2022 Equity Benchmarking Study Key Insights & Recommendations
About the Events Industry Council About the Events Industry Council About the Events Industry Council
Our mission: EIC is the global voice of the business events industry on advocacy, research, professional recognition and standards. EIC is the global voice of the business events industry on advocacy, research, professional recognition and standards. Our mission: EIC is the global voice of the business events industry on advocacy, research, professional recognition and standards.
Our vision: Enriching lives and driving economic growth through the power of events worldwide. Our vision: Enriching lives and driving economic growth through the power of events worldwide. Our vision: Enriching lives and driving economic growth through the power of events worldwide.
Our values: Ethical, Transparent, Inclusive, Innovative, Responsible. Ethical, Transparent, Inclusive, Our values: Ethical, Transparent, Inclusive, Innovative, Responsible.
Innovative, Responsible.
Our members: The Events Industry Council’s 30+ member organisations represent more than involved in the events industry globally. Our members: The Events Industry Council’s 30+ member organisations represent more than involved in the events industry globally. Our members: The Events Industry Council’s 30+ member organisations represent more than involved in the events industry globally.
EIC Signature Programmes: EIC Signature Programmes:
www.eventscouncil.org www.eventscouncil.org
www.eventscouncil.org
Message from the Events Industry Council ............................ 4 Introduction ........................................................................................ 5 Key Insights & Recommendations .............................................. 6 What We Know .................................................................................. 9 What We Learned ........................................................................... 14 What’s Next ...................................................................................... 17 Acknowledgments ......................................................................... 19 Contents
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Message from The Events Industry Council Anchored in the belief that the global business events industry, strengthened by diversity, can be a catalyst for meaningful change and community building, it’s crucial that we champion inclusivity in our sector as a means to drive economic and social progress and ultimately to help create a new, better reality for everyone. As an industry that at its heart fosters human connection and collaboration, we can work collectively to implement measurable change. The results of the critical first phase of EIC’s Equity Acceleration Plan, our 2022 Equity Benchmarking Study, are delivered within this report. The results illustrate clear and measurable data and insights that will inform the development of tools and resources for our sector. The Equity Acceleration Plan will enable us to support event professionals to create more diverse and inclusive environments, develop career pathways, and ensure representation in leadership and supply chains by providing the learning and resources intended to reach and support our community. While there is an ever-growing awareness of and commitment to the importance of working towards a future that is equitable for all, the Equity Benchmarking Study reveals that there is still a significant way to go and through these recommendations, we can ensure that we are not only measuring progress but also improving our ability to measure impact and sustain change. For their determination and commitment to bring this study to fruition, our heartfelt thanks go to our EIC Equity Task Force, our research partners, Tharoor Associates and Culturelytics, our consultants, Culturist Group and Miles Partnership, and to our supporting partners who have made significant contr ibutions and generously united to drive a greater impact for our industry. Finally, thank you to everyone who contributed by taking the time to participate in the study and share your experiences. Your input and leadership have been incredibly valuable as representatives of our sector helping to inform, shape and support the wider business events community. Discrimination has no place in the global business events industry, aspirations must be matched with action, and fostering a diverse workforce and event environments leads to stronger communities and outcomes. A diverse industry is one that includes multiple voices and offers an inclusive environment for all individuals. As we navigate in these times with a shared vision, we must begin with leading from where our values connect to our people, planet and our purpose on this critical journey to implement diversity, equity and inclusion across the sector.
