International Women’s Day 2026: Calls for action, accountability and real change in the year ahead

Alice Bowyer, Liberation Group:

I hope we see continued momentum - more women progressing into senior operational and leadership roles, clearer accountability around pay and progression, and equality becoming part of standard business practice rather than a discussion point.

Ideally, we’ll be measuring success through tangible outcomes rather than intent, showing our industry’s commitment to lasting change. It’s time for action and less talking.

Cathy Olver, retail director, Star Pubs:

I hope we continue moving from equality as an intention to equity as a practice, as there are real differences, which needs to be recognised. True progress means recognising that outcomes aren’t equal simply because opportunities appear equal as women often need different forms of support to build confidence and navigate systemic barriers.

Most importantly, I hope to see more women in senior roles, providing visible role models for the next generation and reinforcing that leadership comes in many forms.

Jo O’Brien, publican at Hobs Meadow, Solihull:

I hope to see more women managing pubs, being business development managers and directors in pub companies and succeeding in both their professional and personal lives! It should not have to be a choice; we should be able to have both!

Vicky Colclough, managing director, Joule’s Brewery:

I hope we see even more women in senior roles and that it feels unremarkable.

If leadership across the sector simply reflects the talent that’s already there, that would be progress.

The goal isn’t special treatment. It’s fairness and opportunity. I’d like people to talk to me about the business’s progress, success, and challenges - not because I’m a woman, but because of the work that I do; being a woman should be the least interesting thing.

Karen Errington, operator of the Rat Inn, Anick, Northumberland:

The industry faces more challenges now than ever, staying viable and open is the main concern of all hospitality businesses in the current economic climate.

A year is not very long to effect massive change but I hope the industry continues to make steps towards greater inclusivity and to give time to celebrate and give a voice to the women role models in hospitality and that more women and young girls feel confident to choose hospitality as a long term career.

Ayesha Kalaji, chef-proprietor, Queen of Cups:

I want to see more women holding senior positions. I want to see more women on stage accepting awards alongside their male counterparts; female head chefs holding more accolades and rosettes and stars. I want to see more women on chef-based cooking shows. I want to see more of the misogyny in the industry challenged and rejected.

We have started on the right path, so I just want us to keep travelling down this road. Like a hummus-covered phoenix, we rise!

Molly Davis, head of communications, British Institute of Innkeeping:

Well…more Justines running pubs the way she does, more pubs thriving and not just surviving.

Equality isn’t all about women vs men – it’s also about a fair and level playing field for everyone, so I hope that we manage to get more balance in our economy, supporting vital small pub businesses who do more than their fair share for their communities, with often very little recognition, reward and recompense.

And I hope that my daughter never has to protect someone else who should feel safe…that is not an industry problem though, and we don’t have the time or space to tackle that here!

Emma McClarkin, BBPA CEO:

My hope would be that we’re in a place where women feel that they have equal chances and opportunities throughout their career and that is reflected in reality – so more women in senior management and having a seat at the board table.

I think we’re on the right track but there’s more to be done, so by next year, I’d like to see a notable rise in women in senior roles and our media championing and celebrating them.

Helen Sprason, Managed Pub Area Manager, St Austell:

I would love to see the sector moving further into cross‑sectional development forums to help bridge the gap in bringing more diverse talent into C‑suite leadership.

Creating bold and brave programmes that actively support high‑potential individuals to step into these roles is essential.

We’re already seeing the beginnings of this with Boardwalk, who are focusing exactly on this type of forward‑thinking development. I’m really looking forward to seeing this progress and to championing more of these open, inclusive and genuinely exciting initiatives.

Jen Sloyan, CFO Valiant Pubs:

By this time next year, I’d like to see continued, visible progress, even if it is incremental. I would like to see clearer data reporting around representation and pay, stronger uptake of flexible working practices, and more visible female role models in senior operational and executive roles. Even incremental improvements matter — progress in percentages represents real people and real careers.

Most importantly, I hope equality becomes less of a headline topic and more of a natural standard. When diversity and inclusion are embedded into everyday decision-making, rather than treated as an initiative, that’s when real change happens.

Dawn Browne, chief people officer, Fuller’s:

We have to keep challenging ourselves to be a bit better every year. This change isn’t going to happen overnight, but we all have to make a conscious effort to push things in the right direction and recognise that diversity isn’t just the right thing to do, it adds value to a business.

In the future I would love to see more women in leadership positions in our sector – more female general managers, more female head chefs, more female board members and more female CEOs. The more female role models and mentors we have, the more we are going to encourage and inspire others.

