In the world of travel, experiences are often shaped by the interactions encountered along the way. The tourism industry, being inherently diverse, faces the ongoing challenge of ensuring that all individuals—regardless of race, ethnicity, or background—feel safe and welcome. A significant moment arose in February 2023, when travel advisor Margie Jordan shared troubling incidents of racism experienced by her Black guests on an MSC cruise. This incident sparked a critical conversation about inclusivity within the cruise industry and the broader travel landscape. Ruben Rodriguez, president of MSC Cruises USA, acknowledged the concerns expressed, emphasizing that such conduct is not aligned with the cruise line’s values. Yet, the real test lies in the actions taken following a situation of this nature.
The initial column did much more than shed light on the issue at hand; it became a catalyst for change. Following the publication, there was an important dialogue initiated between Rodriguez and the co-chairs of Northstar’s Retail Group Black Travel Advisory Board, Stephen Scott and Valerie Dorsey. The tone of this engagement indicated that the company was willing to take tangible steps towards addressing the identified shortcomings in their approach to diversity, equity, and inclusion (DEI).
Magali Bertolucci, a psychologist with extensive experience in MSC’s recruitment and training branch, was appointed to spearhead a new Diversity, Inclusion, and Wellbeing initiative. Her insights uncovered a dual narrative: while MSC had been proactively considering diversity issues, the column served as an unexpected wake-up call. “We were already moving in a positive direction, but these incidents highlighted the need for a dedicated DEI strategy,” she noted in a recent discussion. This acknowledgment of the gap between intentions and realities speaks volumes about the necessity of ongoing self-evaluation in corporate culture.
A critical element of the response involves the formation of a 12-person Diversity and Inclusion Advisory Committee. By inviting external voices, such as travel advisor Scott, MSC aims to diversify their internal discussions and confront any groupthink that might otherwise stifle genuine progress. Such measures illustrate a budding recognition that true inclusivity goes beyond addressing surface-level concerns.
One of the notable aspects of MSC’s new strategy is its unconventional naming choice for the program, which incorporates “Wellbeing” in lieu of the term “Equity.” Bertolucci elaborated on the choice, pointing out that it stems from the company’s core culture and values. “Wellbeing emerged as a central theme because it encompasses the essence of both inclusion and employee welfare. Each individual’s needs, voices, and cultural backgrounds must be included in our framework,” she stated.
This perspective indicates a shift towards recognizing that diversity and inclusion must be integrated into a holistic approach rather than treated as standalone entities. The acknowledgment of issues previously overlooked, such as experiences of the LGBTQ+ community within the company, exemplifies a commitment to fostering an environment where everyone’s identity can be celebrated rather than merely tolerated.
The advent of this comprehensive DEI strategy underscores MSC’s ambition to not only comply with industry standards but also set a new benchmark for what effective inclusivity looks like. The partnership with RINA, an organization authorized by the International Organization of Standardization, signifies a dedication to systemic and sustainable improvement in DEI practices. By seeking certification and adhering to established guidelines, MSC demonstrates a willingness to be held accountable for its progress.
Scott emphasized that the intent behind the DEI initiative is to create meaningful metrics that transcend anecdotal evidence. “We’re not merely assembling a plan; we’re carving out a framework that can be continually assessed and refined over time,” he asserted. His commitment to integrating data analysis in measuring the impact of these initiatives reflects an understanding that tangible change requires ongoing vigilance and adaptability.
The road towards meaningful change is often fraught with challenges, and while some companies may retreat from their DEI efforts amidst a wider climate of skepticism, MSC’s organic approach grounded in its values offers a promising alternative. The proactive measures taken following the initial incidents represent a beacon of hope in an industry that must confront its shortcomings in inclusivity.
As Bertolucci aptly put it, “You cannot create a department focused on inclusion if it isn’t rooted in genuine belief and commitment.” The journey ahead will require diligence and steadfast commitment, but MSC Cruises’ response so far lays a foundation for a more inclusive future. Ultimately, it is a reminder that every voice matters and the tourism experience is enriched when all are invited to share in its joys.