in the city.

Seeking Black-owned travel businesses

Black travelers, in particular, are increasingly looking for ways to show their support for Black-owned travel businesses.

Even as the family road trip has made a comeback in the wake of the coronavirus, that sort of trip hasn’t been a source of unfettered freedom for generations of Black motorists because of Jim Crow laws enforcing racial segregation in America. And now, after a year in which protests of the police killings of Black people amplified the perils of skin color, Black travelers are seeking out Black travel agents, Black hoteliers and Black-owned short-term rentals in addition to organizing in groups dedicated to Black travelers.

In fact, according to the international survey of nearly 4,000 Black leisure travelers by MMGY Global, 54 percent of American respondents said they were more likely to visit a destination if they saw Black representation in travel advertising. In Britain and Ireland, 42 percent echoed that sentiment, and in Canada that number was 40 percent.

“Another highly influential factor in the decision-making process is whether the destination is perceived as safe for Black travelers,” the survey noted. “Seventy-one percent of U.S. and Canadian respondents felt safety was extremely or very influential to their decision.”

In Facebook groups, Clubhouse chat rooms and across other social media platforms, Black travelers regularly ask one another for recommendations about where to travel, particularly about where others have been where they felt safe and welcome. While these questions are often about foreign destinations, in a year when Americans could largely only travel within the United States, inquiries increasingly arose about where travelers felt safe within the country.

“I was just curious on some good and safe locations for a first time solo traveler here in the States,” one woman posted in a group specifically for Black women travelers in June.

“Where’s a good ‘safe’ place to travel in the States?” asked another woman who was planning a 35th birthday trip with her sister.

This type of community gathering, though now online, isn’t new. For decades, African American travelers have looked to one another for guidance on where to travel. The most referenced form was Victor Hugo Green’s Green Book , a guide for Black travelers that was published annually from 1936 to 1966.

Last summer, facing an onslaught of messaging from travel companies saying that they supported the Black Lives Matter movement and would be committing to diversifying their ranks and finding other ways to be more inclusive, Kristin Braswell, the owner of CrushGlobal , a company that works with locals around the world to plan trips, decided to make the inclusion of Black businesses central to her work.

As a Black woman with a passion for travel, she started making travel guides that focused on supporting Black businesses. Each guide, whether it be to national parks, beach towns or wine country, provides information on businesses owned by Black people as well as guidance about diversity in the area and more.

“These road trips and initiatives that speak to people of color in general are important because we’ve been left out of travel narratives,” Ms. Braswell said. “If you’re going to be creating experiences where people are going out into the world, all people should be included in those experiences.”

Ms. Braswell added that the bulk of her business comes from Black travelers. These travelers, she said, are looking for Black travel advisers who have the knowledge of places where they are welcomed and can help them plan their trips. Over the past year travelers across racial backgrounds have been increasingly asking for tours and experiences that include Black-owned businesses, she said.

Across the country, as people protested against police brutality, travelers demanded to see more travelers who looked like them in advertising; they spoke out against tourism boards that hadn’t been inclusive in the past and formed organizations like the Black Travel Alliance , calling for more Black travel influencers, writers and photographers to be employed.

The Alliance and others have been pushing for more Black travelers to be visible and included in the industry and in spaces of leisure travel.

Going beyond museums

At the same time, tour providers like Free Egunfemi Bangura, the founder of Untold RVA , a Richmond-based organization, are offering tours that center on the contributions of Black people. In a city such as Richmond, which was once a capital of the Confederacy, she said that means seeing the value of working outside the established system of preservation societies and museums that are typically run by white leadership.

To Ms. Bangura and other activists, artists and tour operators, museums and traditional preservation societies are part of the culture of exclusion that has historically left Black people out and continues to present versions of history that focus on white narratives. Ms. Bangura’s tours take place on the streets of the city as a better way to understand the local history.

At a time when state legislatures are pushing for and passing laws that limit what and how much students learn about the contributions of Black and other marginalized people to the country, Ms. Bangura and others said, tours that show their contributions are even more important.

“There is a way to take these experiences out of the hands of the traditional preservation community, so you don’t have to go into the walls of a museum,” Ms. Bangura said, adding that another reason institutions like museums aren’t optimal is because some people aren’t keen to visit them. “But think of how often it is that after you come outside of a Black-owned coffee shop, you’re actually able to hear about some of the Black people in that neighborhood or people that fought for Black freedom.”

Additionally, although the tourism industry took a hit last year, outdoor activities continued to draw visitors, making outdoor tours like Ms. Bangura’s and Ms. Fisher’s of Beyond the Bell popular. Ms. Bangura said the style of her offerings makes them accessible for all travelers, especially those without access to smartphones for scanning QR codes or those unable to take part in headphone-aided tours.

Among the several kinds of tours and experiences Ms. Bangura has created is Black Monument Avenue, a three-block interactive experience in Richmond’s majority-Black Highland Park neighborhood. Visitors can drive through and call a designated phone line with unique access codes to hear songs, poems and messages about each installation. Every August, she runs Gabriel Week , honoring Gabriel Prosser, an enslaved man who led a rebellion in the Richmond area in 1800.

“I call him brother General Gabriel,” Ms. Bangura said, adding that in her work, she encourages “people to decolonize their history by making sure that history is being told from the language of the oppressed, not the language of the oppressor.”

Walking tours, for those who go on them, also provide a visceral sense of history that differs from the experience of a museum. Even as the National Museum of African American History and Culture has attracted record numbers of visitors to Washington, D.C., tours like Ms. Bangura’s can provide a more local perspective and show visitors exactly where something significant happened.

“We can find community in walking together, we can find community in exploring a neighborhood together, and we can find a sense of where we are, we can find a sense of where folks have been and we can find common ground,” said Kalela Williams, the founder of Black History Maven , a Philadelphia company that primarily offers walking tours of the city that focus on Black history.

“It’s important to see where things were, how things were working in relation to one another,” she said. “You can see the proximity of folks’ houses and schools and churches. You can imagine how folks would have walked around and navigated and visited each other in a way that you might not in a museum.”

THE WORLD IS REOPENING. LET’S GO, SAFELY. Follow New York Times Travel on Instagram , Twitter and Facebook . And sign up for our Travel Dispatch newsletter : Each week you’ll receive tips on traveling smarter, stories on hot destinations and access to photos from all over the world.

Tariro Mzezewa is a travel reporter at The New York Times. More about Tariro Mzezewa

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Why diversity, equity, and inclusion matters to the Center for Responsible Travel

Written by Kelsey Frenkiel , CREST Program Manager

We are on a mission to improve our policies and practices to create a more diverse, equitable, and inclusive space for our staff and partners.

We know that responsible tourism cannot be sustained when it is designed by a homogeneous group of people because they cannot speak to all the ways that tourism benefits or harms diverse communities.

Diversity, Equity, and Inclusion (DEI) is a key component of tourism sustainability. In this post, we’ll provide an update on our work as it relates to DEI, including an explanation of why it is important to the travel sector, and how we are defining it.

We call upon all tourism organizations, businesses, governments, and individuals to assess their own policies and practices.

What does Diversity, Equity, and Inclusion mean?

We use the following definitions in our discussions around DEI:

Diversity : The understanding of individual differences along the dimensions of race, ethnicity, gender, sexual orientation, socioeconomic status, geographic background, life experiences, age, physical abilities, cognitive abilities, health, physical characteristics, body composition, religious beliefs, political beliefs, or other perspectives and ideologies.

It is the exploration of these differences in a safe, positive, and nurturing environment.

Diversity is a reality created by individuals and groups from a broad spectrum of demographic and philosophical differences.

Equity: Fairness and equality in outcomes, not just in resources and opportunity. We recognize that each person needs something different to succeed and; to reach their own purpose, values, and goals.

Inclusion : The achievement of a work environment in which all individuals are treated fairly and respectfully, have equitable access to opportunities and resources, and can contribute fully to the organization’s success.

Diversity, Equity, and Inclusion in Travel & Tourism

We believe that sustainability cannot exist without diversity, equity, inclusion, and justice. True sustainability balances the triple bottom line of people, planet, and profit.

Black, indigenous, and people of color make up a huge portion of the hospitality workforce in the US. For many US indigenous communities, tourism is a major source of revenue. Marginalized communities that are disproportionately affected by rising sea levels and flooding are at the mercy of millions of tourists driving, flying, and cruising to their destinations every year.

