This article shares my personal journey navigating the outdoor recreation landscape as a bicultural woman of Hong Kong descent. My understanding and advocacy for Diversity, Equity and Inclusion (DEI) are deeply influenced by my identity. Experiences as a hiking and rock climbing mentor for Mountain Mentors , a Girl In The Wild leader, and a participant in programs offered by organizations such as Colour The Trails , Soul of Miistaki , All Access Adventures , and Incluskivity have further shaped my perspective. The ongoing journey of unlearning and relearning, while addressing knowledge gaps and unconscious biases, fosters a deeper connection with communities and the land where we recreate. Outdoor Beginnings Every summer during childhood, my family, including aunts, uncles, and cousins, would pack three minivans full of camping gear and venture around the Pacific Northwest. For my parents, camping wasn’t just a way to enjoy nature; it was an affordable means of taking family vacations while embracing life in Canada. These opportunities gave me the immense privilege of access and exposure to the outdoors from an early age. However, during these trips, I became aware that we were the only Asian family at the campsites, feeling embarrassed when my mom spoke Cantonese in the communal spaces. These early experiences reinforced a narrative that the outdoors was not designed for people like me. In early adulthood, as my interest in backcountry hiking and camping grew, I often struggled to find peers who shared my passion. Gear was—and still is—expensive, so my cousin and I pooled our money together to buy our first tent. We then got into rock climbing, which in 2012 was less popular and predominantly characterized by white men and an ego-driven culture. I learned that being a climber meant pushing hard, so I tried. As I transitioned from climbing to mountaineering and from snowboarding to splitboarding, the lack of representation and barriers to entry became increasingly apparent. Financial barriers to gear and courses, combined with the skills gap and lack of knowledge sharing, inhibited my entry for many years. Women and people of color were rarely seen in these spaces, and the discrimination encountered both on and off the mountain was disheartening. It wasn’t until the rise of affinity outdoor groups that this shifted for me. Throughout these years, I learned that, beyond the activities themselves, what I truly sought was community. The Importance of DEI in Outdoor Spaces Addressing DEI in outdoor spaces is essential, as access to nature should be a right, not a privilege. Racialized people are often less likely to engage in outdoor recreation, primarily due to historical discrimination. Additionally, it’s challenging to be in spaces where one feels unwelcome or out of place, and a skewed sense of belonging can arise from stereotypes about what it means to be “outdoorsy.” Reframing this narrative is vital. The outdoor industry remains predominantly white and continues to promote a culture of extremes, emphasizing the "conquering" of peaks and objectives. The language used is often colonial, as are the narratives that accompany it. The growth of advocacy for diversity in outdoor spaces has led to inclusive programming tailored to diverse interests and skill levels for Black peoples, Indigenous peoples, people of color, women, 2SLGBTQI+ individuals, and other underrepresented groups. Most importantly, these organizations not only address issues of access and representation in the outdoors but create supportive spaces for cultural connection and community building. They are essential for fostering psychological safety, mentorship, and skill development. Moving Forward As we continue to make strides toward inclusivity in outdoor spaces, it's important to bridge the leadership gap by increasing representation among mentors, guides, and role models. Mentorship is a crucial component, offering guidance from individuals who understand the unique challenges faced by marginalized communities and their lived experiences. Informal mentorships, such as group hikes and skills workshops, can also empower participation and build confidence in outdoor abilities. However, mentorship programs, partnerships, grants, scholarships, and inclusive training initiatives require continuous progress to be sustainable. Supporting diverse outdoor athletes, filmmakers, and storytellers further amplifies underrepresented voices and inspires future generations. Additionally, education is important for building understanding and respect for the land. By learning about Indigenous Peoples, cultures, and histories, we deepen our connection to the outdoors and encourage responsible stewardship of natural spaces. While progress has been made, there is much more to be done to ensure that outdoor spaces are welcoming to all. By advocating for DEI in outdoor recreation and fostering connections among diverse communities, we can create a more inclusive environment that enriches the outdoor experience for everyone. As we move forward, let’s redefine what it means to be an outdoors person.

As we live in an unjust world that needs many corrections, DEI efforts can be primarily focused on the needs of marginalized and under-represented communities. However, in the workplace, where inherent power dynamics play a significant role, we need to broaden our view of DEI's role in belonging. While it’s essential to address the specialized concerns and needs of underrepresented groups, anyone within an organization can feel excluded if appropriate procedures are not in place. Certainly, low pay is a major reason people leave jobs. According to a 2022 Pew Research study, 63% of people listed pay as a reason they quit a job in 2021. But that's only part of the story. Rounding out the top three reasons, 63% felt they had no opportunity for advancement and 57% felt disrespected at work. People feel disrespected in the workplace when they are left out of decision-making processes and information sharing, as well as when they are subject to job creep. Too often, organizations fail to convey important information effectively, leading to misunderstandings and a sense of exclusion. Employees who frequently feel left out of critical conversations or who are not part of the process around decisions that impact their work will not feel respected. Effective communication is foundational to an inclusive workplace culture where everyone feels informed and valued. Job creep can be a gradual or relatively quick process, depending on the circumstances. It's easy to expect high-performing staff to do more than their colleagues. When a member of the team leaves - or is fired - someone needs to take on those responsibilities. But what happens to the employee who is left carrying the weight? Yes, they might deserve additional payment and a new title but at the very least, they should be informed if this is a temporary or permanent change. To create more equitable workplaces and improve retention rates, organizations need to ensure that everyone is kept in the loop and able to be heard. Inclusion is about inclusion, which leads to belonging, which is necessary for productivity and retention. Note: In the most recent revision of Travel Unity's DEI Standards for Organizations , we have tackled these issues with a new category of criteria - A.4. Belonging (Leadership & Workforce). A.4.a. The organization promotes belonging in the workplace. i) Staff input is invited and considered regarding the organization’s programs, policies, and procedures. ii) Reasonable accommodations are provided to employees with disabilities, both in regular workspaces and as needed for work-related travel. iii) The organization supports the creation of voluntary, employee-led affinity, special interest, and/or employee resource groups. iv) Employees are invited to share demographic information. A.4.b. The organization shares relevant information with staff. i) Employees are provided information that affects the overall organization, along with opportunities to ask questions and discuss. ii) Employees are provided information relevant to their roles, along with opportunities to ask questions and discuss. iii) Departments conduct regular all-department meetings. iv) There are processes for departments to share relevant information with other departments. v) The organization has crisis response plans that are shared with relevant individuals, with accompanying training. A.4.c. The organization promotes work/life balance and well-being for employees. i) Employees are not pressured to deliver more than the standard requirements of their role. ii) There are clear and balanced expectations on both availability for additional work and responsiveness outside of normal work hours. iii) Flex time and/or leave options are offered for full-time employees to balance their personal and professional lives. A.4.d. The organization follows a protocol when employees are not able to perform their duties. i) Employees are provided channels beyond their direct manager to report if they are having difficulty in their roles. ii) The organization follows a protocol to arrange reasonable accommodations for employees with physical or mental health conditions. iii) The organization has regular dialogues with employees regarding changes in role expectations for those who are filling in for absent employees.

On May 17, 2024, Travel Unity and the International Trade Administration (ITA) announced a strategic partnership.