Amy Calvert CEO, Events Industry Council
Jason Dunn Sr. Co-Chair EIC Equity Task Force, Group Vice President, Diversity, Equity & Inclusion, Visit Cincy
Tina Wehmeir CMP, CAE,
Co-Chair EIC Equity Task Force, President and CEO, AMC Institute
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Introduction The Events Industry Council’s (EIC) Equity Task Force retained multicultural and inclusive marketing communications consultancy The Culturist Group to undertake analysis and produce a summary of key insights and recommendations of the EIC’s multi-layered Equity Benchmarking Study of EIC global leaders and membership. This summary communicates key learnings and recommendations which reflect the study results and the study’s initial consultant analysis to arrive at three key sections. What We Know: This section communicates the structure of the global benchmarking study, its origins, focus and deconstructs the survey to reveal alternate strategies and best practices for future research initiatives. What We Learned: Here the summary synthesises recommendations and best practices for phase 2 and future research and initiatives from the study with a special focus on the diversity of the respondents and implications on the EIC’s work to address diversity, equity and inclusion, and the focus on racism and systemic racism. What’s Next: This section focuses on the strategic recommendations that follow from the study’s learnings and that are suggested for the development of resources to help empower the industry in its pursuit of the EIC Equity Task Force’s Equity Acceleration Plan in subsequent phases, and addresses data collection, communication and inclusion practices to engage more underrepresented and marginalised members of the industry.
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Key Insights & Recommendations This summary report includes insight analysis, summarises key observations, and presents strategic recommendations for improving future diversity, equity and inclusion (DEI) related global benchmarking work within the EIC’s Equity Task Force and Equity Accelerator Plan. The analysis and content found in this report follows the initial data facilitated by Culturelytics, and consultation services by Tharoor Associates. Based on the summary review, the report recognises the following takeaways:
Global data points confirm a varying degree of sentiment based on inconsistent participation, understanding, and satisfaction of DEI across ethnicities, regions, organisations, and employment types. • Observing participation by ethnicity in real non-weighted terms, only 232 of the total 1408 respondents (16%) of the total sample size reflect opinions of people of colour. • Observing participation by sexual orientation in real, non-weighted terms, only 95 of the total 1408 respondents (6.7%) of the total sample size reflect opinions of sexually-diverse individuals. • North America, at 86% of the total sample for the study, reports the highest ‘understanding’ of DEI, followed by Europe (5.5% of sample) and Eastern and South-Eastern Asia (3.75% of sample). • Employed event professionals (83% of sample) are significantly more dissatisfied with DEI in the industry than those who are self-employed or have alternative employment types. • Over 75% of the surveyed population identifies as female and women, are also well represented in managerial and senior roles. Nevertheless, there is a high level of dissatisfaction from this demographic when compared to their male counterparts on all 4 dimensions of the DEI framework.
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Key Insights & Recommendations
The Task Force’s originating focus relating to the effects of systemic racism on the global events industry is validated:
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• Globally, White event professionals (61%) are predominant across all job grades as a percent of total respondents to the survey. • When observing the global incidence of minority or diverse participation in the survey, only 16% of individuals who chose to self-identify, identified as Asian, Black, Indigenous or Hispanic/Latina/o/x. • Black respondents, which reflect only 7% of the total sample size for the study rated the DEI experience 11% lower across all 4 dimensions compared to ethnically White respondents, and 20% lower than the study average when observing ethnicity and employment type. • With North America, mainly the United States, comprising nearly 90% of the response to the survey, there is a correlation present when observing the low participation rate of non-White individuals in North America and the high-level of participation of White individuals in North America and globally in the survey, highlighting disparities in access and influence which are often rooted in elements of systemic racism in the United States, a place with high incidences of systemic racism.
Key DEI issues to solve for and measure against become clear when observing the data:
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• Systemic racism is likely to limit job progression for events professionals from marginalised groups, especially in North America, but the sentiment varies by global region based on the understanding of DEI, elements of unconscious bias, and potential lack of DEI training and/or acquiescence with inequalities. • Acquiescence with inequalities may reflect norms of explaining away and contextualising, arising from seniority or cultural norms around conformity. • There is a positive correlation between sentiment around DEI and overall job satisfaction when employees have’ influence over their roles or ‘personal agency’ which points to an actionable focus area for the Equity Acceleration Plan. • Despite significant female representation in managerial and board positions, study shows that the female gender requires more support from their organisations to adopt and drive DEI in the industry.