The Black Travel Alliance’s recent #PullUpForTravel study confirmed that black travel content creators are under-represented in the travel industry and “there is, for the most part, lip service paid to diversity and inclusion.” The majority of tourism policymakers, planners, and managers do not have those voices at their theoretical tables.

CREST is a founding member of the Future of Tourism Coalition . Our guiding principles emphasize “seeing the whole picture,” “collaboration,” bringing equitable tourism benefits to destination communities, reducing tourism’s social burden, and protecting the sense of place. In this way, diversity, equity, inclusion, and justice in sustainable travel and tourism are a “must have,” not a “nice to have.”

There is evidence for the return on investment more broadly: according to McKinsey & Company , “companies in the top quartile for workforce diversity are 33 percent more likely to financially outperform their less diverse counterparts.” Tourism businesses, governments, DMOs, nonprofits, and others must be willing to make an investment in these principles in order to do their jobs well.

What CREST is doing to become more diverse, equitable, and inclusive

Why dei is important to crest.

Our vision is to transform the way the world travels. Travel impacts everyone, and so it must be designed and managed in a way that is equitable and brings all voices to the table. We have developed a DEI Vision Statement to guide our work in this area:

The CREST staff diligently working to improve our organization and ourselves through a diverse, equitable, and inclusive lens. We acknowledge our imperfections but strive to make intentional improvements each day. We seek to create a more equitable future for destinations and communities through sustainable tourism solutions by challenging marginalization in tourism development, bringing a diverse spectrum of voices to the forefront of our initiatives, and fostering equitable access to opportunities and resources to the best of our ability.

Who we’re working with

CREST is working with Papilia , a woman-owned company that offers customized diversity, equity, and inclusion, communication, leadership, talent management, cultural learning, coaching services, and wellness solutions for travel organizations and individuals in the travel industry.

What steps has CREST taken so far?

So far we have taken the following actions:

Conducting a DEI audit to understand how to improve our internal and external practices
Holding unconscious bias and emotional intelligence training sessions
Reviewing and revising our staff and internship recruitment process
Reviewing our website to ensure it is accessible for people with different abilities
Conducting an audit of our conference speakers in order to establish a system that encourages the amplification of different voices
Conducting a DEI staff survey to serve as a baseline to measure progress and to create annual DEI metrics/accountability measures
Examining how to ensure underserved and marginalized identities are represented through our programmatic portfolio.

What will this mean moving forward?

Our next steps are:

Developing baseline DEI metrics and accountability measures
Developing a DEI policy
Integrating DEI into our five-year strategic work plan
Diversifying the composition of our board members
Expanding our stakeholder mapping process with each project
Updating our Academic Affiliate and Experts Network recruitment and onboarding process
Developing a communications strategy that informs and generates conversation about topics critical to advancing sustainability and DEI in the travel industry.

You can find more information on CREST’s evolving DEI commitments and actions on our DEI page .

We call upon all tourism organizations, businesses, governments, and individuals to assess their own policies and practices. We invite you to reach out to Program Manager Kelsey Frenkiel if you are interested in learning more about our journey or have questions, comments, or feedback to share.

WTTC releases major new guidelines for Inclusion and Diversity to aid global Travel & Tourism businesses

Research shows inclusive and diverse workplaces promote good business and greater profitability Inclusion is key to raising awareness and building tolerance, and ultimately to eradicating discrimination and celebrating diversity

London, UK: The World Travel & Tourism Council (WTTC) has launched its new high-level guidelines for inclusion and diversity in the Travel & Tourism sector, which have been compiled to support businesses of all sizes and provide an inclusive work environment for all employees.

Research has shown that supporting a diverse and inclusive workplace companies experience benefits such as greater profitability, increased creativity and innovation, and a happier workforce.

The ‘Inclusion & Diversity Guidelines’ were compiled from insights and frameworks developed by private sector leaders in Travel & Tourism including Hilton, Airbnb, Accessible Travel Solutions and JTB Corp, leading DMOs, such as IC Bellagio and Greater Fort Lauderdale Convention & Visitors Bureau, and industry organisations, including Travel Unity, a non-profit organisation focused on increasing diversity in the world of travel, along with major associations from other key sectors.

The guidelines are divided into four pillars:

Developing a Supportive System
Creating Safe Spaces
Supporting an Agile System
Exemplifying Inclusion & Diversity

Examples of the guidelines include:

Having a clear, transparent, and bias-free framework that determines how staff are remunerated and how increases are calculated.
Integrating diversity and inclusion goals within regional and department objectives.
Incorporating diversity and inclusion into organisational values and in all aspects of the business. Celebrate commitment to diversity and inclusion, provide frameworks to guide behaviour/champion fairness, reward successful demonstration of diversity and inclusion values, and create accountability, among others.
Providing a safe space for employees to share their feedback, over time, on the organisation and their experience of it.
Creating an environment that facilitates difficult but respectful conversation about diversity and inclusion.
Ensuring that decisions made about a certain demographic have members of that demographic in the room, wherever possible, empowering these individuals to share honest feedback and experiences
Having inclusive marketing, media and communication standards to dignify representation of all people, elevate authentic voice, avoid cultural appropriation and recognise dynamic diversity and intersectionality.
Engaging regularly, where possible, with industry bodies and local governments to share visitor feedback on diversity and inclusion, thus enabling the destination to enhance customer experiences in the future.
Collaborating with pertinent groups and communities around products that relate to local indigenous cultures.

Gloria Guevara, President & CEO, WTTC said: “WTTC is proud to release these important high-level guidelines, which will help Travel & Tourism businesses of all kinds, foster more diverse and inclusive workplaces.

“The Travel & Tourism sector is one of the most diverse in the world, employing people from all socio-economic backgrounds regardless of age, gender or ethnicity, with almost 50% of whom are women and up to 30% youths.

“Furthermore, throughout its very nature, the sector promotes cultural exchange and understanding, therefore it makes perfect sense for the sector to reflect these values within the workplace as well. We look forward to seeing these guidelines make real change within the workforce.”

Chris Nassetta, WTTC Chair, President and CEO, Hilton said: “Part of what makes our industry so special is our incredible diversity – our teams come from all walks of life, and they are serving travelers from every corner of the globe. It’s critical that we create a truly inclusive home away from home for our team members and guests, respecting their differences and fostering the unique experiences they bring to every interaction. At Hilton, we’ve made strong commitments in this area and are proud to support WTTC’s Inclusion & Diversity Guidelines.”

Stacy Ritter, President and CEO, Visit Lauderdale said: “Inclusion means that all individuals feel respected, accepted and valued, which is the step that leads to awareness, which in turn leads to greater acceptance, and is ultimately the way to ending discrimination.

“We embrace this philosophy in Greater Fort Lauderdale every day and congratulate WTTC on launching inclusion and diversity guidelines to bring this issue to the forefront of all tourism organizations.”

Hiromi Tagawa, WTTC Vice Chair and Executive Advisor, JTB Corp said: “We have been making efforts to empower each individual's diversity as an essential core value of management in order to enhance the evolution of the JTB Group and link the activities of individual employees to business growth since 2006. This WTTC report contains many of the ideas regarding inclusion and diversity that the JTB Group has been promoting.

“I am very pleased that these ideas are being shared with our global tourism industry and business partners through WTTC’s initiative.”

Andrea Grisdale, CEO - Sole Founder, IC Bellagio said: “Travel epitomises diversity and inclusion, it is through travel that we can learn from our differences and create a greater understanding of humanity in all its facets. To me, only with continuous learning and understanding can we be truly compassionate.”

John Sage, CEO and Founder, Accessible Travel Solutions said: “Inclusive policies and inclusive travel products are essential to support sustainability and social impact. Accessible Travel Solutions is proud to work with WTTC to make travel more inclusive for people with disabilities.”

According to WTTC’s 2020 Economic Impact Report , during 2019, Travel & Tourism supported one in 10 jobs (330 million total), made a 10.3% contribution to global GDP, and generated one in four of all new jobs.

To read the Inclusion & Diversity Guidelines in full, please click here .

New WTTC report provides framework for achieving Destination Stewardship

WTTC release key guidelines for Travel & Tourism businesses to advance the prevention of illegal wildlife trade

WTTC and Harvard T.H. Chan School of Public Health release insight papers to help drive Sustainability in Travel & Tourism

To read this content please select one of the options below:

Please note you do not have access to teaching notes, diversity in tourism: a perspective article.

