As the mother of two daughters, I can be confident when I say that the experience of women at work has transformed for the better since I first started out. Now, there are structures and support in place to enable and benefit women. Initiatives that my generation could scarcely have conceived of. However, this is absolutely not to say that the job is done. The opposite, in fact. 

 

When it comes to achieving true equality for women in the workplace, we must not rest on our laurels. As far as we have come – and we have come far – there is still plenty of work to do, and this is as true for our sector as it is for any. In hospitality, we have taken great strides to improve the experience of women. Today, a third of all board positions in the sector are held by women, and this is progress we should be proud of. 

 

Across the sector, there is far more widespread adoption of workplace flexibility and more variable career paths than ever before; there is more evidence of mentorship programmes, educational workshops, and advocacy campaigns; and these days, you do not have to look far to find individual businesses working hard to ensure women feel empowered.

 

We should collectively be very proud of all this, and we can take comfort from the work that is happening right now in the industry. But let’s not kid ourselves. Discrimination, violence against women, sexual harassment and everyday sexism are all still a very real part of everyday experiences for women and, as a society, we still have a way to go before we can say we’ve completely eradicated these.

 

We should never overlook the ongoing need to call out and have zero tolerance of persistent low level everyday sexism. This behaviour is insidious and corrosive and, as one of the industries with the highest number of female workers – more than half of our workforce are women – it is critically important that we all act decisively to call it out.

 

We've seen recently the powerful voice women can have when it comes to calling out unacceptable behaviour, and it is important that we not just encourage this, but enable it. Allyship will be crucial if women are to move even further forward. Everyone should feel a personal responsibility to this mission, but there is clearly a role for business too.

 

Everyone rightly has equality, diversity and inclusion (EDI) initiatives, and these should be viewed as a vehicle to foster inclusive and open environments for teams to discuss issues like this, share experiences and ways to make a difference. 

 

UKHospitality’s EDI Group, for example, brings together representatives from member companies to do exactly this. The practical resources that group has pulled together for the wider sector has been brilliant – from gender pay gap calculators and advice for women travelling alone to addressing menopause in the workplace and a gendered language decoder. 

 

And need I remind readers that there are legal requirements too. New laws to better protect employees from sexual harassment, for example, came into force in October last year and require businesses take proactive steps to prevent incidents happening in the first place.

 

We’re always striving to make sure businesses have the tools they need. That could be to help comply with legislation, like our guidance with the Equalities and Human Rights Commission on preventing sexual harassment, or simply other helpful resources, like those included in the Hospitality Wellbeing and Development Promise.

 

This International Women’s Day, we should all be proud of the progress we have made as an industry, because there really has been a lot of it, to the extent that the workplace environment is unrecognisable from when I entered. But we have to strive for better, because we haven’t finished the job yet. 

 

With that in mind, I’d like to offer the same advice to women in the industry who are coming up through the ranks, as I give my daughters. Find a mentor or champion, either formal or informal, who can help and provide advice on your career journey. Be present and use your voice – don't wait to be asked, men don't. 

 

And finally, lift as you climb, when you get into a position to make a difference, be sure to do so. Women represent more than half the population and we give birth to the other 49%. Our views, concerns and safety matter. Our voice matters. 

 

It’s so brilliant and inspiring seeing a number of women appointed to board positions within hospitality, and in a variety of roles, over the last few weeks. It does mean more role models for those women with the ambition to be appointed on to boards.

 

As Ruth Bader Ginsberg said: “Women belong in all places where decisions are being made. It shouldn’t be that women are the exception.” This is happening. I do feel as if we are making progress, albeit it’s still far, far too slow for my liking.

 

Women who want to progress to boards have several resources they can use to help them. For one, I have found those women already on boards to be incredibly generous with their time and advice to others – they really do want them to succeed. “There’s a special place in hell for women who don’t help other women.” said Madeline Albright. In my experience, thankfully, women who don’t help other women in this sector are few and far between. It’s a great sisterhood

 

Other useful resources include WiHTL, which is brilliant, and Women on Boards, which is also fantastic. The 30% club also looks interesting. Many organisations also run events for potential board members, including non-executive directors (NED), so seek them out.

