Our DEI Standards



Travel Unity’s DEI Standards for Organizations are appropriate for any organization that welcomes visitors, guests, travelers, etc., including hotels, museums, restaurants, DMOs, CVBs, and many others.

We appreciate feedback on any of our Standards.

Share your thoughts by email: standards@travelunity.org

Adherence to Travel Unity’s Standards is validated by the Certified by Travel Unity program.

TRAVEL UNITY DEI STANDARDS FOR ORGANIZATIONS

Last comprehensive update: August 2020

These Standards consist of actionable Criteria that organizations can implement to be more inclusive in their engagement with visitors, management, workforce, and their local community.

Like other publicly available standards, these Criteria are free of charge for non-commercial use. As the owner of these DEI Criteria, Travel Unity reserves the right to assess and charge fees for their commercial use.

These Standards are meant as an organizational baseline. Guidelines on these Standards will continue to be released and updated and higher-level Criteria for organizations ready for a higher level of commitment to DEI are in process.

For questions or comments, email standards@travelunity.org.

These are some of the social and cultural identities that Travel Unity considers when addressing DEI:

• racial/ethnic background
• ability/disability, neurodiversity, body size
• socioeconomic status
• language
• citizenship, land of origin
• faith, religious, and/or spiritual affiliation
• gender identity, gender expression
• sexual orientation
• involvement in the justice system
• age
• marital status

as components of individual and social identity addressed in this broad category.

FOUNDATIONAL COMMITMENT

Any organization that seeks to align with any of Travel Unity’s DEI Standards must commit to being welcoming to individuals of all backgrounds and abilities in its approach to visitorship, management, workforce, and community engagement.

MANAGEMENT & WORKFORCE CRITERIA

A.1. – Leadership Commitment

A.2. – Hiring & Pipeline

A.3. – Training, Development, & Evaluation

A.4. – Employee Support

A.5. – Offboarding

A.1. – Leadership Commitment

A.1.a. – The organization has committed to integrate DEI into its leadership.

Indicator 1: The leadership of the organization advocates for DEI both internally and externally.

Indicator 2: Leadership considers DEI in the makeup of management.

Indicator 3: Leadership regularly considers relevant perspectives and opinions as part of decision-making processes.

A.2. – Hiring & Pipeline

A.2.a. – The organization has programs, policies, and procedures to find and attract a diverse pool of job candidates.

Indicator 1: Job opportunities are clearly written, matching the core responsibilities of the position; there is a delineation between minimum and ideal qualifications.

Indicator 2: Postings are placed in channels where many different kinds of people can see them.

Indicator 3: There is tracking of how changes to job posting language and selected posting channels affect applicant pool, along with appropriate adjustment when necessary.

A.2.b. – The organization has protocols to train and monitor interviewers to avoid hiring biases.

Indicator 1: Job interviews are requested based on candidates’ alignment with job-specific standards and skills.

Indicator 2: All parties involved in recruiting are trained on implicit bias.

Indicator 3: Interviews include preset questions to allow for standardized comparison of candidates.

A.2.c. – The organization has protocols that establish clear and consistent pay and benefits.

Indicator 1: Protocols are implemented by a dedicated individual/department and are monitored regularly for consistency.

A.3. – Training, Development, & Evaluation

A.3.a. – New employees are onboarded through a clear and consistent process that includes DEI-related training.

Indicator 1: All organization-wide policies are consolidated in an Employee Handbook.

Indicator 2: Specific training/information on applicable issues around health, safety, and security is available to all employees.

Indicator 3: An orientation/training process acclimates new employees to their position and work environment.

Indicator 4: The organization follows a regular process to introduce new employees to managers and co-workers.

Indicator 5: Employees are informed of appropriate channels when they are having work-related issues, including being provided with alternate channels from their direct manager.

A.3.b. – The organization balances employee roles with opportunities for professional development.

Indicator 1: The organization defines clear paths for career advancement.

Indicator 2: Employees regularly receive guidance to aid development within their roles.

Indicator 3: The organization provides training/development programs and/or flex time for employees to grow professionally.

A.3.c. – The organization follows a clear and consistent protocol for employee reviews.

