The concept of accessibility has long been linked to physical spaces, as if it were merely a matter of creating the physical and material conditions necessary for “access.” Today we still talk about spaces, but they are social, cultural, and—it must be said—market-related spaces. In tourism, in particular, creating conditions of accessibility does not mean only incurring costs, but also yielding a return, including an economic one.
In the food and wine industry, this is even more true, provided we rely more and more on knowledge. And knowledge is often found in analysis, data, and new technologies—which must be tailored to the needs of those who, in various ways, require more attention. The numbers are high because many different types of needs are factored in, and when the numbers are high, that attention also extends to the market.
We’ll talk about it with Marta Grelli, an entrepreneur and founder of Travelin, named by Forbes Italia as one of the “Under 30” for 2026 and author of the “Guide to Accessible Tourism”, produced by the Ministry of Tourism and ASviS. Here’s a sneak peek at the panel discussion to be held at BTO 2026.
Annalisa: Where does the perception that accessibility is a cost come from, and what does it take to overcome it?
Marta: It starts with an image. For fifty years, accessibility has been synonymous with the symbol of the wheelchair—and thus with ramps, accessible restrooms, and structural modifications. If you think of it that way, it’s inevitably a cost and an obligation. But that’s just one of the five dimensions. Many measures addressing the other dimensions don’t require concrete: a written reservation system, a clear menu listing allergens, or a social story in PDF format for people on the autism spectrum.
Then there is the regulatory issue. The relevant technical standards date back to 1989 and 1996 and cover almost exclusively the physical aspects. Those who comply do so to meet regulatory requirements, not to attract customers.
To overcome this challenge, we need data and a method. Travelers with accessibility needs spend between 10 and 30 percent more, travel during the off-season, and return to places where they’ve had a good experience. When a business sees these numbers and knows where to start, it stops talking about costs and starts talking about investment.
And there is an effect that goes beyond individual businesses. This is a segment of the public that enjoys traveling during the off-season and to less crowded destinations. For many regions—starting with inland areas—accessibility is also a concrete tool for reducing seasonal fluctuations.
Annalisa: Why is the food aspect still the least considered in food and wine tourism?
Marta: Because it’s an invisible barrier. No one calls it a barrier. We’re used to thinking of accessibility as a matter of physical space. For people with celiac disease or a severe allergy, however, the risk lies on their plate.
It’s a paradox, because Italy actually has a head start in this area. We’ve implemented the requirement to list the 14 allergens more thoroughly than other countries, and we have many restaurant owners who are taking training seriously. The point is that listing allergens doesn’t mean managing them. Cross-contamination is often left up to the goodwill of the individual.
And the problem isn’t just in the kitchen—it’s in the information. A restaurant may handle allergens perfectly well, but if the traveler doesn’t know that before arriving, that restaurant might as well not exist to them.
Food is one of the main reasons people choose Italy. We could position ourselves as the country where people with dietary needs find more assurance than anywhere else. It’s a competitive advantage we already have but aren’t using.
Annalisa: How does a restaurant owner’s or winery’s perspective change when they realize they’re dealing with this kind of audience?
Marta: The question you ask yourself changes. As long as you think of accessibility in terms of a customer in a wheelchair, you see it as a rare case. When you discover that it affects over 20% of the population, you realize that you’re already serving this audience every day—often without even knowing it. This group includes people with disabilities, seniors with functional limitations, families with strollers, and people with celiac disease or allergies. And in an aging country like Italy, that percentage is bound to grow.
For a winery, senior visitors who have trouble navigating the stairs in the barrel cellar or families with young children are regular customers. And they often influence the group’s decision: if someone with a specific need doesn’t find a solution, the entire table won’t come.
This is even more true in small towns and rural areas. There, older residents are often the primary audience, and a welcoming environment designed for everyone can make the difference between a region that is losing its population and one that people choose to return to.
