A practical new guide designed by employers, industry experts and women’s groups aims to provide strategies to attract, retain and support the progression of women in the hospitality and tourism industry.

The Women Breaking Barriers (WBB) Initiative has joined forces with the Hospitality and Tourism Skills Network (HATS) and People 1st International to create the Inclusive Workplace Toolkit for employers to guide them through actionable steps to build a more equitable and supportive working environment.

According to the UNWTO, in most regions of the world women make up the majority of the tourism workforce yet tend to be concentrated in the lowest paid and lowest status jobs in the industry.

There are a number of key barriers that prevent women from pursuing these jobs including a perception of long unsociable hours, concerns around progression opportunities and issues related to wellbeing.

The new toolkit aims to encourage employers to explore innovative strategies to provide support and ensure a more inclusive work environment.

“The hospitality and tourism industry offers a wealth of rewarding opportunities for women, providing not only diverse career paths but also the flexibility to balance other responsibilities. It’s a sector where women can thrive both personally and professionally. Employers have been working over the last few years to embrace new practices while also working to dispel the myths that many people have about working in this industry,” explained Helen Crickard from Women Breaking Barriers (WBB).

HATS Network Project Director Roisin McKee said: “As the industry faces ongoing challenges in attracting and retaining talent, it’s crucial that we work collectively to reduce barriers. By maximising women’s participation in the workforce, we not only tap into a broader talent pool but also create an environment where women can thrive and progress in their careers. In turn, this drives greater innovation and competitiveness within the industry. This toolkit offers practical strategies, complemented by case studies from employers who have implemented successful initiatives that are having a positive impact on their businesses.”

Bus company Air Coach hopes to increase its female workforce from 9% to 15% by the end of this year in this traditionally male-dominated industry by encouraging more women into the areas of driving and engineering. They are doing this by offering flexible work options, promoting jobs at school fairs and using in-house development programmes to prepare women for roles in senior leadership.

Kim Swan, Managing Director of Air Coach said: “Changing the culture of the company to include flexible working is key to change. As part of this project, 20 of our male senior leaders are being mentored by women to help them understand the challenges women face in the workplace.”

Titanic Belfast already has a 60% female workforce and has a keen focus on over-all employee retention through tailoring career progression plans, internal mentoring and the presence of female leaders in senior roles to set a powerful example.

Heather Graham, Titanic Belfast’s head of HR, said: “Flexibility has been the key to our success. We recognise that everybody has responsibilities, whether they have families or not, and traditional working hours may not fit with these commitments. This more rounded approach helps everybody.”