DIVERSITY & INCLUSION


WE HAVE TO TREAT


EVERYONE EQUALLY AND TAKE A SINGLE VIEW ON THIS FROM A COMPANY PERSPECTIVE


capturing and publishing data, for example, on the gender pay gap, does that mean travel managers should be collecting such data from travellers that have reported discrimination incidents? Denise Keating, chief executive at the Employers


Network for Equality & Inclusion, says: “Through the use of studies and benchmarks, organisations can work on the issues that are creating the biggest barriers to diversity and drive positive change.” Ken McLeod, director for industry affairs at Advantage Travel Partnership, agrees: “The big conversation on these issues is worth having. The challenge is understanding what travellers see as being inclusive or not.” As J Michael Silvey, senior director at Advito, points out: “To build diversity and inclusiveness into programmes starts with acknowledgment of the issues. We also advise creating a governance board to provide direction and feedback on what should be considered for a travel policy.”


BATTLING BIAS Unconscious bias – when our actions are based on our background, personal experiences, social stereotypes and cultural context – may also arise. Stephen Frost, a young global leader at the World Economic Forum, has advised the UK government and the White House on diversity, inclusion and leadership, and believes a lack of inclusiveness in people’s lives can colour their attitudes at work. “When we ask key people in companies whether they like diversity and inclusiveness, of course they say, yes. So, we ask them to tell us who their closest friends are; who are the five closest people they confide in at work, who their partner is, and then we ask them about diversity in that group; 9.9 times out of ten it’s not diverse at all. Point proven,” Frost explains.


104 SEPTEMBER/OCTOBER 2018


“We often need to reassure people that it’s not their fault – unconscious bias is a natural state for most of us,” he states. “No company has cracked the challenge of diversity and inclusiveness, even those that are saying they’re doing well.” Staff training on unconscious bias can play a role, as can an inclusive workplace culture driven by a commitment from senior management. “Communication is vital to ensure that diversity and inclusion are addressed head-on. There needs to be a continual two-way dialogue in an organisation, where feedback is taken on board and given proper consideration,” states Lisa Mckenzie, vice-president of global healthcare and pharmaceuticals at American Express Global Business Travel. How far travel buyers pursue diversity and inclusion within their programmes and policies will vary from company to company, but in this year of equality milestones, be prepared for the topic to work its way on to your agenda.


HOW BUYERS CAN APPROACH THE DIVERSITY AGENDA


■ A diverse and inclusive travel policy involves an open conversation with employees, listening to what they have to say. A shared understanding is needed.


■ Unconscious bias in travel policies can be addressed by training and awareness and included under duty-of-care.


■ Buyers need to take an ecosystem approach. This is not just an issue for them, but also HR,


diversity and inclusion specialists and travel risk experts. It is part of the wider corporate agenda.


■ A simple change is to provide travellers with a feedback loop so that they can report situations, suppliers and bookers that put them at risk or make them feel uncomfortable.


■ Striking a balance between traveller care and privacy is a challenge for businesses. A culture of inclusivity should not make employees feel pressured to divulge personal information.


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