Tourism Review

ISSN : 1660-5373

Article publication date: 7 January 2020

Issue publication date: 20 February 2020

This paper aims to consider growing calls for diversity and inclusion in tourism scholarship, practices and operations. It briefly overviews evolution in the thinking on diversity in tourism and considers issues arising for the future.

Design/methodology/approach

Drawing on theories of intersectionality and decolonial thinking, this paper offers a review of the evolution of thinking on diversity in tourism.

Diversity is essential to the future of tourism to build more just, equitable and sustainable futures.

Research limitations/implications

The tourism academy and the tourism industry must engage in all forms of diversity to respond to a rapidly changing world. Engagement with diversity also allows for innovative and creative thinking that will be essential for a just and sustainable future.

Originality/value

This paper addresses an under-studied development in tourism: transitions to diversity. It reviews concepts emerging in tourism scholarship, including intersectionality and decolonial thinking. These are essential tools for understanding diversity in tourism and developing just and sustainable futures.

Intersectionality
Empowerment
Decolonial thinking

Higgins Desbiolles, F. (2020), "Diversity in tourism: a perspective article", Tourism Review , Vol. 75 No. 1, pp. 29-32. https://doi.org/10.1108/TR-06-2019-0226

Emerald Publishing Limited

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DEI Standards

Travel Unity has curated two sets of DEI Standards:

For Organizations (See below)
For Special Events & Sports ( Click Here )

DEI Standards for Organizations

In 2020, Travel Unity assembled over 100 individuals and organizations from inside and outside the travel industry to collaboratively create living standards for diversity, equity, and inclusion (DEI) in the world of travel and tourism.

These standards are meant to engage the travel industry in an ongoing dialogue and encourage the sharing of best practices in DEI.

In 2023/2024, we undertook our standards revisions process, following best practice for review every 3-5 years. We have updated our initial DEI Standards for Organizations to incorporate learnings from the last several years and ensure they remain relevant and impactful in an evolving landscape. The current version reflects valuable feedback from stakeholders and integrates best practices for applied DEI in the travel and tourism industry.

In all cases, local law supersedes any of the below criteria. Those seeking certification to demonstrate alignment with these standards can clarify their specific legal restraints as needed.

Looking for just an overview of the Standards?

Please review the intro deck .

Pillar A: Leadership & Workforce

A.1. organizational commitment, a.1.a. the organization has a well-defined, publicly available mission statement..

i) The organization’s mission statement defines the organization's work in relation to the people it serves.

ii) The organization’s mission statement is readily accessible, including in the organization's online presence.

A.1.b. The organization has a public-facing DEI commitment.

i) The organization’s DEI commitment directly relates to the organization’s mission.

ii) The organization’s DEI commitment considers a diverse range of identities and abilities.

iii) The organization’s DEI commitment statement is readily accessible, including in the organization's online presence.

A.1.c. The organization includes DEI in its internal operations.

i) The organization regularly includes DEI-related topics in staff meetings and other relevant internal discussions.

ii) The organization regularly considers relevant perspectives and opinions as part of decision-making processes.

iii)The organization is committed to hiring a diverse workforce.

iv) The organization is committed to diversity in organizational leadership, including the Board of Directors and other comparable bodies.

A.2. Hiring & Pipeline

A.2.a. the organization has a protocol to determine employee pay..

i) Salaries are based on defined standards.

ii) Offers within a salary range are determined based on experience, skills, and other pre-defined factors.

iii) Employee pay scales are regularly reviewed.

iv) The organization follows a protocol for negotiating pay and benefits.

A.2.b. The organization has a protocol to determine employee benefits.

i) Employee benefits are regularly reviewed.

ii) Employees have the opportunity to provide input about the benefits they receive.

iii) The organization has a gratuity and gift policy.

A.2.c. Job postings are clearly written and include relevant information about both the role and the organization.

i) Job postings are reviewed by relevant employees prior to the role being posted.

ii) Job postings clearly distinguish between required and preferred qualifications.

iii) Job postings include information about the organization's mission and DEI commitment.

iv) Job postings include clear information on where work will be conducted (remote, fully in-office, or hybrid).

A.2.d. The organization engages with a diverse pool of job candidates.

i) The organization follows a protocol on how internal versus external candidates are considered for open roles.

ii) Job postings are placed in channels accessible to people of different identities and abilities.

iii) Candidates are provided relevant information on the interview and hiring process/timeline.

iv) Reasonable accommodations are provided to job applicants with disabilities.

v) The organization monitors how changes to job postings and posting channels affect the applicant pool, and it adjusts accordingly.

vi) Candidates are informed in a timely manner if they are not going to be offered a role.

A.2.e. The organization avoids hiring biases.

i) Job interviews are requested based on candidates’ alignment with the qualifications outlined in job postings.

ii) Individuals involved in recruitment, both employees and contractors, are trained in implicit bias.

iii) Interviews include predetermined questions to allow for standardized comparison of candidates.

iv) Interviewers have the option to ask additional questions as appropriate during an interview.

v) Interviewees are invited to ask questions throughout the interview process.

vi) Multiple people from the organization are involved in the interview process for management and leadership roles.

vii) Positions are offered to the candidates most qualified for the roles, based on pre-established criteria.

A.3. Onboarding, Development, & Evaluation

A.3.a. the organization maintains a comprehensive employee handbook that is available to all employees..

i) Organization-wide policies are consolidated in an Employee Handbook.

ii) The organization's mission statement and DEI commitment are included in the Employee Handbook.

iii) The organization's ethical standards and whistleblower policy are included in the Employee Handbook.

iv) Information on topics related to health, safety, and security are included in the Employee Handbook.

v) Employee review policies are outlined in the Employee Handbook.

vi) Discipline and termination policies are outlined in the Employee Handbook.

vii)The organization’s upward feedback protocol is outlined in the Employee Handbook.

viii) A sick leave policy that supports both physical and mental health is outlined in the Employee Handbook.

ix) Family leave and work sabbatical policies are outlined in the Employee Handbook.

x) The Employee Handbook is regularly updated.

A.3.b. New employees are onboarded through a clear and consistent process that includes DEI-related information relevant to their roles.

i) New employees are provided training in topics addressed in the Employee Handbook.

ii) An orientation/training process introduces new employees to their roles, work environment(s), and relevant co-workers.

iii) Employees are informed of appropriate channels to share work-related concerns, including channels in addition to their direct manager(s).

iv) New employees are offered an opportunity to request reasonable accommodations to complete their duties.

v) New employees are introduced to the organization’s DEI initiatives.

vi) New employees are trained in the importance of DEI in their roles.

vii) New employees are offered an opportunity to provide feedback on the interview and onboarding process.

A.3.c. The organization balances employee roles with professional development opportunities.

i) Employees regularly receive feedback and guidance to help them develop within their roles.

ii) The organization provides training/development programs and/or flex time to help employees grow professionally.

iii) Employees have access to an up-to-date organizational chart.

A.3.d. The organization follows a clear and consistent protocol for employee reviews.

i) Relevant employees set a process and criteria for reviews.

ii) Formal employee reviews include both performance evaluation and goal-setting.

iii) Employees have a minimum of one formal review per year.

iv) There is a process for both employees and managers to share performance feedback.

v) The organization maintains a secure record of all employee reviews.

A.3.e. The organization follows clear and consistent protocols for employee recognition, rewards, disciplinary actions, and termination.

i) Relevant employees set a process and criteria for employee recognition, rewards, disciplinary actions, and termination.

ii) The organization maintains secure records of employee recognition, rewards, disciplinary actions, and termination.

A.3.f. The organization follows a protocol for career advancement.

i) The organization follows a protocol to avoid biases when considering career advancement.

ii) Internal career growth pathways are defined and recommended as appropriate to employees.

iii) Reviews for promotions include both performance evaluation and goal-setting.

iv) Employees have an opportunity to provide feedback about their experiences in the roles that they are departing.

A.4. Belonging

A.4.a. the organization promotes belonging in the workplace..

i) Staff input is invited and considered regarding the organization’s programs, policies, and procedures.

ii) Reasonable accommodations are provided to employees with disabilities, both in regular workspaces and as needed for work-related travel.

iii) The organization supports the creation of voluntary, employee-led affinity, special interest, and/or employee resource groups.

iv) Employees are invited to share demographic information.