The second change concerns value. It’s a loyal customer base. Once people find a place that works for them, they keep coming back, because looking for another one means starting all over again with the vetting process. And they spread the word.
Annalisa: What does it mean, for people who choose where to eat while traveling, that the main obstacle is uncertainty?
Marta: It means that often a person doesn’t give up because the place is inaccessible, but because they can’t figure it out. Let’s think about people with celiac disease. They have to search, call, explain their needs every time, and hope that the person on the other end understands the difference between a gluten-free dish and a dish that’s safe for someone with celiac disease. The same goes for people who use wheelchairs and don’t know if there’s a step at the entrance or if the restroom is accessible.
Every phone call takes energy away from the trip. At a certain point, the cost of uncertainty outweighs the desire to set out. It weighs even more heavily when traveling, because you’re unfamiliar with the area and don’t have a trusted restaurant.
That’s why a restaurant owner who clearly communicates what they offer—and also what they don’t offer—is more reassuring than someone who simply claims to be generally attentive to everyone’s needs. People aren’t looking for perfection; they’re looking for reliable information.
Annalisa: How does the “Monitor, Improve, Report” cycle apply to a restaurant, a hotel with dining facilities, or a winery?
Marta: Travelin was created specifically to implement this cycle. It is software that measures the accessibility of businesses and regions across five dimensions, transforms this into a path for improvement, and presents the results using verified data. It utilizes over 160 proprietary algorithms and is part of the Ministry of Tourism’s portfolio of innovative startups.
Monitor. We collect objective data on the facility: the width of the bathroom door, the number of steps between the parking lot and the dining room, allergen management, the ability to make reservations without calling, and the readability of the menu for people with low vision. The result is an accessibility profile—not a simple yes or no.
It gets better. The software indicates where to focus your efforts first, based on impact and budget. Often, the most useful changes aren’t the most expensive ones: a contamination-prevention protocol, a high-contrast menu, or a field for specific needs on the reservation form. And planning them together costs less than implementing them at different times.
State it plainly. Results are communicated using numbers, not adjectives, and are verified by third parties. No longer “we are accessible,” but “these are our data.”
The cycle repeats itself every year or whenever something changes. Technology makes this possible even for a small trattoria or a family-run winery, which wouldn’t have the resources for customized consulting. In a hotel with a restaurant, moreover, it allows for a holistic view of both the guest rooms and the dining area: an accessible room is of little use if the breakfast buffet poses a risk to a child with allergies.
Annalisa: How does the European Accessibility Act apply to websites, online menus, and reservations in the food and wine industry?
Marta: More than you might think. The EAA, implemented by Legislative Decree 82/2022 and effective as of June 2025, is the first regulation to impose digital accessibility requirements on private companies. Booking sites, apps, online check-in systems, and e-commerce platforms operated by businesses that are not micro-enterprises must comply with the WCAG 2.1 AA standard, with penalties of up to 40,000 euros. A hotel with a restaurant, a restaurant chain, or a winery that sells wine online falls under this regulation.
Many small restaurants, as microbusinesses, are exempt from the requirement. They are not exempt from the problem. A menu uploaded as an image is unreadable to a screen reader, including information on allergens. A “book” button consisting solely of graphics does not exist for the visually impaired. For a blind person, this is not a minor difficulty—it is a complete barrier.
Digital platforms are the first point of contact, and that’s where people decide where to eat. My advice is not to wait until it becomes mandatory: making menus and reservations accessible is inexpensive and immediately expands your customer base.
The interview was conducted by Annalisa Romeo, a member of the advisory board of the topic Food & Wine Tourism at BTO and moderator of the panel.
The event with Marta Grelli is on November 11 at 11:00 a.m. in Hall #4, as part of the panel “NO ONE EXCLUDED: Food, Places, and Information for Truly Accessible Tourism.”
Choose here the BTO 2026 ticket that best suits your needs.
We look forward to seeing you at the Leopolda Station in Florence for BTO – Be Travel Onlife.