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Key Insights & Recommendations
Next step to achieve greater global diversity in respondents and participants is to consider adopting a more localised approach to Task Force Initiatives. • A Segmented Strategy. With participation rates and sentiment around DEI differing from region to region and country to country, a more localised and regional focus on equity should be considered. • Simplify Foundational Categories. Synthesise and break down the four-dimensional areas to two, helping to focus regional strategies, resources, and benchmarking initiatives in the future. • Implement Consistent Organisational Communications. Socialising EIC Equity Task Force initiatives through effective and clear organisational communications is important to encourage engagement, increase participation, and help build a culture of intent around DEI. • DEI Resources & Training. Globally, DEI resources and training will allow individuals who participate, regardless of position, type of employment, ethnicity, or location an opportunity to understand how equity, diversity, and inclusion education pertains to them, and what actions can be developed, and measured to ensure more localized accountability. • Career Development & Talent Attraction. Develop and communicate programmes that promote mentorship, career advancement, entrepreneurship, and talent attraction. • Future Measurement & Survey Design. Given the results of the inaugural benchmarking and sentiment study, the EIC’s Equity Task Force can continue to measure sentiment, awareness, and adoption of Equity Acceleration Plan initiatives and focus its measurement specifically to two foundational dimensions: Ownership and Accountability & Power of Influence.
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What We Know
In November 2020, EIC announced the creation of a global EIC Equity Task Force . The Task Force aims to support the events industry, its global federations, and the work of EIC’s Center for Sustainability and Social Impact. The Task Force is charged with addressing systemic racism and all forms of discrimination in the business events and hospitality industry by developing a meaningful framework for action to accelerate inclusion. The work of this task force is meant to support and amplify the work of the EIC’s member organisations and stakeholder partners. The framework will help establish industry benchmarks and monitor progress in the areas of Organisation Framework, Career Pathways, Industry Leadership and Event Frameworks. The EIC’s Equity Acceleration Plan adopts a structured approach to address systemic racism in the global business events industry through assessment, strategy, resources, training, and benchmarking. As a critical first step in the strategy, and to maximise the impact of the industry’s collective efforts, the Task Force agreed that it would be critical to get a clear, objective understanding of the current state of DEI as understood by employees across the industry through a global benchmarking study. The global survey facilitated by artificial intelligence technology (AI) was deployed in September 2021.
380 organizations reflected
15+ industrysectors represented
5 global regions represented
1404 event professional participated
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Culturelytics, in partnership with Tharoor Associates, DEI and Unconscious Bias advisors, utilising insights and conversations from a series of focus groups held with global Task Force membership, develop a customised framework for assessing DEI experience in the events industry. Survey architects organised questions by framework category to arrive at a scoring model which attempted to synthesise sentiment by demographic against the following dimensions: What We Know
Four-dimension framework for assessing DEI in the events industry
Accountability & Power of Influence
Ownership
Delivering Change Sustaining Change
1
2
3
4
Do I understand the nuances of DEI and act accordingly?
Is my Leadership/ Organisation working to improve DEI? How are we engaging and tracking measurements and improvements? A sense of accountability warrants the leadership/ organisation to link the “what” (DEI strategy) to the “how” (shaping and implementing outcomes). 1. If you raised a concern about discrimination, are you confident that your employer would do what is right? 2. Does the leadership of your organisation take ownership and is accountable for delivering results on DEI? 3. What is the one thing your
What key areas of DEI need change the most?
How impactful are current interventions on DEI based on key metrics?
A strong foundation for DEI is enabled through a sense of ownership amongst everyone. A better clarity of the DEI agenda will forge greater autonomy amongst stakeholders to make progress towards a diverse, equitable and inclusive industry 1. Do you feel that DEI is part of your job/role to support your organisation’s initiatives on Diversity, Equity, and Inclusion (DEI)? 2. Does your organisation make the information around DEI efforts readily available to you? 3. If you were the leader of your organisation, what are the initiatives on DEI you would implement immediately?
