In February 2023, travel advisor Margie Jordan shared her experiences of racism faced by herself and her Black guests while aboard an MSC cruise. These incidents served as a harsh reminder of the ongoing discrimination present within industries that pride themselves on hospitality and inclusion. Before the publication of an article detailing these events, MSC Cruises USA president, Ruben Rodriguez, acknowledged the issue, stating that such behavior “is not consistent with our values.” Yet, such statements bring forth the larger question: How effective are words without actions to back them up? This pivotal moment opened a dialogue not only within MSC but also across the cruise industry at large, proving essential for evaluating the systemic bias that continues to affect the experiences of many travelers.
The aftermath of the article did not just echo around social media; it prompted serious conversations and a strategic response from MSC. Bob Sullivan, head of Travel Weekly’s parent company, Northstar Travel Group, recognized the potential for tangible change and reached out to Rodriguez. The willingness to engage with travel advisors Stephen Scott and Valerie Dorsey—co-chairs of the Northstar’s Retail Group Black Travel Advisory Board—marked a significant step towards dialogue, empowerment, and ultimately, reform.
Creating a Framework for Change
A meeting was subsequently held, affording a platform for Scott and Dorsey to voice concerns and advocate for necessary changes within MSC. In response, MSC enlisted Magali Bertolucci, who previously worked in recruitment and training for nine years, as the lead architect for a new Diversity, Inclusion, and Wellbeing plan. Bertolucci noted that MSC had been aware of its shortcomings in diversity, equity, and inclusion (DEI) well prior to the publication of the article but recognized that it served as a much-needed catalyst for proactive measures.
Under her guidance, the initiative aims to reach beyond a superficial policy. It seeks a comprehensive understanding of the company’s current environment, analyzing experiences of guests and employees alike to form actionable strategies. This is not merely a “check-off-the-box” plan; it reflects MSC’s commitment to listening and learning from experiences that had previously been overlooked.
A significant development within this initiative was the establishment of a 12-person Diversity and Inclusion Advisory Committee, formed in July 2023, with Scott among its members. His inclusion emphasizes the necessity of incorporating external viewpoints to combat potential “groupthink” that often hampers innovation and resolution in corporate discussions.
Scott, who runs a luxury travel advisory service, articulated the critical need for introspection within an organization striving for meaningful change. He aims to leverage data and feedback from non-biased perspectives to ensure that MSC’s DEI efforts are both impactful and sustainable. The objective is not only to address issues as they arise but to cultivate a culture that proactively engages with diversity and inclusion at every level.
Interestingly, the plan crafted by Bertolucci notably omits the term “equity”—a deliberate choice meant to resonate with MSC’s core values. Instead, the initiative’s focus on “Wellbeing” encapsulates the essence of inclusion; it centers on ensuring that every individual’s unique voice and experience are embraced, whether they are guests, employees, suppliers, or partners. Bertolucci elucidated that diversity already exists within the organizational structure, with over 150 nationalities represented among the staff.
The emphasis on wellbeing also extends to addressing unexpected findings from employee surveys, particularly regarding the experiences of LGBTQ+ staff. Engaging external assessments, such as those provided by RINA—a certification body recognized by the International Organization of Standardization—demonstrates MSC’s commitment to compliance and best practices in DEI initiatives.
Charting a Sustainable Path Forward
While other companies may falter in their commitment to DEI, MSC’s strategy reflects a genuine desire for transformative growth rooted in its culture and values. Bertolucci’s assertion, “I don’t think you can create a department about inclusion if you don’t truly believe in it,” encapsulates the spirit of this initiative: a transformative journey that transcends mere compliance.
The trajectory of MSC Cruises is emblematic of a broader opportunity for the cruise industry and beyond; initiatives like these, rooted in authentic engagement and responsiveness, are vital for genuinely improving communal experiences. As businesses continue to evolve, embracing diversity and fostering inclusion will not only serve as imperatives for social justice but also present opportunities for richer, more meaningful connections within our global tourism landscape.