 

Books to read to build confidence at board level include Find Your Voice: The Secret to Talking with Confidence in Any Situation, by Caroline Goyder, which was super useful. There are also several great books about being on boards, including Board Talk: 18 crucial conversations that count inside and outside the boardroom, by Kathryn Bishop and Gillian Camm. Essential reading.

 

The Propel Women Leaders Conference on 25 June, which I organise with Paul Charity and his team at Propel, is also a treasure trove of help, tips, advice and inspiration. Our range of speakers on the day, since starting the event in 2018, has been outstanding, and this year is no exception. The day begins with Carol Campbell, managing director of Stonegate, and finishes with Vanessa Branson.

 

It’s designed with the sole purpose of inspiring and motivating women to achieve their full potential, because, as Viola Davis said: “When we support each other, amazing things happen.” I can’t wait to co-host it with the brilliant Shereen Ritchie, so do buy your tickets when the news comes out as there is always a waiting list.

 

I strongly believe that the single best thing you can do, if you want to learn about how to get on a board, is to find yourself a mentor. Most senior women I know mentor at least two other women to help them grow. Being on a board is very different to running a divisional team, and it takes skill, time and understanding to navigate the transition. A mentor can really help you become “board ready”.

 

So, if you want to be on a board, what can you do to improve your chances of getting there?

• Make it very clear that it’s your ambition – do not be modest about it

• Write your own development plan and ensure your management support it

• Take positive action and don’t let up

• Positively seek out opportunities

• Talk to as many people as you can and get their advice

• Use the many resources available to develop your skills

• Believe in yourself – if you don’t, who will?

 

Norman Broadbent and Board Intelligence recently hosted a session on The Art of Good Questioning, which was illuminating for those wanting to be a NED (or a better NED). Their advice on questions to ask when being interviewed for a board role was helpful. I paraphrase, but they include asking such questions as:

• What is the culture of the board?

• How important is the board in the context of the whole business?

• How does it measure its effectiveness?

• How does the board operate?

• What issues and subjects come to the board?

• How does the board reach its decisions?

• What do you expect from your board directors?

• How would I receive feedback on my contribution?

 

This sector still needs more women on boards. I am deeply concerned about the impact of Trump on the diminution of equality, diversity and inclusion (EDI) initiatives in the States. Some American companies with a presence in the UK have already begun to pull back on their EDI commitments. Hospitality is one sector where balanced boards make complete sense. I hope that women are now so well established on UK hospitality boards that it’s a no brainer to continue progress in that direction. We all have a role to play to get women on to boards.

 

Despite progress towards gender equality across industries, the leisure sector remains behind. Research indicates that women are under-represented at board level in the leisure sector, with only 7% of the top chief executive and chair roles held by women.

 

Women face invisible barriers to career progression and are often confined to supportive roles. To create real change, the sector needs more than policies; it needs a cultural shift.

 

One of the biggest hurdles is the lack of open conversations around gender inequality. The nature of the leisure industry means that unpredictable working hours are common, and unconscious bias about women’s responsibilities outside of work can sometimes create a culture where many women may feel they are failing, or that they must work harder to prove themselves, while male colleagues can be assumed to be more capable. 

 

This bias is rarely acknowledged and can leave women questioning their own abilities rather than recognising the value they bring to the workplace. Many just feel grateful to be in the room, rather than confident they deserve to be there on merit. I know I felt like that in my first board role.

 

Networking plays a crucial role in career progression, yet many of these events happen outside working hours and women with caregiving responsibilities frequently miss out, losing access to key conversations and opportunities. The lack of female mentors, especially in the leisure sector, exacerbates the issue, leaving women without guidance to navigate the industry.

 

Flexible working policies and diversity initiatives are vital but can’t solve the problem alone. The real challenge is changing the culture. Leadership teams must set clear goals around representation, pay and promotion – and actively champion women, not just support them. Men in leadership positions should be proactive allies to women at all levels of their business, that’s how they show up. Through our incredibly talented people team, we’re committed to empowering female talent by fostering an inclusive culture, providing growth opportunities and championing gender equity at every level.

