In the competitive landscape of the modern workforce, many companies have publicly committed to diversity and inclusion, yet the translation of these pledges into tangible employment outcomes for individuals with disabilities often remains a significant challenge. A new, more structured approach is gaining traction, one that moves beyond passive statements of intent and embeds accountability directly into the corporate hierarchy. A prominent family-owned catering company, Thomas Franks, is pioneering this model through a strategic initiative that could set a new standard for the hospitality sector and beyond, demonstrating that meaningful change requires dedicated leadership and a clear operational framework. This development, born from a partnership with the Accessible Hospitality Alliance, centers on the appointment of senior executives to a novel role: the Access Champion.
A Strategic Shift from Intention to Action
Defining the Roles and Responsibilities
The appointment of four senior executives as Access Champions by Thomas Franks represents a meticulously structured effort to weave accessibility into the very fabric of the company’s operations, rather than treating it as a peripheral HR initiative. Vicky Freeman, in her capacity as Chief People Officer, has been tasked with steering the overarching strategy, overseeing the development of inclusive policies, and ensuring that roles within the head office are designed with accessibility in mind from the outset. Her mandate extends beyond internal processes to forging vital partnerships with charities and social enterprises, tapping into external expertise to enrich the company’s approach. This centralized strategic oversight is complemented by a robust regional leadership structure. Alison Ryan will champion accessibility for all craft and kitchen positions across England, while John Fleming and Robbie Laidlaw will assume equivalent responsibilities for Scotland and London, respectively. This division of labor ensures that the push for inclusivity is not a one-size-fits-all directive from corporate headquarters but is instead tailored to the unique operational contexts of different regions, turning a high-level vision into a practical, on-the-ground reality.
The Importance of Leadership Buy-In
Further cementing the initiative’s significance is the direct involvement of the company’s highest-ranking leaders, a move that elevates the accessibility agenda to a core business priority. CEO Blain Shepherd and Founder Frank Bothwell will join the Advisory Board of the Accessible Hospitality Alliance, signaling an unequivocal, top-down commitment to the cause. This level of executive engagement is critical, as it ensures that the Access Champions are not only empowered but also have the resources and organizational backing necessary to enact meaningful change. When senior leadership actively participates in shaping and guiding an inclusivity strategy, it sends a powerful message throughout the organization that these values are non-negotiable. This move transcends symbolic gestures, positioning accessibility as integral to the company’s long-term success and corporate identity. It guarantees that the initiative will remain a focus in strategic planning, budget allocation, and performance evaluations, preventing it from being sidelined by other business pressures and fostering a culture where every employee understands its importance.
The Broader Implications for the Hospitality Industry
Fostering a Culture of Ownership
The core principle underpinning the Access Champion model is the transition from passive agreement to active ownership of inclusivity goals. As noted by Denis Sheehan of the Accessible Hospitality Alliance, there is a growing momentum across the industry to appoint such champions because they provide a clear locus of responsibility. In many organizations, the goal of being more inclusive is universally supported but fails to gain traction because it is everyone’s—and therefore no one’s—specific job. By designating senior leaders to this role, companies ensure that there is an individual who is directly accountable for driving progress, measuring outcomes, and representing the accessibility agenda at the decision-making table. This structure transforms a vague aspiration into a set of concrete, actionable tasks. It creates a go-to person for guidance, a persistent advocate for necessary changes, and a visible symbol of the organization’s commitment. This sense of ownership is what ultimately turns well-meaning intentions into a sustained, integrated, and successful employment program that can be iterated upon and improved over time.
A New Standard for Employment Equity
The strategic appointments at Thomas Franks ultimately signaled a significant evolution in how the hospitality industry approached employment equity. For years, the sector had recognized the moral and business imperatives of hiring a more diverse workforce, but progress was often hampered by a lack of a dedicated framework to translate these intentions into practice. The formal establishment of the Access Champion role marked a turning point, providing a clear, structural solution to a persistent problem. This model was not just about compliance or fulfilling a diversity quota; it was about fundamentally re-engineering hiring and workplace culture to be inherently inclusive. It was a tangible acknowledgment that creating accessible employment opportunities required dedicated expertise, strategic oversight, and unwavering executive support. The industry watched as this approach began to prove that with designated leadership, the long-held goal of building a workforce that truly reflected society was not only possible but was also a powerful driver of organizational strength and innovation.