Indicator 1: Department heads/HR, in coordination with leadership, set a process and standards for reviews.

Indicator 2: Employee review policies are outlined in Employee Handbook.

Indicator 3: Annual reviews for employees include both performance evaluation and goal-setting.

Indicator 4: There is a process for both the employee and the evaluator to share performance feedback.

Indicator 5: A record of all evaluations is preserved.

A.3.d. – The organization follows a clear and consistent protocol for promotions.

Indicator 1: Pathways for internal career growth are defined and recommended to employees.

Indicator 2: Promotional reviews for employees include both performance evaluation and goal-setting.

Indicator 3: There is a process for both the employee and the evaluator to share performance feedback.

Indicator 4: A record of all evaluations is preserved.

A.3.e. – The organization follows a clear and consistent protocol for disciplinary actions and termination.

Indicator 1: Department heads/HR, in coordination with leadership, set a thoughtful process and standards for disciplinary action and termination.

Indicator 2: Disciplinary and termination policies are outlined in Employee Handbook.

Indicator 3: A record of all evaluations is preserved.

A.3.f – The organization has a process for upward feedback.

Indicator 1: The process for upward feedback within the organization is outlined in the Employee Handbook.

Indicator 2: An employee promoted within the organization has an opportunity to provide feedback about their experiences in the role that they are departing, especially around issues related to DEI.

A.4. – Employee Support

A.4.a. – The organization has programs, policies, and procedures to promote work/life balance and wellbeing.

Indicator 1: There are clear and balanced expectations on availability for and responsiveness to work outside of work hours.

Indicator 2: Flex time is allotted to allow employees to balance their personal lives with work.

A.4.b – The organization has protocols to address employee health issues, both physical and mental.

Indicator 1: The organization follows a clear sick time policy that addresses both mental and physical health.

Indicator 2: The organization has an HR representative or dedicated employee who works to arrange accommodations for employees with physical or mental health conditions.

A.4.c – The organization has a policy on paid and unpaid leave.

Indicator 1: A clear policy on paid and unpaid leave is outlined in the Employee Handbook.

A.5. – Offboarding

A.5.a – There is an offboarding process for an employee voluntarily leaving the organization.

Indicator 1: All voluntarily departing employees have the option to participate in an exit interview that includes an opportunity to share input on DEI issues.

Indicator 2: There is a clear procedure for how exit interview input is processed, especially around DEI issues.

A.5.b – Channels are open for former employees to share input with the organization, especially around issues related to DEI.

Indicator 1: Former employees are invited to communicate constructive feedback at any time after their employment, especially around DEI issues.

Indicator 2: There is a clear procedure for how input from former employees is processed.

VISITORSHIP CRITERIA

B.1. – Stakeholder Engagement

B.2. – Communications

B.3. – Welcoming & Fulfilling Experiences

B.4. – Partner Engagement

B.1. Stakeholder Engagement

Definition of stakeholder: individuals and institutions affected by and/or affecting the organization 

Stakeholders include: 

• executives, department heads, and staff 
• consultants/vendors, interns, volunteers, and external advisors
• investors/shareholders
• board members
• relevant levels of government, chambers of commerce, and business improvement districts
• local communities 
• media

CRITERIA

B.1.a. – Stakeholders are identified.

INDICATORS

Indicator 1: There is internal documentation of the names of individual/institutional stakeholders, with information on how they are relevant to day-to-day operations.

B.1.b. – The organization follows a plan for regularly engaging with stakeholders and receiving input from them.

Indicator 1: Sufficient staff time is allocated to the process of creating and managing the plan.

Indicator 2: Documented plans indicate regular methods of communication.

B.1.c. – The organization follows a process for analyzing stakeholder input.

Indicator 1: Sufficient staff time and appropriate resources are allocated to analyzing and evaluating stakeholder input.

Indicator 2: Analysis and evaluation is completed on a regular basis.

B.1.d – Plans based on stakeholder engagement are regularly created and monitored.

Indicator 1: There are examples of actions inspired by stakeholder input.

Indicator 2: There are examples of mid- and long-term planning inspired by stakeholder input.