Linda Kennedy, director of investment and growth - property, Punch:

If I could turn the clock forward 12 months, I think a good measure of turning the dial will be the number of those from programmes such as Boardwalk that are promoted or recruited into exec positions.

I’d also like to see hospitality companies look at how it supports a whole life balance. I met with a publican recently, that has two head chefs who job shared and a rota that guaranteed that neither had to work a full weekend which freed them up to spend time with children and family commitments – some different thinking applied to all organisational roles

Karen de Koning, GM at Grove of Narberth:

It still remains challenging for women to take career breaks for maternity leave, not only due to financial constraints but also because of lingering social expectations. Women are still more likely to step back from their careers to raise children, resulting in extended periods away from the workplace.

These interruptions can limit opportunities for progression and make it more difficult to reach management and senior leadership roles.

Looking ahead, I hope to see stronger maternity and parental leave policies introduced, ones that support both women and men in taking time away from work without facing financial hardship. Creating a system that enables any parent to step back confidently and return without penalty is essential for building a more inclusive hospitality profession.

Kim Toft, co-owner of Daddy Marmalades:

I hope things have changed and that more women are demanding the support to thrive that I think a lot of young lads expect and are given.

Gemma Persechino, general manager of Dog and Pickle:

⁠By this time next year, I hope the hospitality industry feels genuinely safer, fairer and more balanced.

I’d like to see more women and underrepresented groups in visible leadership roles, not just on the floor but making decisions at the top.

I also hope equality isn’t just written into policy, but reflected in everyday culture — where people feel respected, supported, and able to progress without having to work twice as hard to be taken seriously.

Justine Lorriman, licensee of the Royal Dyche in Burnley, Lancashire:

Hopefully not having the same conversations about what we want to see improve or the things we hope change for women in our industry. We want to see action and more celebration rather than the need for more change.

But as I’ve already said, I’d love to see more women in senior leadership roles. More platforms that amplify female voices - more women on panels, more female keynote speakers.

Nina Matsunaga, chef/operator at the Black Bull at Sedbergh:

Every year, we take one step forward and two steps back in so many things. Equality is no different. I hope we will be in a place that is a lot more giving in all sectors and all senses.

Katie Baldock, operator of the Bird in the Hand in Princes Risborough:

This time next year it would be really cool to see a female-owned brewery pop up (or more if they already exist!). It seems that they’re mainly monopolised by men but I am seeing way more female brewers these days, which is amazing.

Nicola Tickle, co-owner of Heft in Cumbria:

I’d like to see more women put in positions of authority, in guidebooks, on judging panels and in the room.

I’d like to go to an awards ceremony and not be outnumbered 10 to 1, but that won’t happen until women are given the space to achieve something.

Charley O’Toole, chief of staff, Chestnut Group:

• More women in management and senior leadership roles, with visible progression across the sector
• Clear, transparent metrics around promotion, pay equity, and retention to track real progress
• A culture where women don’t feel they have to prove themselves and work twice as hard to be recognised as capable leaders
• An environment where outside commitments are normalised, and people can thrive professionally, whether that means pursuing progression or performing within the role they’re in
• Ultimately feeling supported and happy in their space
• Equality embedded in everyday conversations and decision-making, not just highlighted once a year

Georgina Young, brewing director and head brewer, St Austell Brewery:

I’d like to see the industry continuing to move forward. Progress doesn’t have to be seismic every year, but it does need to continue to balance out.

I hope next year brings more representation and more opportunities for everyone, whatever the role.

Emma Heal, managing director, Lucky Saint:

I would love women to find their voice and speak up for what they need.

That is why Emma Woods and Holly Addison launched Conversations in Confidence on YouTube. They’ve interviewed myself and eleven other female leaders on their practical confidence hacks. The short interviews focus on clear, actionable steps women can use straight away.

Jacqueline Fox, co-director of the Barrelman in Dundee and Bruach in Broughty Ferry

I hope to see an industry where ‘equality’ isn’t a buzzword, but just the way we do business.

I’d love for more operators to realise that they have the power to change this just by how they hire and train.

I hope my own business is a living example of that - where we continue to thrive because we’ve given people the opportunities they deserve. If we all focus on opening doors in our own way, real equality becomes inevitable.

Claire Cleland, property manager for Star Pubs

While there are many women in management roles in the pub industry, I’d like to see more putting themselves forward for the traditionally male positions.

It’s something that Star Pubs is working hard at. The keys to changing this are to understand and address the barriers holding women back from applying in addition to publicity across all channels highlighting the many successful women making their mark in the pub trade.