A.4.b. The organization shares relevant information with staff.

i) Employees are provided information that affects the overall organization, along with opportunities to ask questions and discuss.

ii) Employees are provided information relevant to their roles, along with opportunities to ask questions and discuss.

iii) Departments conduct regular all-department meetings.

iv) There are processes for departments to share relevant information with other departments.

v) The organization has crisis response plans that are shared with relevant individuals, with accompanying training.

A.4.c. The organization promotes work/life balance and well-being for employees.

i) Employees are not pressured to deliver more than the standard requirements of their role.

ii) There are clear and balanced expectations on both availability for additional work and responsiveness outside of normal work hours.

iii) Flex time and/or leave options are offered for full-time employees to balance their personal and professional lives.

A.4.d. The organization follows a protocol when employees are not able to perform their duties.

i) Employees are provided channels beyond their direct manager to report if they are having difficulty in their roles.

ii) The organization follows a protocol to arrange reasonable accommodations for employees with physical or mental health conditions.

iii)The organization has regular dialogues with employees regarding changes in role expectations for those who are filling in for absent employees.

A.5. Offboarding

A.5.a. there is an offboarding process for employees who voluntarily leave the organization..

i) Voluntarily departing employees are offered an exit interview that includes an opportunity to share input on DEI-related concerns.

ii) Exit interviews include predetermined questions to allow for standardized comparison of experiences.

iii) The organization follows a protocol to process input from exit interviews.

iv)The organization tracks its employee retention rate.

A.5.b. Channels are provided for former employees to share input with the organization.

i) Former employees are provided channels to communicate constructive feedback at any time after their employment.

ii) The organization follows a protocol to process feedback from former employees.

Pillar B: Community

B.1. civic engagement, b.1.a. the organization complies with relevant laws and regulations in the jurisdictions where it operates..

i) The organization complies with relevant laws and regulations.

ii) The organization keeps records of relevant permits and comparable documents.

B.1.b. The organization monitors and addresses its environmental impact, especially as it pertains to local communities.

i) The organization applies environmental standard operating procedures that align with both best practices and applicable laws, as demonstrated by internal documentation and/or an outside assessment.

ii)The organization is dedicated to developing and implementing sustainable consumption practices.

iii) The organization itself does not impede local access to water, energy, or other natural resources.

B.1.c. The organization follows a plan for civic engagement.

i) Leadership monitors relevant social and political issues at local, national, and global levels.

ii) Leadership actively seeks feedback from staff around engagement with local community organizations.

iii) The organization supports employees volunteering in the local community.

B.1.d. The organization maintains regular engagement with a diverse set of local residents.

i) The organization monitors issues that impact residents’ well-being.

ii) The organization is involved in direct discussions with local

residents regarding issues that impact local access to shared public spaces.

iii)The organization engages with relevant groups and communities regarding products that relate to diasporan, local, and/or Indigenous cultures.

B.2. Stakeholders & Supply Chain

B.2.a. the organization follows a stakeholder engagement plan..

i) The organization regularly reviews stakeholder relationships.

ii) Sufficient staff time is allocated to engaging with stakeholders.

iii) Relevant information about stakeholders is shared with employees.

iv) The organization provides opportunities for stakeholders to share feedback.

v) There are examples of actions and strategic planning inspired by stakeholder input.

vi) DEI initiatives are regularly communicated to stakeholders.

B.2.b. The organization follows a plan for engaging with members of its supply chain.

i) The organization regularly reviews supply chain relationships.

ii) Sufficient staff time is allocated to engaging with members of the organization’s supply chain.

iii) Relevant information about supply chain members is shared with employees.

iv) The organization provides opportunities for members of its supply chain to share feedback.

v) There are examples of actions and strategic planning inspired by members of the organization’s supply chain.

vi) DEI initiatives are regularly communicated to members of the organization’s supply chain.

B.2.c. The organization follows a supplier diversity plan.

i) The organization invites current and potential members of its supply chain to identify as diverse suppliers.

ii) The organization determines identities that are underrepresented in its supply chain.

iii) Diverse-owned businesses are considered during the procurement process.

iv)The organization’s procurement policy includes consideration of suppliers’ DEI practices.

B.3. Workforce Development

B.3.a. the organization informs local residents of job openings and industry career opportunities..

i) The organization shares information about job openings with relevant local partners.

ii) The organization engages with job fairs and similar events.

B.3.b. The organization maintains connections with local colleges, universities, and vocational programs.

i) The organization provides opportunities for employees to appear as guest speakers at educational institutions.

ii) The organization takes part in surveys and studies conducted by educational institutions.

B.3.c. The organization is engaged in work-based learning programs for local students.

i) The organization provides work-based learning opportunities to local students, through its own initiatives and/or through collaboration with schools and other organizations.

ii) The organization facilitates at least one youth worksite visit per year, arranged in coordination with schools and/or other organizations.

B.3.d. The organization builds awareness of the impact and opportunities of the travel industry.

i) The organization is involved with trade organizations, destination organizations, chambers of commerce, and/or similar bodies that engage in advocacy and education.

ii) The organization engages in thought leadership around applied DEI in travel.

Pillar C: Travelers

C.1. welcoming experiences, c.1.a. the organization provides training to employees and volunteers to address traveler concerns, including those that relate to identity and/or ability..

i) Training addresses both general and specific concerns that pertain to the organization’s target markets, including relevant information on cultural, social, and political issues.

ii) Traveler feedback is regularly analyzed and is utilized as part of training.

iii) There is a record of past training.

C.1.b. There are methods for travelers to engage with an official representative of the organization to address concerns in advance of their travel.

i) The organization provides direct contact channels for travelers.

ii) The organization follows a protocol for responding to traveler outreach.

C.1.c. The booking and confirmation process considers travelers of diverse identities and abilities.

i) There are multiple methods to make a booking.

ii) Multiple payment methods are available.

iii) Reasonable accommodations are available during the booking process.

iv) Relevant booking details, especially regarding disability accommodations, are included in booking confirmations.

v) Booking confirmations include relevant information on how travelers can address additional needs.

C.1.d. The organization follows best practices regarding consumer privacy.

i) The organization shares a clearly written privacy policy.

ii) There are options for travelers to opt into and out of receiving communication.

C.1.e. Identity and disability are considered both when travelers arrive and when they depart

i) Business entrances have welcoming signage.

ii) Employees are trained and empowered to address traveler needs, especially regarding disability.

iii) Employees are trained to provide information to help travelers safely continue their journeys.

iv) Travelers are invited to provide feedback during and/or after departure.

C.1.f. The organization assists travelers in addressing their needs.

i) The organization provides channels for travelers to receive support in urgent situations, along with alternate options.

ii)The organization determines the level of urgency of traveler needs and addresses relevant needs in a timely manner.

iii) Employees are empowered to connect travelers with relevant internal staff and/or external organizations to address traveler needs.

C.1.g. The traveler experience and built environment are assessed using DEI benchmarks.

i) A diverse pool of current and potential traveler profiles are considered when assessing the overall traveler experience.

ii) Immediate and long-term planned adjustments to the built environment are assessed using DEI benchmarks.

C.1.h. The organization provides channels for traveler feedback.

i) The organization provides clear methods for how travelers can provide feedback.

ii) The organization provides the contact information of multiple representatives, including direct phone numbers and actively maintained email addresses.

C.2. Communications

C.2.a. internal and external communications follow consistent dei benchmarks..

i) Internal communications are in line with the organization’s DEI commitment.

ii) Employees tasked with media appearances receive training in the organization’s DEI messaging.

iii) The organization maintains channels for dialogue with the media.

iv) The organization follows a protocol for initiating contact with and responding to the media.

C.2.b. Current markets and potential audiences are analyzed using DEI benchmarks.

i) Current markets are analyzed through market research, including industry data, surveys, focus groups, and/or other means.

ii) Potential audiences are analyzed through market research, including industry data, surveys, focus groups, and/or other means.

C.2.c. The organization’s media collateral is analyzed and adjusted to align with the needs and interests of current and potential markets, including travelers of diverse identities and abilities.

i) Media collateral accurately represents the products and services of the organization.

ii) All media collateral is regularly analyzed using DEI benchmarks.

iii)The collateral analysis considers the needs and interests of current and potential markets, including travelers of diverse identities and abilities.

iv) Representation of diverse identities and abilities is considered in the analysis.

v) Representation of local communities and products is considered in the analysis.

vi) Relevant employees within the organization and contracted marketing agencies are made aware of the analysis.