Often initiatives are defined on paper, but there is little evidence that they are implemented. Delivering change validates that DEI practices, policies, and structures exist not only in theory, but are widely practiced. 1. Do you feel the DEI initiatives of your organisation have the intended impact? 2. Do you feel the root cause of the need for DEI is addressed in your organisation? 3. What according to you would be the best way to measure and analyse the actionable
For an absolute culture trans-formation, DEI
changes must be integrated into the
practices in the industry. Otherwise, there will be limited bursts of change triggered by adhoc or catastrophic events. 1. Does your immediate manager encourage people with different ideas and opinions to speak up? 2. Does your organisation reflect DEI through their day-to-day decisions? 3. What more can your organisation do to ensure that all team members
Definition and its importance
Questions Polled
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Survey Outcomes What We Know
Following the analysis of responses, graphical ‘heat maps’ per each of the four dimensions were constructed to indicate, visually, and on a scale of 1 to 5 (1 being poor and 5 being excellent), how different groups of respondents felt about each of the four dimensions along the lines of demographic, regional, position and seniority held in their organisation, among others.
Example: Ethnicity and the four dimensions
Accountability & Power of Influence
Delivering Change
Sustaining Changes
Ownership
Ethnicity
Any other
3.88 3.94 3.88 4.01 3.75 3.94 3.38 4.11
3.75 3.91 3.53 3.86 4.75 3.65 4.03 4.09
3.13 3.59 3.20 3.64 3.88 3.19 3.47 3.67
3.79 3.91 3.69 3.88 4.75 3.48 3.97 4.07
Asian Black
Hispanic or Latina/o/x
Indigenous Multiracial
Prefer not to say
White
Variances by group and dimensions provide visual comparisons on potential areas for improvement and advancement when it comes to diversity, equity and inclusion (DEI). In this example we see ‘Black’ respondents reflect a .27 variance when compared to White-identifying respondents in the category of Delivering Change, for example. There is a significant trend noticed where the same ethnic group has different DEI perceptions depending on their job grade. The Importance of Benchmarking an Understanding of DEI Defining Equity Achieving equity as an organisational goal requires that there is a common understanding of not only what ‘equity’ means, but what it means to want to achieve equity. It is important to note that diverse perspectives, life experience, region, age, race and ethnicity, political views, and professional experience, among other aspects, might make it challenging for any organisation to achieve a unanimous consensus on what and how ‘equity’ can be achieved unless a previous baseline knowledge of how individuals understand the principles of diversity, equity and inclusion are established. The same can be assumed of an individual’s fundamental understanding of the term ‘racism,’ its history, application, and fundamental impacts on their personal and professional lives. Especially important is the realisation that global awareness, adoption, and understanding of the principles of diversity, equity, and inclusion will vary at the organisational, personal, and employment type levels. In approaching the survey, and its questions, it can be assumed that there will be a varied understanding of the term DEI and associated concepts.
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Recommendation What We Know
At an industry level, the EIC can help empower member organisations and the individual’s understanding of DEI principles and related concepts and vocabulary by developing and promoting education and training that provides individuals with the proper tools and resources to understand, reflect and empower them to work toward the goals and objectives related to DEI within the Equity Task Force’s framework and Equity Acceleration Plan. This first benchmarking study leaned heavily on questioning and testing knowledge, comfort and application of DEI which assume that each participant maintains a base level of understanding. Given the Task Force’s focus on racism and systemic racism, it is challenging to ascertain the level at which these issues are lived experiences for the individuals in the global events industry given the limited participation from diverse event professionals, and the previously stated deficiency of the survey questions to pose questions specifically around experiences or topics connected to racism. The survey design element which allowed participants the option to self-identify ethnically, and by sexual orientation highlights inconsistent and in some cases, insufficient participation rates for minority professionals, skewing responses to the higher-participating White and Heterosexual/Straight respondents of the survey. Observing solely two demographic categories, ethnicity, and sexual orientation, we find a severe under sampling and under participation of these groups when considering diverse and growing population rates. For these data sets, the responses were weighted. In real terms, only 232 of the total 1408 respondents (or 16%) of the total survey size reflect people of colour, and 95 of the total 1408 respondents (or 6.7%) were diverse from a sexual orientation standpoint, which could cast doubt on the adequate participation and representation of LGBTQ+ identifying individuals in this study. The deficiency in sample size among ethnic groups likely points to underrepresentation in the global events industry including potentially the diversity of the total audience for the survey, or lower participation rates and self-identification amongst people of colour who might not feel secure in identifying or participating in DEI-related research.
