Despite what’s happening across the pond, few would question the merits of the Diversity, Inclusion and Equity (DE&I) hire strategies embodied in the Equality Act 2010. Representing people from a variety of backgrounds ensures fairness, respect and a workplace culture where all employees feel valued.

Failing to embrace DE&I not only risks a company’s talent pool and reputation but so much more, according to Carol Fergus, Director – Global Travel, Meetings and Ground Transportation at Fidelity International, one of the many companies leading the way.

“It’s about employee satisfaction and trust and employees being able to be their authentic self,” she says. “I can be me, and I trust my employer to do the right thing, and this has been based on the opportunities presented to me and ability to grow. People need to see themselves, they need to feel part of the organisation, and these are simple fixes. DE&I is a benefit to all companies across all industries.”

Building networks

Placing DE&I at the heart of a travel programme follows and inclusion networks are a good starting point. PwC, a frontrunner in this field, runs 14-people networks, including a Gender Balance network, Disability Awareness, LGBTQ+ and faith-based networks. “These ensure that what we offer responds to the needs of different communities,” explains Will Hasler, PwC Business Travel Manager.

“Our people networks are essential in creating an inclusive and supportive environment, demonstrating care and promoting cultural understanding and diversity.”

Similarly, Amex GBT has created numerous Employee Resource Groups (ERGs) as a safe place to connect and network, explains Kayleigh Rogers, Consulting Manager. 

“The ERGs advocate internally for changes to GBT’s own processes, run educational sessions throughout and share experiences,” she says. They conduct surveys within their ERGs to “better understand travellers’ experiences, using this to shape our own travel policies”.

Traveller buy-in

DE&I-friendly travel programmes must cover gender, race, sexual orientation and those with accessibility needs. Providing it is one thing but don’t expect a rush of users, highlights Karen Hutchings, former buyer at EY and founder of Cobb & Hutch Consulting.

“People don’t self-declare, so be careful how you communicate the new services,” she advises.

“We said, ‘Here is a blanket communication’ and we offered it to everybody and they chose to use it or not. People are not transparent about support needs but if you’re starting from zero, anything is better.”

For example, the nervous flyer might not want to share that information, or the neurodiverse employee might be reticent about asking for help through the airport.

“It’s very personal and sensitive,” cautions Hutchings.  

Once you identify those in need of extra services, Rebecca Brown, founder of ThinkWow, outlines all stages of the trip that must be considered. “This might include providing transportation or accommodation with wheelchair access, booking flights at times that consider individuals with religious observances, choosing hotels in close proximity to public transportation or events, and offering travel reimbursement options that consider different cultural practices,” she suggests.

“Additionally, accessible policies mean ensuring individuals can interact with your travel booking process without barriers or overly-complicated procedures.

“Providing visual or audio overviews for individuals with blindness or hosting a platform that is compatible with assistive technology is an excellent means of ensuring accessibility for all.”

Getting technical 

Technology easily fills lots of these gaps. For example, CTM’s proprietary OBT Lightning incorporates a wide range of functionality for users with visual, auditory, physical, speech, cognitive, language, learning and neurological disabilities.

There will be trial and error and Clarity’s Sue Chapman, Executive Director, Product and Commercial, and Ruth Nicholls, Head of Product for ClarityGo, advise user testing and feedback. “We defined a range of user journeys and built them in the system, then put them to the test – enabling a cohort of testers to use the system in a live environment as if they were customers with free reign,” explains Nicholls.

“This approach enabled users to explore the site freely and provide feedback, ensuring that nothing was hidden.”

Top to bottom

Ultimately, for DE&I to be understood and supported throughout an organisation it must start at the top, with inclusive leaders. It should filter down into management, HR, legal and all business functions.

The move challenges time-poor travel managers, although it’s less about changing the travel programme and more about enhancing it. This is where HR departments can help with guidance on the right language to use, while suppliers can share what they have in place already, be it accessible hotel rooms or meet-and-greet services at airports.

SilverDoor’s Chief People Officer, Imogen Brettell, suggests recommending or offering noise-cancelling headphones, earplugs and fidget tools to pack alongside booking confirmations, plus travel guide support aides such as maps and route planners. 

There will also be pushback to change and much wider issues, according to Scott Wylie, CEO of TripStax. “Superficial commitment, resulting in tokenism, unconscious bias which can impede the effectiveness of DEI efforts, lack of resources, poor communication which can create misunderstanding and conflict, and measurement difficulties as assessing the impact of DEI initiatives can be challenging,” he notes. “Assessing these issues requires ongoing effort, open communication, and commitment at all levels of an organisation.”

External consultants, industry associations, and your own HR and legal departments are the starting point to what is a vital move to create a respectful workplace.