B.2. – Communications

B.2.a. – Pre-Campaign

B.2.a.i. – All pre-existing media collateral is analyzed and evaluated through the prism of DEI.

Indicator 1: Media collateral is analyzed and evaluated for alignment with current & future markets and local populations & products.

Indicator 2: The organization and any contracted marketing and/or PR agencies are all made aware of the analysis and evaluation.

B.2.a.ii – Current markets and potential audiences are assessed through the prism of DEI.

Indicator 1: Perspectives of current markets are assessed through market research, including industry data, surveys, focus groups, or other means.

Indicator 2: Perspectives of potential audiences are assessed through market research, including industry data, surveys, focus groups, or other means.

B.2.a.iii – Marketing/PR of comparable organizations is analyzed and evaluated through the prism of DEI.

Indicator 1: Analysis and evaluation of comparable organizations’ strategies & collateral include both sought-after audiences and product promotions.

Indicator 2: Both the organization and any contracted marketing and/or PR agencies are made aware of the evaluation.

B.2.b. – Campaign Planning

B.2.b.i. – Campaign strategy and goals are analyzed and evaluated through the prism of DEI.

Indicator 1: There is a recurring process for considering new audiences.

Indicator 2: There is a framework for analyzing and evaluating campaign successes and shortfalls.

B.2.b.ii – Timing and frequency of campaigns are considered through the prism of DEI.

Indicator 1: Campaigns deliberately scheduled around specific holidays/commemorations are relevant to the holiday/commemoration.

Indicator 2: Products promoted around specific holidays/commemorations are also promoted at other points during the year.

B.2.b.iii – Campaign messaging and delivery are evaluated through the prism of DEI.

Indicator 1: Current campaigns are benchmarked against the organization’s past campaigns, especially in regard to issues around DEI.

Indicator 2: Campaigns that directly refer to specific groups utilize input from representatives of those groups.

B.2.c. – Campaign Execution

B.2.c.i – Campaign launches are considered through the prism of DEI.

Indicator 1: Launch dates and other aspects of campaign launches are planned with cultural and historical considerations in mind.

B.2.c.ii – Campaign adjustments are considered through the prism of DEI.

Indicator 1: Campaign adjustments are possible when issues arise around DEI.

Indicator 2: The organization can justify DEI-related campaign adjustments.

B.2.d. – Post-Campaign – Following its completion, the campaign is analyzed and evaluated through the prism of DEI.

Indicator 1: Campaign results are evaluated against initial targets.

Indicator 2: Campaigns are analyzed and evaluated through appropriate quantitative and/or qualitative lenses.

B.2.e. – Internal and external communications follow consistent DEI benchmarks.

Indicator 1: Internal communications are in line with the organization’s pre-established practices around DEI.

Indicator 2: Staff tasked with media appearances have appropriate training around DEI messaging.

B.2.f – There are methods for members of the media to engage with an official representative of the organization.

Indicator 1: The organization maintains direct contact channels with media.

Indicator 2: The organization follows a protocol for responding to media outreach.

B.3. – Welcoming & Fulfilling Experiences

B.3.a – Before Visit

B.3.a.i – The organization trains staff and volunteers to address visitor issues, taking DEI into account.

Indicator 1: There is a documented training program that is followed and regularly updated.
Indicator 2: Both positive and negative visitor experiences are regularly documented and utilized as an opportunity to educate staff.

B.3.a.ii – There are methods for visitors to engage with an official representative of the organization and address concerns in advance of their visit.

Indicator 1: The organization provides direct contact channels for visitors.

Indicator 2: The organization follows a protocol for responding to visitor outreach.

B.3.a.iii – The booking and confirmation process is considered through the prism of DEI.

Indicator 1: Multiple payment methods are available.

Indicator 2: Reasonable accommodation is made to implement an accessible booking process for people with disabilities.

Indicator 3: Relevant booking details, especially around issues related to DEI, are included in the confirmation.

Indicator 4: Confirmation includes an invitation to address a visitor’s additional needs.

B.3.b – During Visit

B.3.b.i – The “welcoming interaction” is planned and carried out through the prism of DEI.