C.2.d. Marketing strategy and collateral of comparable organizations is evaluated using DEI benchmarks.

i) The evaluation considers both diversity of products and representation of diverse identities and abilities.

ii) Relevant employees within the organization and contracted marketing agencies are made aware of the evaluation.

C.2.e. Campaign strategies and goals are determined before the launch of the campaign.

i) The campaign's intended message and desired audience are clearly defined.

ii) Audience demographics of outlets for both earned and paid media are considered in campaign messaging and delivery.

iii) There is a framework for evaluating campaign results.

iv) Relevant employees within the organization and contracted marketing agencies are made aware of the evaluation.

C.2.f. Campaign plans are created using DEI benchmarks.

i) Campaigns that directly refer to specific groups utilize input from representatives of those groups.

ii) Launch dates and other aspects of campaign launches are planned with cultural and historical considerations in mind.

iii) Campaign adjustments are possible when issues arise regarding concerns related to identity.

iv) Products and partners promoted around specific holidays/commemorations are also promoted at other points during the year.

C.2.g. Campaign results are evaluated using DEI benchmarks.

i) Campaign results are evaluated against initial and adjusted targets.

C.3. Advocacy

C.3.a. the organization advocates for travelers of diverse identities and abilities..

i) The organization communicates with relevant government officials to address specific concerns faced by travelers from legally protected and/or historically marginalized groups.

ii) The organization is actively involved in external forums that address concerns experienced by travelers from legally protected and/or historically marginalized groups.

iii) The organization is engaged with community groups that address concerns faced by travelers from legally protected and/or historically marginalized groups.

iv) The organization communicates its implementation of applied DEI to its stakeholders and supply chain.

Past Versions of our Standards

2020 Travel Unity DEI Standards for Organizations

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Travelers may find it difficult to empathize with locals, according to experts. Here, tourists in 2016 buy fruit juice at a market stall in Siem Reap, Cambodia.

Travel is said to increase cultural understanding. Does it?

While researchers say travel does affect the brain’s neural pathways, true empathy remains an elusive destination.

Empathy is commonly defined as “putting yourself in another person’s shoes” or “feeling the emotional states of others.” It’s a critical social tool that creates social bridges by promoting shared experiences and producing compassionate behavior. But can empathy be learned? And can travel help facilitate this learning? The answer is complicated. “Research has shown that empathy is not simply inborn, but can actually be taught,” writes psychotherapist F. Diane Barth in Psychology Today . While past research has indicated that empathy is an unteachable trait, newer research—including a 2017 Harvard study —suggests that the “neurobiologically based competency” of empathy is mutable and can be taught under the right circumstances. Whether seeing the world actually opens travelers’ minds—that it makes travelers more empathetic—is up for debate. In a 2018 Harris Poll of 1,300 business travelers, 87 percent said that business trips helped them to be more empathetic to others, reports Quartz . And in a 2010 study , Columbia Business School professor Adam Galinsky found that travel “increases awareness of underlying connections and associations” with other cultures. While self-defined empathy and awareness are unreliable measurements, it stands to reason that cross-cultural exposure through travel would at least create conditions for checking conscious and unconscious biases. “If we are to move in the direction of a more empathic society and a more compassionate world, it is clear that working to enhance our native capacities to empathize is critical to strengthening individual, community, national, and international bonds,” writes Helen Riess, associate professor of psychiatry at Harvard Medical School and author of the 2017 report.

But the coronavirus pandemic and, more recently, the global Black Lives Matter protests have forced an uncomfortable reckoning—that all the travel in the world might not be enough to engender the deep cross-cultural awareness people need now.

“There’s this false adage that travel opens minds, but that’s not [a built-in] fact about what travel does,” says Travis Levius, a Black travel journalist and hospitality consultant based in London and Atlanta. “Travel does not automatically make you a better person,” nor does it clue you into “what’s going on in terms of race relations.”

Black Travel Alliance founder Martina Jones-Johnson agrees, noting that tourism boards have made it “overwhelmingly clear that travel doesn’t necessarily build empathy.”

The lack of diversity within the travel industry itself suggests that there’s much work to be done to make the industry as inclusive as the world of travel consumers. According to a 2019 annual report by the U.S. Commerce Department’s Bureau of Labor Statistics, workers in the leisure and hospitality industry were overwhelmingly white. Consumers, meanwhile, say they want to spend their money on travel companies whose employees reflect the world they work in, according to the World Travel and Tourism Council .

Additionally, companies that embrace inclusivity may have a better chance of avoiding tone-deaf messages , such as using “free at last”—the line is from Martin Luther King Jr.’s “Dream” speech—to caption a billboard depicting white children jumping into the Florida Keys. The advertisement, which has since been taken down, launched in the wake of the killing of George Floyd by police officers in Minneapolis that sparked worldwide protests against police brutality.

(Related: Learn why it’s important to have diverse perspectives in travel.)

Karfa Diallo leads a tour of sites related to the slave trade in Bordeaux, France

Karfa Diallo leads a tour of sites related to the trans-Atlantic slave trade in Bordeaux, France, in June 2020. Participating in activities that amplify marginalized voices and experiences can go a long way toward developing empathy, say experts.

A road paved with good intentions

Interestingly, modern tourism has fairly empathic origins. In the 1850s, Thomas Cook used new railway systems to develop short-haul leisure travel as respites for hard-working British laborers, according to Freya Higgins-Desbiolles, a senior lecturer on tourism management at the University of South Australia.

A hundred years later the United Nations declared reasonable working hours, paid holidays, and “rest and leisure” as human rights . By the 1960s, spurred by related movements to increase holiday time, the leisure sector had coalesced into a full-fledged professional industry.

Since then, the World Tourism Organization and international aid groups have championed tourism as both “a vital force for world peace [that] can provide the moral and intellectual basis for international understanding and interdependence,” as well as an economic development strategy for poorer nations.

But not everyone agrees that the travel industry has lived up to these lofty goals. In recent decades, it has been accused of doing just the opposite. As Stephen Wearing wrote nearly 20 years ago : “tourism perpetuates inequality” because multinational corporations from capitalist countries hold all the economic and resource power over developing nations.

(Related: This is how national parks are fighting racism.)

These days, inequality is baked into the very process of traveling, says veteran Time magazine foreign correspondent and Roads & Kingdoms co-founder Nathan Thornburgh. “Your frequent flier status, the stupid little cordon separating the boarding lines, the way you take an Uber or cab from the airport after you land, not a bus or colectivo or matatu —those all reinforce divisions, not empathy,” he writes in an email. “And that’s just getting to a place.”

Empathy’s downsides

Experts say developing empathy isn’t easy and comes with a host of problems. Joseph M. Cheer, a professor at Wakayama University’s Center for Tourism Research in Japan, notes that empathy inherently “others” another person.

In his 2019 study of westerners on a bike tour in Cambodia, Cheer found that despite the prosocial aspects of the experience—visiting local non-governmental organizations, interacting with local Cambodians—post-tour interviews revealed that the tourists didn’t understand the cultural context of the outing. The visitors leaned into problematic tropes like “happy,” “lovely,” and “generous” when describing locals or simply saw Cambodians as service providers.

This “othering” bias, Cheer says, becomes more noticeable the greater the distance between tourists and locals, and especially so in strictly transactional encounters, such as in hotels.

a waiter balances drinks at a resort in Bali

A worker at a resort in Bali. Researchers say visitors should make a commitment to understand local cultures by moving past transactional interactions.

Our individual travel experiences oppose our best intentions, says travel writer Bani Amor, who has written extensively on race, place, and power.

“The stated [positive] intentions are completely contradictive to what happens in the tourism industry and how oppressive it is to BIPOC [Black, indigenous, and people of color] around the world, how tourism laborers are being treated, and how they’re being dispossessed, not having a right to their own land and to enjoy our own places,” says Amor, who has worked in the tourism industry in their ancestral home of Ecuador.

“You can only really know your own experience,” adds Anu Taranath, a racial equity professor at the University of Washington Seattle and a second-generation immigrant.

“I think we can develop empathetic feelings and sort of crack open our sense of self to include other people’s experiences in it. We can only deepen our own understanding of who we are in an unequal world and how that makes us feel and how that motivates us to shift our life in some way or another.”

I think in its purest form, empathy is basically impossible. I can weep for you, but I can’t weep as you. Nathan Thornburgh , founder, Roads & Kingdoms

Or as Thornburgh puts it: “I think in its purest form, empathy is basically impossible. I can weep for you, but I can’t weep as you.”