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What We Know
% Participants Self-Identifying by Ethnicity (Weighted)
Total Real Respondents
% of Total (Weighted)
16 48
2% 7%
Prefer not to say
Asian Black
102
16%
51
8% 1%
Hispanic or Latina/o/x
4
Indigenous
396
60%
White
27 12
4% 2%
Multiracial Any Other
% Participants Self-Identifying by Sexual Orientation (Weighted)
Total Real Respondents % of Total (Weighted)
22 17 35
3% 3% 5%
Asexual Bisexual
Gay
527
80%
Heterosexual or Straight
13
2% 1% 1% 4% 1%
Lesbian
4 4
Pansexual
Queer
29
Prefer not to say
5
Prefer to self describe
It is recommended that future surveys ensure that individuals self-select their identities to reflect more than one identity, allowing for a deeper understanding of the responses of individuals with intersectional identities. Future survey design and benchmarking work should also include additional and intentional foundational recruit- ment and participation strategies are recommended to actively seek and solicit the participation of marginalised individuals and force self-identification as a mandatory component of the research process, with a goal of securing sample sizes that reflect the population sample in any given community or region to adequately represent the sentiment of the community in question. Where possible, adequate weighting of the data can help account for variances in response rates to help achieve a relative sample. By placing an enhanced focus on communicating the intent of the survey, marginalised individuals feel empowered is key to success. Lastly, considering region-specific benchmarking surveys (versus global) can better account for variances in language, experience with DEI training, resources and culture could be an effective way to gather future sentiment analysis.
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What We Learned
The EIC’s Equity Task Force Equity Benchmarking Study was a productive, insightful and telling exercise which illuminates the complexities of conducting a sentiment survey with a global scope. At a high level we can: Observe global data points that confirm a varying degree of understanding of DEI.
Validate the Task Force’s concerns regarding systemic racism.
Identify key issues to solve for and measure against that are synthesised by the data.
1. Inconsistent Global Understanding of DEI Ownership: Do I understand the nuances of DEI & act accordingly?
When observing how survey participants reflect their understanding of DEI by global region, the study’s heatmap relating to the Ownership dimension shows varying degrees of comprehension by individuals globally relating to DEI. Unfortunately, inconsistent sample sizes in the survey prevent us from adequately comparing the entire data set, but taking the top three regions by sample size shows us ‘understanding DEI’ appears to be on a sliding scale when observing ‘heat map’ scoring:
#2 Europe Heat Map Score: 3.72 (5.5% of sample)
#1 North America Heat Map Score: 4.00 (86% of sample)
#3 Eastern and South-Eastern Asia Heat Map Score: 3.49 (3.7% of sample)
While it is a challenge to benchmark DEI across the global industry when the baseline understanding varies regionally, adopting a more regionalised and local approach will improve outcomes. In addition, and as mentioned before, a significant trend is noticed where the same ethnic group often has different DEI perceptions depending on their job grade. This might indicate that variances in the understanding of DEI are likely present at a cross- section of individual traits in addition to global regional differences.
