Name: Kate Nicholls
Job title: Chief Executive Officer
Place of work: UKHospitality
As this year’s International Women’s Day theme is #InspireInclusion, what does this mean to you?
Inclusivity is what makes hospitality such a vibrant and exciting industry, whether that’s to work in or enjoy as a guest.
Looking at things from a boardroom perspective, when we formed UKHospitality in 2018, the industry wasn’t on track to hit official targets for female representation on boards.
However, it’s now apparent that a third of all board positions in the sector are held by women, which is evidence of fantastic progress.
Despite this, it is clear more can be done to truly inspire inclusivity across the industry. The sector needs to get much better at not just recruiting blind but also promoting; there is a big focus on this when it comes to appointing people but not nearly enough energy spent on it when it comes to internal progression.
If the industry wants to provide the best guest experiences possible to a diverse customer base then we need to ensure we’re recruiting and retaining diverse teams to enable us to do so.
Where do you see the sector as an inclusive place to work for women?
Naturally, the very fact that a third of business leaders across the hospitality industry are women is testament to how inclusive the sector has become in recent years.
However, it’s crucial that this level of representation is sustained and that women are given the chance to thrive, whether that’s at boardroom level, in head office, or in a front or back-of-house role.
What are the main barriers to preventing inclusion?
Despite women having a far greater representation in senior positions in the workplace, certainly compared to when I was starting out, there still exists a perception that an executive role ‘isn’t for me’.
We are generally better in hospitality but there’s still a lot that we can do to drive inclusion.
We’re still losing a lot of really good women from the sector and we need to make it easier for them by enabling all employees, male and female, to better balance work and family commitments, helping women to thrive in senior positions and place greater value on experience in some of the less obviously operational functions.
If we do that better, then we’ll get more rounded leaders and even greater diversity in the boardroom.
How far has the sector come?
The hospitality industry has come a very long way, which is something we can all be incredibly proud of.
On a personal level, I’ve always tried to ‘lift as you climb’, which is a hugely valuable piece of advice that I took from one of my first bosses.
I’ve had experience working in several male-dominated industries and I’ve tried very hard to stick to that mantra and do my bit to help bring young women through, to drive inclusivity and to build supportive networks.
What more can be done to improve?
There’s still a job to be done when it comes to mentoring women, not just in hospitality but across all industries.
Building lasting connections with inspirational people is key to generating success so being able to connect with other women who have been there and done it is a truly invaluable resource that will help other women take the next step for them in their careers.
There’s plenty that can be done in terms of workplace flexibility, providing support and just generally developing working environments that are diverse and inclusive across the board because this will be hugely beneficial to everyone.
Generally, hospitality is in a good place but, 12 months from now, I’d love to see it in a really great place.
What advice would you give to other women in the industry?
It sounds cliché but it’s so important to believe in yourself and trust your own judgement.
Don’t let yourself get swayed by others if there is a cause you are passionate about and truly believe in.
I’ve always tried to live and work by that mantra and there have been many times when it has really benefited me.
Name: Jill Whittaker
Job title: Executive Chair
Place of work: HIT Training Ltd
As this year’s International Women’s Day theme is #InspireInclusion, what does this mean to you?
It’s shocking that in the 21st century many women still aren’t getting parity of esteem, or wage, with their male colleagues. It never crossed my mind that a man would be better than me just because he was a man, and I want to ensure that all women can learn that.
Where do you see the sector as an inclusive place to work for women?
Hospitality is the most inclusive sector. Age, sex, race, religion – we welcome everyone on an equal basis.
What are the main barriers to preventing inclusion?
Barriers are there to be pushed. Ignorance is the greatest barrier – genuinely, people have to be told is they’re excluding someone or treating them less than fairly. Women need their voices to be heard.
How far has the sector come?
So far! I’m 60, when I started waitressing in the 1970s, it wasn’t unusual to have your bottom pinched by a customer (or even a colleague). Those days are long gone, thankfully.
What more can be done to improve?