Traveling deeper

While experts conclude that travel may not inspire enough empathy to turn tourists into social justice activists, the alternative—not traveling at all—may actually be worse.

“[B]ecause travel produces encounters between strangers, it is likely to prompt empathetic-type imaginings, which simply wouldn’t be there without the proximity created by travel,” says Hazel Tucker in a 2016 study published in the Annals of Tourism. It’s also one reason why it’s important to expose children to travel at an early age.

Yet truly transformational experiences require more than just showing up with a suitcase. It requires energy, effort, and commitment on the part of tourists, as well as specific conditions, says Higgins-Desbiolles. “Visitors need to be prepped for the interaction so that they are ready to engage with the people on an equal level,” she notes.

Taranath’s book Beyond Guilt Trips: Mindful Travel in an Unequal World may provide some starting points. “It’s an invitation to think more carefully about our good intentions and where they really need to be challenged,” Taranath explains. “How do you think about identity and difference in an unequal world? What does it actually look like?”

Additionally, Tucker suggests embracing what she calls “unsettled empathy”: learning about the cultures you’re planning to visit and sitting with uncomfortable legacies of colonialism, slavery, genocide, and displacement from which no destinations are exempt.

a Gullah sweet grass basket weaver at her stand in Mt Pleasant, South Carolina

Barbara Manigault, a Gullah sweet grass basket weaver, practices her craft in Mount Pleasant, South Carolina. American tourists with limited travel opportunities can find many places in the U.S. to learn more about other cultures.

That background can be the basis for meaningful conversations, which Cheer found are “the key element that prompted empathy.” Thornburgh adds that travelers should seek out places where there is “an equal and humanistic exchange, or something approaching it, between the visitors and the visited.”

(Related: The E.U. has banned American travelers. So where can they go? )

Toward that end, experts generally ruled out cruises. Instead, immersive experiences like Black Heritage Tours that amplify historically marginalized voices provide better opportunities for meaningful connections.

Fortunately for would-be travelers, those opportunities can be found even in these pandemic times, when many countries are restricting international travel, especially for Americans.

“We are so lucky in this country that the whole world has come here to build their lives, in big cities and small, and that we have Black and [Native American] communities throughout,” says Thornburgh. “Go to their restaurants, lend your talents to their schools, help them raise money for their playgrounds.

“You want travel? You want to experience different cultures? Start at home. Start now.”

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Synergizing Culture and Tourism Talents: Empowering Tourism Enterprises for Success

Published: 10 November 2023

Cite this article

Xi Chen 1 , 2 , 3 , 4 &
Shaopeng Yu 1 , 2 , 3

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Amidst the rapid and dynamic growth of the global tourism industry, the demand for interdisciplinary talent that can cater adeptly to the diverse requirements of both cultural and tourism sectors has emerged as a critical focus. This research explores the profound impact of a meticulously designed management model to nurture cultural and tourism interdisciplinary talent on tourism enterprises’ holistic development and performance. The study presents a comprehensive and systematic management model that goes beyond mere talent management efficiency; it strives to optimize talent structures to cultivate a diverse, skilled, and culturally aware workforce. With an unwavering commitment to service quality, adaptability, and sustainability, the model endeavors to imbue the workforce with a unique blend of cultural understanding and expertise in tourism-related domains, empowering them to thrive in the ever-evolving and fiercely competitive tourism landscape. Through a rigorous empirical investigation, the study delves into the tangible ramifications of this management model on the development of tourism enterprises, spotlighting its profound contributions to enhanced management efficiency, talent optimization, and the delivery of unparalleled service quality. Furthermore, the research meticulously examines the model’s transformative influence on the performance of tourism enterprises, elucidating its pivotal role in propelling heightened profitability, fortified market competitiveness, and a dynamic culture of innovation. The findings underscore the indispensability of an effective talent training management model, demonstrating its inherent potential to facilitate successful adaptation to market demands, foster sustainable growth, and elevate the overall performance of tourism enterprises. In essence, this research provides invaluable insights into talent development within the cultural and tourism sectors, arming industry leaders and practitioners with actionable strategies to flourish in an ever-evolving global tourism landscape.

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This article was supported by the key commissioned project for the research on higher education teaching reform in Heilongjiang Province “Innovation and Practice in Cultivating Cultural and Tourism Composite Talents in Local Universities under the Background of New Liberal Arts” (SJGZ20220135) and the Key Project of Art and Science Planning in Heilongjiang Province “Research on High Quality Development of Ice and Snow Sports Culture in Heilongjiang Province” (2023A015).

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Chen, X., Yu, S. Synergizing Culture and Tourism Talents: Empowering Tourism Enterprises for Success. J Knowl Econ (2023). https://doi.org/10.1007/s13132-023-01598-x

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Education and diversification recognized as key to future of tourism in Asia and the Pacific

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28 Jun 2024

Diversifying tourism across Asia and the Pacific, alongside promoting more and better education, will be key to building a more resilient and sustainable sector.

According to UN Tourism’s data, the sector is experiencing a rapid recovery in Asia and the Pacific, with arrivals reaching 82% of pre-pandemic levels in the first quarter of 2024, boosted by the re-opening of many destinations throughout 2023. Now, with full recovery on the horizon, the latest joint meeting of UN Tourism’s Commission for Asia and the Pacific (CAP) and its Commission of South Asia (CSA), focused on the challenges and opportunities for creating a positive and lasting transformation.

As our data shows, tourism’s recovery is close to complete here in Asia and Pacific. We worked together to face the crisis head on.

Guiding transformation and building resilience

The 36th meeting of the CAP-CSA welcomed more than 130 delegates from 25 countries and territories. All Members were provided with a comprehensive overview of UN Tourism’s work and achievements since the last meeting, with key priorities then presented for the years ahead.

UN Tourism Secretary-General Zurab Pololikashvili said: “As our data shows, tourism’s recovery is close to complete here in Asia and Pacific. We worked together to face the crisis head on. And now we must work together to focus on our priorities for the future. That means supporting education, driving investments into our sector and further strengthening the ties between public and private to build resilience and advance sustainability and inclusive growth.”

Education the top-level tourism priority

Reflecting the high-level support given to tourism and to UN Tourism’s mission to guide the sector forward, Commission host the Philippines was represented by President Ferdinand Marcos Jnr, at the meeting. In his opening remarks President Marcos commended UN Tourism’s focus on education and training for the sector and stressed his commitment to wider sustainability efforts. “Education is always going to make any industry better and certainly tourism is no different,” President Marcos said. “We need to raise the standards and practices in this crucial sector by investing in education, training, and skills upgrading of all the personnel who are working in this industry.”

Emphasising his Government’s recognition of the importance of education, President Ferdinand Marcos expressed interest in opening a new Academy in Collaboration with UN Tourism in the Philippines. The institution would add to UN Tourism’s growing network of Academies, with education centres focusing on the specific needs of regions or on key skills needed for the future of tourism.

Resilience via green transformation

Within the framework of the joint Commission meeting, Member States in the region tabled a thematic discussion on product development emphasizing the need for green transformation to enhance the tourism sector’s competitiveness, while bolstering its resilience through the promotion of innovative and green solutions.

Untapping Gastronomy Tourism’s Potential

In Cebu, the spotlight was put on gastronomy tourism as one of the sure routes to progress product diversification to add value to the sector and accelerate recovery in the region. Here, UN Tourism hosted its first Regional Forum on Gastronomy Tourism for Asia and the Pacific, connecting public and private sector leaders with top entrepreneurs and leading chefs from the region and beyond. Discussions concluded with the Cebu Call to Action on Gastronomy Tourism, urging public and private leaders to integrate gastronomy tourism into policy, foster cross-sector cooperation, namely with agriculture and creative industries, support small businesses, and promote sustainable practices.

Secretary-General Polikashvili challenged tourism players to further capitalize on the region’s growing reputation as both a destination and leader in the field of gastronomy tourism. “My proposal is to leave a legacy… to create something an education center or gastronomic center here in Cebu,” he said.

Looking ahead to Indonesia

The meetings concluded with Members agreeing to accept Indonesia’s offer to host the 37th Joint Meeting of UN Tourism’s 2 Asian Commissions in 2025. The exact dates will be confirmed in due course.

Education and diversification

Cebu, philippines, related links:.