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What We Learned
2. The Need to Refocus on Systemic Racism & Its Related Effects The data, while limited due to the sample sizes and survey approach, validates the Task Force’s and the EIC’s work in equity and systemic racism based on the available research. This is evidenced by observing the participation rate specifically in North America. With 86% of respondents from North America, and the notable variances in sentiment and influence held between White and Black respondents, we can assume that inequities in sentiment, participation and status are rooted in the effects of systemic racism and unconscious bias. The insights below can serve as a key benchmark to reflect the industry’s current state when observed across two racial and ethnic groups, White and Black respondents. • 83% of all survey respondents were employed event professionals who are dissatisfied with the DEI in the industry across the dimensions. • 102 individuals globally (16% of total respondents when weighted) who chose to self-identify by ethnicity as Black rate the DEI experience 11% lower across all 4 dimensions compared to ethnically White respondents, and 20% lower than the study average when observing both ethnicity and employment type. • White event professionals who self-identified (61%) are predominant across all job grades with minimal to no representation from other ethnicities, especially in senior management and board positions, where these individuals rate the DEI experience 13% higher than White respondents in mid-management.
“Our ownership is very, very conservative Christian, and very white. I feel we have some bias regarding people of colour, as most of our staff are white. I feel like men in my same position make more than I do as a woman, despite the fact that I have more years of experience than many of them. There is nothing blatant, and it is never discussed, but white men hold the highest level positions, and the lower level white probably get paid more than women in comparable positions. Our company is very inclusive of homosexuals and those of different religions, but I believe we have some ways to go before people of colour and women are on the same plane as white guys.” - Anonymous Open Ended Comment
These data points and select direct response comments reveal the need for additional discovery to help reveal how systemic racism and unconscious bias might be an issue particular to North America and select other regions (Europe).
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3. DEI Issues to Solve for and Measure Against Tharoor Associates outlined insights and recommendations that correlate with the data observed. These insights are useful in understanding larger but interconnected narratives that could be tested in subsequent research and benchmarking activities to validate the initial research produced under this global benchmarking study and the frameworks within each of these. • The industry’s composition of majority White representation with minimal minority representation presents barriers to representation in leadership and influential positions needed to effect change. • Unconscious biases could be limiting job progression for event professionals from different marginalised groups. • Exercising personal agency may be a mediating factor in the experience of DEI initiatives, indicating that dispersed power and greater ownership of roles at all levels hold potential for improving the experience of inclusion. • A comparison of ethnicity and organisation size reveals that the group identified as ethnically multiracial (4%) in the study rates their DEI experience 11% lower than the study average and 24% lower than their ethnically White colleagues. This is particularly lower in larger organisations suggesting that minority groups not only have limitations in representation, but also find it more difficult to sustain change through day-to-day decisions in the industry. • There is a correlation between DEI and overall job satisfaction when increasing employees’ influence over their roles and ‘personal agency.’ • Acquiescence with inequalities may reflect norms of explaining away and contextualising, arising from seniority or cultural norms around conformity. Assessing equity and systemic racism has roots in unconscious bias and likely there is a misalignment on the understanding, appreciation and embracing of DEI principles and education, globally and within organisational ranks. Given the initial research, those employed by organisations, and in positions of power and influence working within organisations in the global events industry hold privileged positions who see and understand DEI to be much more advanced than their more junior and ethnically diverse peers. 4. A Segmented Strategy With participation rates and sentiment around DEI differing from region to region and country to country, a more localised and regional focus on equity should be considered. A tiered global approach to the Equity Task Force objectives could better reflect the market-specific conditions, culture, language, sentiment, and resources available to each region. Tiers could be developed based on one or more of the issues that have arisen from the benchmarking study: • Unconscious biases and the effects of systemic racism are likely limiting job progression for events professionals from marginalised groups, especially in North America, but the sentiment varies by global region based on the understanding of DEI and potential lack of DEI training and/or acquiescence with inequalities. • There is a positive correlation between sentiment around DEI and overall job satisfaction when employees have’ influence over their roles or ‘personal agency’ which points to an actionable focus area for the Equity Acceleration Plan. • Acquiescence with inequalities may reflect norms of explaining away and contextualising, arising from seniority.