 

Women can often find themselves in supportive roles rather than leadership ones, reinforcing outdated norms, and it is the responsibility of senior leaders to challenge this by creating pathways into decision-making roles and valuing the diverse perspectives women bring. I’m incredibly proud that Oxygen Activeplay’s senior leadership team is 50% female; we firmly believe that representation is important and that greater diversity means more innovation, better decisions and, as a result, a stronger business.

 

But gender equality is not just a women’s issue – it’s a business issue. All leaders and colleagues have a responsibility to act as allies, advocating for female colleagues and creating space for women to be heard. Last month, FTSE Women Leaders Review and the UK government published a report on women in in leadership roles at FTSE350 companies, revealing that 35% of leading roles are currently filled by women, with the UK leading globally – we’re heading in the right direction!

 

Women need to be more than supported, they need to be championed. Businesses should create platforms for women to share expertise, celebrate achievements and lift each other up. Our park management teams are heavily populated by incredible women who are committed to developing the next generation of female leaders, but across the industry, structured networks for mentorship, skill-sharing and career progression would help foster solidarity and ensure this is happening across the sector.

 

Today's women are not just advocating for themselves, they’re paving the way for the next generation. The goal is not to simply accept a seat at the table with gratitude, but to create a table where women are welcomed from the outset. By continuing to push for change, women are already making a difference, but they cannot do it alone. Businesses must commit to creating a more inclusive, representative industry.

 

We work in a consumer-facing sector, and the reality is that a large proportion of our target audiences – those making the purchasing decisions – are women. It makes sense to have more female voices shaping our products and services. To me, representation leads to better insights and more innovation.

 

At Oxygen, we are welcoming hundreds of thousands of children through the door each year to have the most fun possible, and that is down to us creating an experience that appeals to their parents and caregivers, both male and female.

 

We know we have more work to do, and this year’s International Women’s Day theme of accelerate action really resonates with us. We are a growing business and constantly challenging ourselves to think about how we attract, retain and develop the best possible female talent to help drive us forward.

 

Gender equality remains a significant challenge across industries, and the hospitality sector is no exception. Historically, women have been concentrated in lower-paying, service-oriented roles, while higher-paying, managerial positions are often dominated by men. Despite some progress, substantial gaps in pay, career advancement and workplace support persist. However, one of the most overlooked issues is women’s healthcare, particularly the challenges posed by chronic conditions like endometriosis.

 

Achieving gender equality in the workplace requires addressing the healthcare inequalities women face, especially in demanding industries like hospitality. The World Economic Forum reports that women globally earn less than men in similar roles, and in hospitality, they are often under-represented in leadership positions, despite comprising a significant portion of the workforce.

 

From my experience, I’ve witnessed an encouraging rise in women moving into managerial roles in marketing, reservations and restaurant management. However, the hospitality industry still has much work to do to ensure women’s health issues, such as endometriosis, are recognised and supported at all levels of the workplace.

 

Endometriosis is a chronic condition affecting one in ten women globally, yet it remains under-discussed in many industries, including hospitality. It occurs when tissue similar to the uterine lining grows outside the uterus, causing severe pain, fatigue and complications like infertility. Despite its prevalence, it is often misdiagnosed or dismissed, leaving women without adequate support.

 

In the fast-paced hospitality industry, the effects of endometriosis, or similar conditions, can be especially challenging. Women with the condition may struggle to balance their job’s physical and emotional demands while managing chronic pain. Without employer support or understanding, the stigma and isolation only worsens. In a high-pressure industry where long hours are common, offering flexibility and understanding for employees dealing with health conditions should be a priority.

 

Addressing women’s healthcare inequalities in hospitality begins with cultivating a culture of awareness and empathy. Employers must recognise the unique challenges women face while living with conditions, such as endometriosis. Offering flexible working hours, paid sick leave and creating a safe environment for open conversations about health issues are a crucial step in the right direction. Employers could be proactive by providing training or forums for open discussions on health conditions or issues that could impact the team. By giving management teams, HR personnel and fellow employees the opportunity to understand the challenges that women could be facing and learn how to provide the support they need, stigma around these conditions would be greatly reduced.