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First Gastronomy Tourism Forum for Asia and Pacific Unites Governments, Businesses and Top Chefs
36th CAP-CSA and First UN Tourism Regional Forum on Gastronomy Tourism for Asia and the Pacific
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Tourism, culture vital to promoting Bauchi's economic diversity — Commissioner

B auchi State Commissioner for Tourism and Culture, Abdul Hassan, has described the sector as vital to promoting Bauchi State’s rich economic diversity, preserving the heritage and developing the tourism industry for administration and development.

Hassan said this while briefing Journalists on the achievements of the Ministry during the Ministerial Press Briefing in Bauchi.

He stressed that it aligned with developing the objectives of the Administration of the Governor, Senator Bala Abdulkadir Mohammed.

He explained that the Ministry of Culture and Tourism was delineated from the then Ministry of Information, Culture and Tourism by the administration in 2019 for effective and efficient service delivery and good governance.

According to him, the Ministry is a government agency responsible for the preservation, and promotion of development of the state’s rich cultural heritage and tourism industry.

He said the Ministry is also committed to the administration’s resolve in showcasing the state’s diverse cultural expressions, natural beauty and historical landmarks to the nation and to the whole world while fostering indigenous identity and economic growth.

The Ministry’s vision under the administration is to make Bauchi State a leading cultural and tourism destination, contributing to state development and national understanding while its mission is to enrich the lives of citizenry and visitors by preserving, promoting and developing the state’s cultural heritage and tourism industry.

While reeling out the achievements of the Ministry from 2019 το 2024, the Commissioner stated that it includes the renovation of the New Yankari-Bauchi Head Office Building (80% completion) in 2022 as well as the building of New Rangers Barracks in Wikki Base Camp in collaboration with Bauchi State Government and Wildlife Conservation Society (WCS), 2021.

It also achieved the procurement of two brand new land cruiser game viewing vehicles, modern patrol kits for the Rangers, refurbishment of the toilet and changing room at Wikki Warm Spring and training of Rangers by Agro-Climatic Resilience in Semi-Arid Landscape (ACRESAL) Bauchi Project Office is a World Bank-assisted project – 2023.

Also done was the renovation of the Presidential Lodge, Royal Villa furnished with a new set of executive cushions, chairs, bedding, bath, room facilities and kitchens, provision of inter-com, new sets of air conditioner etc. v. Renovation of Guest accommodation from 65 rooms to 90 rooms are now serviceable – 2020.

The Government also rehabilitated Rangers’ Outposts, Anti-poaching patrol tracks and Safari tracks-2022, Maintenance of Yankari airstrip – 2020 and Staff capacity building, training and retraining of Rangers to an international operation ethical standard – 2019-2023 (yearly exercise).

The Ministry further said that there was the reconnection of the National Grid to Yankari Game Reserve – 2019; Provision of laundry machine services 24/7 days – 2021, Upgrade of the Museum of Natural History Exhibition and Artifacts – 2019.

The Yankari Game Reserve Rangers became an Associate Membership of the International Rangers Federation – 2023 x Yankari Game Reserve accredited by the UNISCO-MAB Programme.

Yankari Game Reserve corporate social responsibility and intervention, writing materials to primary and secondary schools, repair of hand boreholes, solar street lights, efficient cooking stove with additional support from our development partner – WCS-2019-2023.

There was also renovation of the kitchen and restaurant, bar and procurement of sets of modern state-of-the-art cookers, cutleries and utensils for the benefit of guests of the Reserve were approved by the Governor in May 2024 and renovation of Corporate Villa A and B, Luxury Double apartments was approved by the Governor to improve the comfort of the paying tourist visitor.

According to him, “The aim of the government is to build ecotourism and grow the internationally generated revenue of the Yankari Game Reserve, 2024. Renovation of the Main conference Hall in Yankari Game Reserve, in March 2024.”

For Sumu Wildlife Park, there was the renovation of the Museum Hall, Museum Reception, Survey and Re-fencing of Sumu Wildlife Park to improve the protection of the Wild animals from poachers – December 2023

“In the Culture Directorate, in 2021, Bala Mohammed approved the participation of Bauchi State contingents to Ekiti State to participate at the National Festival of Arts and Culture (NAFEST) Bauchi State got an award as the best in digital marketing of Arts.

“He also approved the participation of Bauchi State contingents to Abuja to participate at the 15th (INAC) EXPO 2022, and Bauchi got third position among the 36 states of Nigeria and some selected countries from abroad who also participated in this prestigious international event.

“Also in the year 2022, Bala Mohammed approved the participation of Bauchi State cultural contingents to the Lagos, NAFEST 202 and Bauchi State Government received an award as the Best In Synergy and Teamwork.

“The Governor also approved the participation of Bauchi State contingents to Abuja at the 15th International Arts and Crafts (INAC) EXPO 2022. Bauchi State got a Merit Award as the Best in Leather Product Design Work.

“Also in the year 2023 when Senator Bala Mohammed approved the participation Ministry to Abuja for the 16th International Arts and Crafts (INAC) EXPO 2023, the State was awarded as the best Exhibitor in Calabash Design and Decoration.”

Other achievements in the Cultural Directorate include approval for the annual event of Sir Abubakar Tafawa Balewa Memorial Day, which always comes up every 15th January every year and has been celebrated without fail by the administration.

$620 million: That's tourism's record economic impact on Door County in 2023, report says

The increase in spending by visitors was attributed to travelers becoming more aware of the growing diversity of activities available in the door..

DOOR COUNTY - The dollars spent in Door County by tourists rose from 2022 to 2023 to record heights, as did the impact those dollars made on the county, a new report says.

Released last week by the Wisconsin Department of Tourism, the report by global research firm Tourism Economics on the economic impact of tourism in the state and its 72 counties said visitors to Door County generated $620 million in total economic activity in 2023, an increase of $33 million, or 5.7%, from $587 million in economic impact the year before. It's the highest figure in the Door's history.

That figure includes $497 million directly spent last year by tourists in the county, called "direct visitor spending" by the report, compared to $471 million in 2022. That averages out to $1.4 million spent each day by visitors, according to Destination Door County , the county's official tourism marketing and management organization. The number represents 3.16% of all direct visitor spending in Wisconsin. The increase from 2022 to '23 is 5.6%, nearly the same percentage as the increase in total economic activity.

Thirty-one percent of the direct tourist spending took place in the third quarter of the year, from July to September. That's no surprise, but the next-best quarter was the fourth, October to December, which garnered 25% of the spending, followed by April to June at 23% and January to March with 21%. Destination Door County president/CEO Julie Gilbert said the fourth-quarter percentage is an increase from previous years.

Lodging (which includes second homes and short-term rentals) continued to command the largest share of direct tourist spending in the Door with 48.1% of that $497 million, the report said. Food and beverages combined to be 21.2%, while 14.2% went to retail shopping, 10.8% to recreation and entertainment, and 5.7% for transportation costs.

The remaining $123 million of economic activity is categorized as "indirect impacts" and "induced impacts." Indirect impacts, also referred to as supply-chain impacts, are dollars spent by tourism-related businesses with local suppliers such as utilities and food wholesalers. Induced impacts are dollars spent in the county by workers in the local tourism-related businesses.

Door County's $497 million in direct visitor spending was the seventh-most of Wisconsin's 72 counties, trailing Milwaukee, Dane, Waukesha, Sauk, Brown and Walworth counties. Milwaukee, Dane, Waukesha and Brown are metropolitan areas; Sauk County contains major tourist attractions in Wisconsin Dells, Baraboo and Spring Green; and Walworth County has Lake Geneva and Alpine Valley Music Theatre. For total economic impact, Door County ranks eighth of the state's counties, with Outagamie County edging ahead of the Door.

The report also said tourism was responsible for 3,444 jobs in 2023 in Door County, up 3.4% from 3,311 in '22, and those workers earned a total of $121.6 million, a 7.3% increase from $113.3 million the year before.

Spending by tourists in Door County in 2023 also generated $51 million in state and local taxes, a 6.6% increase from $47.8 million in '22, which Destination Door County noted offset $2,130 per household that would have needed to be taxed on local property owners to maintain existing services.

Those year-to-year increases reported by the study mirror the increase the county saw in room tax collections, from $11.07 million to $11.31 million, up 2.3% for 2023, according to the Door County Tourism Zone Commission.

Gilbert said the rise in visitor spending reflects not necessarily increased prices but instead how potential travelers continue to become more aware of the diverse events and activities the county has to offer, along with the relative affordability of those activities compared to other locations in the state. The county's visual and performing arts scenes, natural beauty and outdoor experiences are well-known across the country, of course, but there's been growing interest from visitors in exploring the county's history, culture and food, she said.