Indicator 1: Businesses with a visitor entrance display clear signals welcoming visitors of all backgrounds and abilities.

Indicator 2: Staff is empowered to address specific visitor needs.

B.3.b.ii – Visitor needs during the stay are addressed by the organization through the prism of DEI.

Indicator 1: There is a protocol to address needs in a timely manner.

Indicator 2: Staff are empowered to connect visitors to appropriate internal staff and/or external organizations to address visitor needs.

B.3.b.iii – The visitor experience and built environment are assessed through the prism of DEI.

Indicator 1: The visitor experience is assessed through the prism of DEI.

Indicator 2: Immediate and long-term adjustments to the built environment are assessed through the prism of DEI.

B.3.b.iv – Visitor send-offs provide an opportunity to address individual visitor needs.

Indicator 1: Staff provide appropriate recommendations and connections to help visitors continue their journey safely and successfully.

Indicator 2: Visitors are invited to provide feedback during and/or after their departure.

B.3.c. – The organization provides channels for visitor feedback.

Indicator 1: The organization provides clear methods for how visitors can provide feedback to the organization.

Indicator 2: The organization provides direct contact information for multiple representatives, including direct phone lines and actively maintained email addresses, clearly noted wherever feedback is solicited or given.

Indicator 3: The organization follows a protocol for responding to feedback.

B.3.d – The organization advocates on behalf of visitors to government entities, stakeholders, and other institutions.

Indicator 1: The organization has demonstrated communication with offices of elected officials to address specific issues faced by visitors from legally protected groups.

Indicator 2: The organization is actively involved in external forums to address issues experienced by visitors from legally protected groups.

Indicator 3: The organization is engaged with community groups that address issues faced by visitors from legally protected groups.

Indicator 4: The organization has communicated its commitment to and implementation of DEI standards to its stakeholders and supply chain.

B.4. – Partner Engagement

B.4.a. – Communication with relevant partners is planned for regular intervals.

Indicator 1: The partner communication plan is regularly reviewed within the organization.

Indicator 2: The plan distinguishes the communication needs and preferences for different partners.

B.4.b. – Sufficient staff time and organizational resources are dedicated to managing relationships and programs with external partners.

Indicator 1: Staff is given sufficient time to maintain partner relationships as part of their general duties.

Indicator 2: Organizational resources (e.g. petty cash and office supplies) can be appropriately used to maintain partner relationships.

B.4.c – The organization follows a plan to analyze and evaluate the level of success of partnerships and evolves the plan accordingly.

Indicator 1: Analysis and evaluation are completed on a regular basis.

COMMUNITY IMPACT CRITERIA

C.1. – Local Environment

C.2. – Local Employment & Contractors

C.3. – Local Engagement

C.4. – Local Culture

C.1. – Local Environment

C.1.a. – Standard operating procedures are followed to avoid and address negative environmental impact, especially as it affects the local population.

Indicator 1: Standard operating procedures around environmental impact take into account both industry/community standards and local laws.

C.1.b. – The organization demonstrates application of environmental standard operating procedures.

Indicator 1: The organization applies environmental standard operating procedures, as demonstrated by internal documentation and/or an outside assessment.

Indicator 2: The organization provides an attestation of compliance with local environmental laws over a 3-year lookback period.

C.2. – Local Employment & Contractors

C.2.a. – The organization implements a work-based learning program for students.

Indicator 1: The work-based learning program include work site visits, internships, and/or (pre-)apprenticeships.

Indicator 2: There is, at a minimum, one annual opportunity for youth work site visits, arranged in coordination with a local partner (e.g. school, community group).

C.2.b. – There is a protocol for working with local contractors/vendors.

Indicator 1: The protocol is visible to the public.

Indicator 2: The organization maintains and regularly updates an internal list of relevant contractors/vendors.

C.2.c. – There is a protocol for working with contractors/vendors owned by legally protected groups.

Indicator 1: The protocol is visible to the public.

Indicator 2: The organization maintains and regularly updates an internal list of relevant contractors/vendors.

C.2.d. – A system is in place to inform locals of job openings and industry career opportunities.

Indicator 1: The system includes a plan for communicating with relevant local partners.

