The travel industry has long struggled with issues of diversity and inclusion, often reflecting broader societal concerns. In recent years, increasing awareness and advocacy have pressured companies to confront these issues more transparently. Following reports of racist incidents on a cruise organized by MSC Cruises, the spotlight turned toward how the industry addresses these critical challenges. A proactive response unfolded, showcasing not just a commitment to change but an opportunity for systemic improvement.
The catalyst for change in this narrative was a column published in Travel Weekly in February 2023 by Arnie Weissmann. The article brought to light alarming incidents of racism experienced by Black guests and their travel advisor, Margie Jordan, aboard an MSC cruise. Prior to publication, MSC Cruises USA President Ruben Rodriguez expressed that such incidents are inconsistent with the company’s values and emphasized their seriousness. However, as Weissmann noted, the sincerity of such statements hinges on tangible actions.
In an effort not to let the concern dissipate, industry leaders, including Bob Sullivan from Northstar Travel Group, engaged with Rodriguez for a follow-up discussion on how MSC could enhance its commitment to diversity and inclusion. This proactive outreach not only added weight to the conversation but signified a collective desire for accountability and progress in navigating these complex issues.
Magnifying the importance of corporate accountability, MSC began revisiting its approach to diversity, equity, and inclusion (DEI) shortly after the publication of Weissmann’s article. Enter Magali Bertolucci, a psychologist with substantial experience in recruitment and training within MSC. Tasked with developing a Diversity, Inclusion, and Wellbeing plan, Bertolucci’s role transcended mere policy development; it symbolized an institutional reckoning.
During a Zoom conversation, Bertolucci acknowledged that the column served as a catalyst for introspection within MSC. Despite not encountering frequent issues, the incidents highlighted in Weissmann’s column depicted a clear injustice. This prompted MSC to recognize the need for strategic planning in addressing diversity, equity, and inclusion comprehensively.
Key to MSC’s recalibrated approach was the establishment of a 12-person Diversity and Inclusion Advisory Committee in July 2023, which included participation from travel advisors like Stephen Scott. By integrating external resources, the committee aims to dismantle the “groupthink” prevalent in many organizations. This diversity of thought is essential for challenging existing norms and fostering innovation in tackling DEI issues.
Scott, who runs Travel Hub 365, advocates for a collaborative effort that closely examines data and feedback from various stakeholders. His focus is on creating an industry-leading DEI plan that is not only aspirational but also measurable. He believes setting specific metrics will guide MSC toward a new standard in inclusion while providing a framework for monitoring progress.
An intriguing aspect of MSC’s DEI program is its nomenclature, which notably omits the concept of “equity.” Instead, it includes “Wellbeing.” In explaining this choice, Bertolucci emphasized the importance of aligning the initiative with MSC’s cultural values. The focus on wellbeing resonates deeply within the company, as they prioritize creating an inclusive environment for employees and guests alike.
Bertolucci highlighted that diversity exists inherently within MSC, exemplified by their workforce comprising over 150 nationalities. Her recognition that inclusion is intertwined with wellbeing underscores a holistic approach to fostering a sense of belonging for everyone involved with the company—from guests to suppliers.
MSC’s commitment to inclusion is commendable, especially as other organizations scale back their DEI initiatives amid financial constraints. The cruise industry’s past mistakes serve as a reminder of the necessity for consistent, honest engagement with these issues. By opting for an organic plan rooted in the company’s core values, MSC may not only survive current economic headwinds but thrive through authentic connections with guests and employees.
The journey towards meaningful change is fraught with challenges. However, the proactive measures taken by MSC indicate a willingness to listen and adapt, signaling a potential shift in the cruise industry’s treatment of diversity, equity, and inclusion. As the company embarks on this new mission, the hope is that other industry players will take note, allowing for a broader movement toward inclusivity, equity, and genuine wellbeing in travel.
Leave a Reply