 

Training is essential to combating gender bias and fostering a more inclusive environment. Topics could include tackling unconscious bias, inclusive leadership and gender equality, ensuring all employees understand how to support each other and work toward a more equitable environment. Such training helps dismantle assumptions that women’s health concerns are secondary or inconvenient and reinforces the importance of inclusivity in the workplace. Offering flexible work arrangements can also make a significant difference for women with health conditions. Traditional work schedules and rigid workplace expectations can be particularly challenging for women suffering from chronic illnesses. Flexible hours and a focus on employee well-being can help ensure women remain engaged in the workforce and prevent burnout.

 

Realising gender equality in the hospitality industry requires a collective effort. All stakeholders – employers, employees and industry leaders – must come together to understand and prioritise women’s health and make tangible changes. Addressing gender-specific health issues, such as endometriosis, is a key component of creating an inclusive and supportive work environment. This change can be driven through policy reforms, awareness campaigns and comprehensive training programmes that focus on women’s health and equality in the workplace. By implementing these initiatives, hospitality businesses can create a culture of respect, support and opportunity, allowing women to thrive in their careers while feeling safe and valued.

 

As the hospitality industry continues to evolve, it is essential that gender equality and healthcare inequalities are brought to the forefront of organisational priorities. Ensuring women have the resources, support and understanding they need to manage their health challenges will not only help them succeed professionally, but will also foster a diverse, resilient and productive team.

 

Travel and hospitality have always been my world. I am a hotel geek to the very core, but my path into the people profession has been anything but linear. I’ve taken a crazy-paving route, starting in hotel and conference agency people operations and supporting the build of a growing small and medium-sized enterprise from the ground up, to winning corporate accounts driven by passion for the product and the business. Then came commercial, leading sales and marketing, where, as a team, we opened new venues and built a corporate reputation and wedding business off-plan, with many successes and an amazing team.

 

Then covid happened, and for the first time since I was 19, I stopped to study. I had never really paused before – not when I had my children, not in the constant juggle of work and life. But for the first time, I asked myself the real question: What did I want from my career? It had always been “people” for me. That clarity hit hard. Something I had always known, but which so many still overlook, became blindingly obvious. Winning teams and thriving businesses are built when people are looked after. It’s that simple. 

 

When people feel safe, valued, and empowered, they naturally want to deliver their best. I knew that my next move would be values led. I wanted to be part of a business that challenged the status quo, and I wanted to help build a business that put people at its heart. The only way to do that was by taking my experience and moving strategically and fully into the people function. I wanted to enable strategy through people, but it had to be in the right business. That business is Mollie’s.

 

I take inspiration from so many incredible women who are making a difference. Ceri Gott, of Hawksmoor, is a powerhouse, leading a business with a people-first vision that just makes sense. The legacy she is building is inspirational, a chief people officer and a culture to look up to for sure. Then there’s Jane Chong and Jane Kippax, founders of Step and Stone, one of our Bristol community partners. They both have a child that has down syndrome, and therefore they live this shocking statistic. Only 5% of adults with special educational needs and disabilities are in employment, so they did something about it. They created an award-winning bakery to provide opportunities, and Mollie’s is proud to support their vision. Their determination is nothing short of incredible. 

 

Sue Walter, chief executive of the Roof Gardens is another force. She started in HR and went on to become a chief executive and board member for respected hospitality and members venues. This route is not a traditional one and is often hard to travel. When I was shifting my career trajectory, she was kind, supportive and generous with her wisdom. It made such a difference to me personally. And then there’s Georgina Verity Jones – coach, trainer and public speaker. Her son, Osian, passed away just 18 months ago, yet she has channelled her grief into raising money for charities, running her own business and supporting others with love and positivity. She provides invaluable tools to help people navigate life’s toughest moments, something that every workplace could benefit from. All these women share three qualities: bravery, tenacity and a deep care for making a difference. They are not just inspiring; they are also shaping careers and changing lives.

 

But when I think of change that is still required, there is still work to be done. One critical area that needs change is the outdated industry stance on part-time work. The assumption that working reduced hours equates to lesser commitment, ability or ambition is simply untrue. The “maternal block” is still holding too many women back from leadership roles, and that needs to change.

 

We need to find better ways to elevate women in flexible roles and ensure progression isn’t tied to rigid, outdated working structures. More women at all levels of management and leadership means stronger representation of the workforce, because let’s not forget, hospitality is a sector overwhelmingly powered by a higher percentage of women. The change is overdue, and it’s time to make that shift happen. That is real progress.