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What’s Next
Simplify Foundational Categories Synthesise and break down the four-dimensional areas into two, helping to focus regional strategies, resources, and benchmarking initiatives in the future. From the four foundational dimensions, the two that appear to need the most attention following this study are:
Accountability & Power of Influence Is my organisation and leadership working to improve DEI? How are we engaging and tracking/ measuring improvements?
Ownership Do I understand DEI issues and act accordingly?
Implement Consistent Organisational Communications Socialising EIC Equity Task Force initiatives through effective and clear organisational communications is important to encourage engagement, increase participation, and help build a culture of intent around DEI. It is important that at the global organisational level, the EIC Equity Task Force and the Equity Acceleration Plan work to remove any potential element of
non-participation due to fear or retaliation. Building trust is key. DEI Resources & Training
Globally, DEI resources and training will allow individuals who participate, regardless of position, type of employment, ethnicity, or location an opportunity to understand how equity, diversity, and inclusion education pertains to them, and what
actions can be developed, and measured to ensure more localised accountability. On further review, resources and focus areas could reflect three distinctive needs:
• A focus on collective DEI education and resource-building, especially for large organisations, where limitations in representation are evident and where multiracial individuals find it more difficult to sustain change through their influence or decisions in the industry. • A focus on systemic racism and unconscious bias for multi-ethnic/racial markets, including the United States. • A focus on homogenous cultures and markets where diversity, equity and inclusion may be less about racial differences, but instead on gender, class, sexuality, religion, and/or ethnicity. The vital role of ‘Allyship’ Leaders and people across organisations are now more aware of DEI issues and keener to play an active role to help their marginalised colleagues advance rather than expect any single function (such as human resources or a DEI committee) to make all the difference. To be co-creators of transformative DEI change in the industry, everyone must educate themselves about racism, be more cognisant of privilege, take responsibility for their own behaviours, and receive feedback from people in underrepresented groups. In other words, each one of us must ‘be an ally’.
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What’s Next
Career Development & Talent Attraction Develop a career development and talent attraction framework to communicate programmes that promote mentorship, career advancement, entrepreneurship, and recruitment. Attracting diverse talent, through career accelerators and promotional programmes can be directed at underrepresented and marginalised individuals to be defined regionally by senior event industry professionals. Future Measurement & Survey Design Given the results of the inaugural benchmarking and sentiment study, the EIC’s Equity Task Force can continue to measure sentiment, awareness, and adoption of Equity Acceleration Plan initiatives and focus its measurement related to Ownership; Accountability & Power of Influence by implementing changes to survey design, and measuring the following: • Increased participation and sentiment of marginalised and underrepresented event professionals in research (Black, Asian, Hispanic, Indigenous, LGBTQ+) by weighting data. • Account for limitations present in survey methodology, collection, analysis, and reporting. • Implement weighted-based reporting based on population sizes. • Maintain a focus on systemic racism and unconscious bias to focus on the organisation’s ‘equity’ principles and objectives. • Participation by region. • Comprehension and understanding related to systemic racism, equity, and DEI principles by region, organisation type, and employment types. • Sentiment related to DEI resources, training, and support provided by large member organisations. • Sentiment related to career progression, opportunity to grow, and the correlation between maintaining ‘personal agency,’ access and equity for diverse members of the global events industry, including diverse individuals based on ethnicity, sexual identity, gender identity, and physical ability.