Everyone needs to work on their awareness of the needs of those around them and regularly self-scrutinise to ensure fair treatment of all colleagues. We now have women in the most senior roles across the sector; there’s always room for more.
What advice would you give to other women in the industry?
Don’t accept anything less than equality. You deserve it, and if you let yourself or others be undervalued, you’re doing a disservice to our sex.
Name: Clair Preston-Beer
Job title: MD Greene King pubs
Place of work: Greene King
As this year’s International Women’s Day theme is #InspireInclusion, what does this mean to you?
This is a great theme and an opportunity to really have everyone talking about everyday inclusion – inspiring everyone to be the best version of themselves so they can reach their full potential and thrive.
Here at Greene King, we are supporting all our team members with a range of family policies so people’s careers can develop throughout people’s life stages.
Where do you see the sector as an inclusive place to work for women?
It’s getting there. Our industry, like other sectors and wider society, is becoming more inclusive but there is still work to be done to have real equity.
There are more conversations being had about issues that affect women and you can see companies being much more proactive in developing and retaining female talent.
Our employee-led female community group, Greene Sky, is inspirational and can influence strategic decisions in the business. It’s about listening and learning how we can best support women so their careers can thrive.
In the past 12 months, Greene Sky has helped shape the introduction of a menopause and menstruation policy, flexible working and family leave polices to make sure we keep this valuable talent within the business.
What are the main barriers to preventing inclusion?
There is still work to be done in terms of people’s attitudes and overcoming unconscious bias – and that’s for both men and women.
Leaders at the top also have a responsibility to lead by example and embed a culture of inclusion to truly make this a part of day-to-day reality.
It’s about building confidence for everyone and our everyday inclusion work, reverse mentoring programmes and leadership training, plus a raft of improved working policies, are all helping to break down the barriers.
How far has the sector come?
Progress is good, but it can be better. IWD is a good opportunity to reflect on the past year, see what’s been achieved for women, and identify what still needs to be done.
We need to recognise good progress has been made and celebrate that.
What more can be done to improve?
At Greene King, we now have established employee-led inclusion groups to listen and feedback on issues and suggestions to improve equity in the business.
As an industry, we are also seeing ongoing diversity and inclusion work. It’s on agendas, it’s on minds and that is the best first step. Now we need to see the ideas become action and reality to accommodate people’s different lifestyles and life stages throughout their careers.
This IWD, we’re running workshops to support people with CV writing, interview techniques and highlighting the opportunities available through our apprenticeship programme – all ways to help women develop and progress their careers.
What advice would you give to other women in the industry?
This is a fantastic industry which is so focused on people – team members and customers – that my advice would be to look around you to see all the good work that’s being done.
There is improving equity for all – nothing should stand in the way of the next apprentice, the next general manager, the next chef or brewer, supply chain manager or property surveyor – we are working towards everyday inclusion and by listening and learning about people’s experiences from all diverse backgrounds, we can really make a difference.
It is inspirational and I am hopeful we will see positive results. We have announced our ambition to have women make up 50% of senior management roles by 2030 – that is an inspirational target for everyone.
Happy IWD to everyone in the pub and brewing world.
Name: Lorraine Copes
Job title: CEO & Founder
Place of work: Be Inclusive Hospitality CIC
As this year’s International Women’s Day theme is #InspireInclusion, what does this mean to you?
This year's International Women's Day theme, "Inspire Inclusion," holds personal significance for me as it signifies the celebration of phenomenal women within the hospitality industry. By acknowledging the numerous remarkable women in this field, it serves as a powerful reminder of the value they bring and should instigate a call for change and a focused drive toward greater inclusivity.
Where do you see the sector as an inclusive place to work for women?
The hospitality sector, like every other industry in the UK, is on a journey. While there has been some progress in women holding roles such as CEO, Managing Director, and senior leadership positions, it remains insufficient. When we overlay gender with the intersection of race, I can identify only one or two black or brown women in such roles. So, there is indeed work to be done, but progress is being made, with many forward-thinking businesses that I know personally within our industry, who are championing inclusion on every level.