 

My advice to future HR leaders and strategists in hospitality is this: You have the power to shape the future of this industry. You can build workplaces where people are valued, where careers are nurtured and where leadership is not defined by outdated norms but by capability, vision and heart. Be bold, challenge convention, keep learning and support each other. And above all, never underestimate the impact you can make. Because when you put people at the centre of what you do, you don’t just build successful businesses with great reputations, you can change trajectories of people’s lives. The most important thing to always remember is to be a human first in every situation.

 

International Women’s Day (IWD) is celebrated annually on 8 March, striving to create a world free of bias, stereotypes, and discrimination. A world that's diverse, equitable, and inclusive, and where difference is valued and celebrated.

 

The hospitality sector is the third largest UK employer, representing around 3.5 million employees, while directly contributing £93bn annually to the economy. Women account for approximately 60% of the workforce. However, only 11% hold senior managerial positions, demonstrating the lack of women’s representation in senior management roles.

 

Beverley Budd, people and culture director at Creams Café, said: “We are proud to celebrate the incredible women who are a driving force across the business both as franchise partners and leading the way in the support centre. All playing a pivotal role in shaping the brand, driving innovation, and accelerating action towards a more inclusive future.”

 

One shining example of dedication and expertise is our head of production, Izabela Bartalis, who has been with Creams Café for more than a decade. Her commitment, knowledge, and leadership ensure that the quality and creativity behind our products remain exceptional, allowing us to deliver the indulgent experiences our customers love.

 

More than 50% of the support team are talented women at Creams, with 11 sitting in management positions and making key decisions that impact the business every day. This includes three women as part of the senior leadership team, influencing strategy and steering Creams Cafe toward continued success. Bev, myself (chief marketing officer) and Lisa Sen (legal counsel and head of legal). We also have several women breaking down and challenging gender stereotypes and leading successful franchise businesses across the UK. These include: 

 

Parveen Mann has been the Creams franchise partner in Chatham for more than ten years and her store has become a cornerstone of the local community. Parveen has experienced incredible success through the store, often ranking as one of the franchise’s top-performing stores nationwide. In addition, the team has built strong community relationships. For example, working with numerous local charities and sending desserts to the hospitals, doctors, nurse, and the staff. Parveen and the team also offer work experience to disadvantaged teenagers to help build their confidence in the workplace and allow them to gain real-world skills.

 

Saira Kamran, Creams Café Manchester Arndale 

Saira Kamran first joined the Creams family in 2019 to support her husband, Creams Cheetham Hill owner, leaving her ten-year role as a nurse in 2020 to take the leap into being a joint-Creams franchise partner in 2020. Looking for a location of her own, Saira purchased the Manchester Arndale store in 2023 and quickly set off on a trajectory for success. By the end of 2024, Arndale was seeing year-on-year double-digit growth as well as being nominated for the best store in the Arndale Centre by the local community and winning an award from the shopping mall for Best Guest Service. Saira is also a member of the Creams innovation forum, with her experience, knowledge and input helping shape the future direction of the company as a whole.

 

Akmengli Geldymamedova, Creams Café Kingston-upon-Thames

Akmengli Geldymamedova always dreamt of owning her own restaurant and, after completing her Level 5 course in business management at Saint Peter’s College, London, had a taste of what it would be like to manage her own eatery. After temporarily putting her dreams on hold to raise her family and gaining valuable experience with her husband running a café, in 2022, Akmengli opened her own Creams Café in Kingston-Upon-Thames. Having seen incredible growth across the last two-and-a-half years, Akmengli has big plans for the future, including growing her existing store alongside becoming a multi-site operator with multiple locations to own and manage.

 

Huma Ali opened her first Creams store in Croydon in 2020. Huma wanted to find an opportunity that would offer a unique combination of creativity, community  and quality, aligning with her own values. Alongside the ongoing support offered by the Creams team, Huma discovered she was now not only a part of her local community, but the wider Creams franchise community. Running a business is never without its obstacles, but for Huma and her team, the opportunity to face those challenges head-on is truly exciting. From ensuring the highest quality customer service to managing the day-to-day operations, there’s always something new to learn and problem-solve. Huma is currently in the process of opening her third store.