Indicator 2: Communication records with relevant local partners are maintained and internally accessible.

Indicator 3: The organization engages with open-call job placement and/or career inspiration events.

C.3. – Local Engagement

C.3.a. – The organization has a plan in place to regularly seek out and/or communicate with a diverse and inclusive set of local partners for collaboration and feedback.

Indicator 1: The plan calls for action at regular intervals, with clarity regarding who is managing the process, how the process is managed, and the allocation of appropriate resources.

Indicator 2: Feedback includes qualitative and/or quantitative measurements of satisfaction from local communities about how the organization manages DEI issues.

C.3.b. – The organization has a plan in place for regular communication with relevant local partners.

Indicator 1: The plan calls for action at regular intervals, with clarity regarding who is managing the process, how the process is managed, and the allocation of appropriate resources.

C.3.c. – Regular staff time and appropriate resources are dedicated to managing relationships and programs with local partners.

Indicator 1: It is clear who is responsible for managing relationships with local partners.

Indicator 2: Managing local partner relationships is clearly defined in the job description of relevant staff.

C.3.d. – Input from local partners is taken into account when adjusting programming/products.

Indicator 1: There are examples of actions inspired by local partner input.

Indicator 2: There are examples of mid- and long-term planning inspired by local partner input.

C.3.e – The organization has a plan in place to include representatives from local community groups and legally protected classes on advisory boards and similar bodies.

Indicator 1: The plan calls for action at regular intervals, with clarity regarding who is managing the process, how the process is managed, and the allocation of appropriate resources.

C.4. – Local Culture

DLI = diasporan, local, and/or Indigenous

This acronym is to help organizations consider the broad range of community groups and possible self-definitions.

C.4.a. – The organization follows a plan to engage with pertinent groups and communities around products that relate to diasporan, local, and/or Indigenous (DLI) cultures.

Indicator 1: The plan calls for action at regular intervals, with clarity regarding who is managing the process, how the process is managed, and the allocation of appropriate resources.

C.4.b. – The organization facilitates discussions that are open to the public around products related to DLI cultures.

Indicator 1: Discussions are scheduled at regular intervals, with clarity regarding who is planning the discussions, how the discussions are managed, and how organizational resources are allocated.

C.4.c. – The organization follows a protocol to continuously process input around programming/products related to DLI cultures.

Indicator 1: The protocol calls for action at regular intervals, with clarity regarding who is managing the process, how the process is managed, and the allocation of appropriate resources.

Change Log

October 18, 2023

Removed “visitor-facing” from name of Standards

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September 5, 2020

ORIGINAL

B.3.b – Visit

UPDATED

B.3.b – During Visit

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September 5, 2020

B.3.b.ii

ORIGINAL

Indicator 1: There must be a protocol to address needs in a timely manner.

Indicator 2: Staff must connect visitors to appropriate internal staff and/or external organizations to address visitor needs.

UPDATED

Indicator 1: There is a protocol to address needs in a timely manner.

Indicator 2: Staff are empowered to connect visitors to appropriate internal staff and/or external organizations to address visitor needs.

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February 1, 2021

‘Debriefing’ changed to ‘Offboarding’

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February 2, 2021

Capitalized ‘I’ in ‘Indigenous’

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February 5, 2021

a.3.d. Indicator 2 changed from ‘Annual’ to ‘Promotional’

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May 26, 2021

A.5.a (Upward feedback) changed to A.3.f. – All A.5. adjusted up accordingly.

Nov 1, 2021

“A.4.c – The organization has a policy on work sabbaticals and family leave.” changed to “A.4.c – The organization has a policy on paid and unpaid leave.” – “Indicator 1: A clear policy on work sabbaticals and family lea”ve is outlined in the Employee Handbook.” changed to “Indicator 1: A clear policy on paid and unpaid leave is outlined in the Employee Handbook.”

We welcome organizations to use these standards internally to improve their operations.

Like other publicly available standards, these Criteria are free of charge for non-commercial use. As the owner of these DEI Criteria, Travel Unity reserves the right to assess and charge fees for their commercial use.

For questions or comments, email standards@travelunity.org.