What are the main barriers to preventing inclusion?
Reminding ourselves that inclusion requires both action and is a choice, the barriers lie in the inertia of inaction and some individuals choosing not to recognise it as a business and industry imperative. Obviously, it’s also the right thing to do, but in order for change to occur, it requires action - it won’t just happen.
How far has the sector come?
I think it's impossible to measure precisely. What I do know is that during my two-plus decades in the industry, there has been some progress.
What more can be done to improve?
We need our male allies in positions of influence and power to advocate for gender equity and strategically work to eliminate the systemic barriers that exist. This should be done in conjunction with programmes designed to support women to thrive within the industry.
What advice would you give to other women in the industry?
I would say that there is nothing that we, as women, are not capable of. Find your tribe, seek out allies, and push forward while prioritising your mental well-being.
Name: Mel Marriott
Job title: CEO Darwin and Wallace
Place of work: We don’t have a head office so I try to hold most of my meetings in one of the bars. They are all in London and I enjoy running in to the rest of the senior team outside of our weekly meetings. Also keeps me close to the onsite teams as well as being able to see the bars in action.
As this year’s International Women’s Day theme is #InspireInclusion, what does this mean to you?
For me inspiring inclusion is all about challenging sometimes decades old gender stereotypes and breaking down old societal expectations and norms. Finding ways to remove structural barriers and inequalities within business; such as unequal pay and lack of access to senior leadership positions. Recognising that work life balance is one of the hardest barriers to overcome for some when raising a family and working. Challenging the notion / aspiration that working women or men for that matter can have it all. Like most things in life there will have to be an understanding and recognition that some sort of compromise will be inevitable and therefore creating a culture that allows the most effective flexibility.
Where do you see the sector as an inclusive place to work for women?
I think that thanks to some brave individuals, who have spoken out about and stood up against inequality, both men and women, that over my thirty years in the sector hospitality has become much more inclusive, however, as in most sectors there is still a long way to go and much that can be done. Speaking out and championing diversity and calling out instances of inequality and prejudice will help us to continue to make progress. I have been fortunate to meet some really inspiring people during my career and it is true to say that I have universally found the individuals with the most emotional intelligence and highest intellect are the least prejudiced and often the most successful because of this. These luminaries see the value of an inclusive environment and will forever promote one.
What are the main barriers to preventing inclusion?
I think that the largest barrier is ignorance of the value of inclusion. Positively I think that is diminishing though, as leaders recognise that so much opportunity is missed by not creating an environment that identifies women’s unique strengths and capabilities, and recognising the unique challenges that a woman can face in finding their career path when often trying to juggle family life too. Gender pay inequality is improving but needs to become something consigned to the history books. Thankfully the gap is being closed not just in our sector but very visibly in areas such as elite sport which thanks to its high profile helps to bring it to the consciousness of a new generation not something discussed in hushed boardrooms.
How far has the sector come?
The sector has come on enormously and will continue to do so because future generations will be more outspoken and less tolerant of any bias.
What more can be done to improve?
Keep the conversation going and keep educating and mentoring where you can. The louder the collective roar the more swiftly change will come.
What advice would you give to other women in the industry?
Always speak out and challenge the status quo. If something feels off to you it most likely does to others and that should be challenged. Find your tribe, connect with others who share similar values. I have found that the challenges that I have faced have altered significantly as the years have gone by. I think that there was much to be said for “the arrogance of youth” and that feeling of invincibility that I had in my early 20’s. I used to look at the higher ups and their fuddy duddy (sexist) ways with wry amusement and always bonded more and looked up to the individuals who to me had the most progressive outlook. I was very fortunate to work with both men and women in my early career that gave me confidence in my ability rather than seek to erode it. Becoming a mother and still wanting a career was the biggest challenge and remains so to this day, although as my boys get older their needs change and in some respects the juggle becomes easier. This sector has afforded me so many opportunities and I am heartened that it continues to become more inclusive with our collective focus.