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The EIC Equity Task Force aims to support the events industry, its global federations, and the work of EIC’s Centre for Sustainability and Social Impact. The Task Force is charged with addressing systemic racism and all forms of discrimination in the business events and hospitality industry by developing a meaningful framework for action to accelerate inclusion. The EIC’s Equity Acceleration Plan adopts a structured approach to address systemic racism in the global business events industry and includes four distinct areas: organisation guidelines, career pathways, industry leadership, and event toolkits. About the EIC Task Force and EIC Equity Acceleration Plan
Mr. Jason Dunn, Sr., CTA (Co-Chair) Past Chairman, National Coalition of Black Meeting Professionals Vice President, Diversity, Equity & Inclusion Visit Cincy Ms. Tina Wehmeir, CMP, CAE (Co-Chair) President and Chief Executive Officer AMC Institute Ms. Carrie Abernathy, CMP, CEM, CSEP Lead Meeting Planner, Industry Engagement Altria
Ms. Tiffany Gallagher Eastern US Branch Manager Civitas Mr. Mike Gamble President and CEO Searchwide Global Mr. Ryan George Chief Executive Officer Simpleview Ms. Karen Gonzales, CMP Fellow Director, Partnership Relations Mr. Al Hutchinson President and CEO Visit Baltimore Mr. Dwight Ireland VP, US and International Sales Speakers’ Spotlight Mr. Derrick Johnson, II, CMP Fellow, DES Director of Meetings Virtual, Inc. Ms. Katrina Kent Vice President, Meetings Management & Event Strategy Liberty Mutual Insurance Ms. Desirée Knight, CMP Fellow, CAE Director, Education and Meetings American Railway Engineering and Maintenance-of-Way Association Mr. Robb Lee Chief Marketing & Product Strategy Officer International Association of Exhibitions and Events
Ms. Chiriga “Zoe” Moore, MS, CDP Inclusive Event Strategist & Consultant CADAZO Consulting Group | Representing MPI’s Diversity and Inclusion Task Force Mr. Gary Murakami, GTP, GLP,
CMP Fellow, CMM, DES Vice President of Sales & Industry Relations Teneo Hospitality Group
Ms. Angela Nelson, MBA, CTA VP, Diversity, Equity and Inclusion Travel Portland Ms. Natasha Richards Senior Advocacy and Industry Relations Manager IMEX Ms. Tammy Routh Senior Vice President Marriott International Ms. Julia Slocombe V P of Operations, West Region Smart City Ms. Marilyn Stowers CPSM, CPSD Diversity, Equity and Inclusion Consultant Maritz Ms. Elizabeth Tovar Immediate Past President COCAL Ms. Keneisha Williams Co-Founder Black in Events Network
Ms. Marin Bright Founder and CEO Bright Business Media
Ms. Lonise Carey Managing Partner Island Destination Services Ms. Melissa Cherry Chief Diversity & Inclusion Officer/SVP Miles Partnership Mr. Chris Collinson President Collinson Media Mr. Greg DeShields, CHE, CDE Executive Director Tourism Diversity Matters Ms. Segi Desta VP of Global Accounts Conference Direct Ms. Contina Djaouga VP Finance US Travel Association Ms. Jennifer Erney, CMP, CMM, DES Executive Director, Global Sales, Meetings & Incentives | Industry Relations Accor
ASAE: The Center for Association Leadership
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The Culturist Group is a 100% minority-owned multicultural marketing communications agency based in Los Angeles, California. The Culturist Group bridges cultural values with multicultural marketing and communications strategies based on actionable insights, and the fundamental principles found in diversity, equity and inclusion practices. About The Culturist Group Thank you to all our partners
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About the Events Industry Council
Meeting and event professionals support events that generate $ 1 trillion USD in direct spending globally.
The $1.5 trillion USD of total GDP supported by global business events would rank the sector as the 13th largest economy globally, larger than the economies of countries such as Australia, Spain, Mexico, Indonesia, and Saudi Arabia.
Business events supported 10.3 million direct jobs globally and generated $621.4 billion USD of direct GDP.
Our global federation includes more than 30 member organisations spanning 100+ countries and Learn more at eventscouncil.org.
www.eventscouncil.org www.eventscouncil.org
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