"I think as you see the vast array of experiences available in Door County, that's a contributing factor," Gilbert said. "Our arts, our history, our culinary experiences. And I think we're still affordable for a majority of people traveling.

"Door County is unique in so many ways. You look at other outdoor recreational destinations, we do have that and an incredible arts scene, an incredible performing arts scene, incredible history, then you add the culinary experiences."

Wisconsin’s tourism industry also saw increases in 2023, according to the report, with a record-breaking $25 billion in total economic impact, $15.7 billion in direct spending by 113 million visitors, more than 178,000 jobs in the industry and $1.6 billion generated in state and local taxes.

C ontact Christopher Clough at 920-562-8900 or [email protected].

MORE: The Door County theater season is moving into high gear. Here's what's playing this summer

MORE: Concerts in the park happen in Door County six nights a week. Here's your guide, music fans

FOR MORE DOOR COUNTY NEWS: Check out our website

Fintech revenues grew 14% annually for the last two years—21% when crypto- and China-exposed firms are excluded.
Fintechs need to—and can—improve EBITDA by more than 25 percentage points. To start, they need scalable cost structures that will deliver compounding returns as they grow.
The fintech IPO market will come back, but investors are looking for companies that can demonstrate how they will attract users at sustainable costs, grow profitably, and meet increasing regulatory requirements.
Embedded finance will be a $320 billion revenue business by 2030.
Banks now have a killer app for using their vast data on customers: connected commerce.

Subscribe to our Financial Institutions E-Alert.

Financial institutions, / report, prudence, profits, and growth, global fintech 2024.

This is the second edition of the global fintech report, coauthored by BCG and QED Investors.

The global fintech market remains a hotbed of innovation and growth, despite a sobering few years in funding and valuation terms. And there is so much more room for growth. With the advent of game-changing technologies such as GenAI and with still billions of unbanked and underbanked individuals worldwide, fintech has vast potential. We continue to expect fintech to reach a market size of $1.5 trillion in revenue by 2030—growth of roughly five times from today.

However, the rules of the game are changing. Growth at all costs is no longer the watchword. The evolution of fintech has led to a moment in which prudence—the ability to avoid adding risk to the financial system—will be as important as the ability to generate profitable growth. The prize, and the rewards for customers, will be as significant as ever, but the path to success will be more difficult.

This report is based on interviews with more than 60 global fintech CEOs and investors and on our joint experience in the fintech industry. It describes current fintech industry trends and how these strands have combined to create a watershed moment for the sector, with four major themes shifting the grounds for success. Finally, the report explores five imperatives for players in the emerging fintech ecosystem.

A Shift Toward Profitable Growth

Coming off the highs of 2021, fintech revenue multiples have fallen and funding is down.

However, we believe these challenges are part of the short-term correction—a tempering of investor enthusiasm—that we discussed in last year’s report . Global fintech revenues have continued to grow at a robust clip: 14% over the past two years across the board, and 21% when crypto- and China-exposed fintechs are excluded. Perhaps more notably, the industry has initiated a shift toward profitable growth, with EBITDA margins improving by 9 percentage points on average. But this shift is still in its early stages, with the majority of the top 70 public fintechs still operating below the “rule of 40” threshold.

Four Major Themes Shaping the Fintech Sector

The last couple of years may have brought the high-flying fintech sector back to earth. However, a streamlined and newly focused set of companies will now emerge, and they—and incumbents—will confront four major themes:

Embedded finance will be a $320 billion market by 2030. The small and medium-size business (SMB) segment will account for about half ($150 billion); the consumer segment—already humming with activity and adoption in payments, lending, and insurance—will be worth $120 billion in revenue by 2030; and the enterprise segment will reach $50 billion in revenue. Established fintechs will continue to reap the lion’s share of the near-term benefits, while larger, more established banks will claim a growing share over time.
Connected commerce is poised for liftoff. Connected commerce is emerging as a long-awaited killer app for banks, creating a new revenue stream, increasing customer loyalty, and enabling banks to offer a marketing channel for their SMB and enterprise customers. Using granular customer data, banks surface hypertailored ads to their customers; merchants then pay the bank based on either attributable sales or traffic. As core revenue streams continue to come under pressure, and as deposits risk becoming commoditized in a higher-yield environment, connected commerce hints at a future model for banks.
Open banking will have a modest impact on banking but a greater one on advertising. We believe that open banking will continue to be relevant but is unlikely to change the basis of competition in consumer banking. In countries where open banking has had significant time to mature, no killer use case has emerged to drive customer switching. Of course, this is not to say that open banking will have no impact. But revenue pools in the connectivity layer will remain modest, with value accruing to the ultimate use-case providers that leverage open banking infrastructure. In advertising, access to transaction-level data will enable more timely and targeted personal offers.
GenAI will be a game-changer now for productivity, with product innovation to follow. GenAI is already delivering tangible productivity gains in financial services. For GenAI in fintech, given that its digital-first cost structures are heavily weighted toward areas where the technology is delivering huge gains—coding, customer support, and digital marketing—the impact is likely to be even more pronounced in the near term. The use of GenAI in product innovation will lag its uses for productivity—but we expect it to follow.

Where Does Fintech Go from Here?

In a fintech landscape being reshaped by major themes, we see five calls to action for stakeholders in the fintech ecosystem:

Prudence: Risk and Compliance as Competitive Advantage. The current regulatory environment, along with the growing opportunity for strong bank-fintech partnerships, is increasing the critical importance of risk and compliance readiness. For fintechs, this demands an end-to-end view of compliance—preemptively assessing applicable regulations and proactively implementing industry-grade guidelines and controls. For banks, the call to action is to reinforce their existing compliance strengths and oversight of their fintech partners.
Profits: A Call for Fintechs to Improve EBITDA by More Than 25 Percentage Points. Only 33 of the 70 largest public fintechs were profitable in 2023, and top-quartile players in terms of EBITDA outpaced bottom-quartile firms by roughly 25 percentage points in 2023 in all cost categories. These figures speak to a significant opportunity for tangible cost savings industry-wide. To improve EBITDA by more than 25 percentage points, fintechs must build a scalable cost structure that will deliver compounding returns as the organizations continue to grow.
Growth: Journey to IPO (or Strategic Sale) and Beyond. As interest rates moderate, we expect IPOs—along with strategic sales and other M&A activity—to take off. But many fintechs have made the IPO leap only to see their stock prices drop by as much as 40% to 80% from initial listing. As they prepare for IPO , fintechs must tell a comprehensive equity story about how they will attract users at sustainable costs, grow profitably, and meet increasing regulatory requirements. They also need to achieve enough scale, operational stability, and predictability to justify the costs and scrutiny that come with going public.
Growth: Retail Banks As Digital Engagement Platforms. To provide a counterweight to fintechs that embed financial services into nonbanking journeys, banks can continue to develop their own commerce sites, where they can leverage their vast data on customer needs and behavior. Notably, many connected commerce platforms will succeed or fail on the quality of partnerships between banks, fintechs, and merchants.
Growth: Government Support for Comprehensive and Integrated Digital Public Infrastructure . Governments, especially in emerging markets, that implement a three-part DPI ecosystem—composed of digital ID, payments, and data exchange layers—have broadened access to financial services, spurring innovation and ultimately benefiting the public. Many countries have tried to emulate the success of the two leading players: India’s UPI and Brazil’s Pix. However, isolated implementations of point solutions for digital identity or real-time payments systems do not suffice to foster widespread adoption. Where DPI has worked, governments have set out the broad vision for the infrastructure and established protocols and nudges for adoption by the private sector.

A “back to basics” theme runs throughout our fintech report. But this does not mean the excitement of the fintech era is over. Formula 1 engineers prioritize improvements to the braking system to help maximize time spent at higher speeds throughout the course. So too, in fintech we must learn how and when to slow down so that we eventually get there faster.

Managing Director & Senior Partner

Project Leader

Lead Knowledge Analyst

Managing Director & Partner

Mumbai - Nariman Point

Managing Director & Senior Partner; Global Leader, Financial Institutions Practice

Co-Founder and Managing Partner, QED Investors

Co-Founder, Partner and CIO, QED Investors

Partner, QED Investors

Chief Operating Officer, QED Investors

Partner, Head of Asia, QED Investors

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