A roadmap for disability inclusion and accessibility at ASOS

The challenge

ASOS has a strong internal foundation, including an active, passionate Disability and Neurodiversity Employee Resource Group (ERG). They also have many resources in place, such as a wellness plan, communication strategies for workplace success, Disability and Inclusion training, and participation in the Disability Confident Commitment since 2022. 

Despite this base, challenges emerged where good intentions did not fully translate into practice: 

• The wealth of resources and their formats felt overwhelming, with no clear destination for guidance and support on disability, accessibility, and inclusion. 
• There was inconsistency in who received reasonable adjustments and why, depending on the line managers’ awareness and support for the individual. 
• Although an established Disability and Neurodiversity ERG existed, it was not as widely known or promoted as some other ERGs within the organisation. 
• There was still internal fear of “getting it wrong,” and employees at various levels were uncertain about which conversations they could have. 
• The communication between ASOSers and People Experience (PX) about Access to Work could have been clearer at times. One key goal was to improve communication between PX and ASOSers awaiting Access to Work requests, and to identify which reasonable adjustments, tech solutions, or furniture could be implemented internally at ASOS at low cost. 

Access to Work is a UK government grant scheme that provides practical and financial support to help someone get or stay in work if they have a physical or mental health condition or disability. The scheme is under increasing pressure, with long waitlists, which means Disabled employees are often not supported quickly enough to succeed in their roles. 

It’s important to note that inconsistencies in the delivery of reasonable adjustments did not stem from a lack of empathy or care. Often, Line Managers were unsure where to find the necessary support and training to both comply legally and provide appropriate support. Initiating conversations and communication lines should come from the Line Manager, and the Disabled employee should not bear this responsibility alone. This is why we explored the reasonable adjustments process in more depth, offering guidance and support to both Line Managers and employees requesting accommodations. 

The approach

The scope of work was divided into several phases, beginning with meetings with a core People Experience team led by the brilliant Gemma Harvey. 

We reviewed materials related to the employee journey, from recruitment to employment, including policies, process documents, and resources on disability, Neurodiversity, and inclusion. After evaluating these materials, we offered recommendations and suggested improvements. 

Then we directly engaged (via video calls or in person) with ASOS employees who identified as Disabled or Neurodivergent, as well as allies. This provided us with a broader understanding of the workplace culture and ensured that our recommendations were informed by lived experiences and co-created with stakeholders.

Our Process

We approached this project with openness and transparency, believing that having all information, whether positive or negative, would allow us to deliver the most comprehensive feedback, recommendations, and roadmap toward a more accessible and inclusive workplace that supports disability and Neurodiversity.

• We established a strong communication channel with Gemma and the chair of the Disability and Neurodiversity ERG.
• We were entrusted with reading and reviewing internal and external communications, policies, and processes.
• Stakeholder engagement was crucial to ensure lived experience remained central to the project and that co-creation was integral. In simple terms, we made sure our relevant recommendations were not only backed by feedback from Disabled employees, but also enhanced by it.
• We adopted flexible working patterns, focusing on the most obvious and impactful change -improved internal communication and support around access to work, and a clearer, more transparent process for reasonable adjustments.
• To make these efforts effective in practice, training for line managers, supportive resources, and clear communication of the why behind these initiatives were essential. 

Outcome and impact

A key insight from our one-to-one interviews and survey results was the need for greater clarity within the organisation. While ASOS possessed a number of really helpful resources and materials relating to disability, Neurodiversity, and inclusion, they lacked proper organisation and a clear goal. 

After our initial work together, including recommendations and a roadmap, we were excited to propose a new phase of an essential project to establish a transparent and accountable process for implementing reasonable adjustments. 

This phase of work also involved enhancing information and communication between ASOSers and People Experience regarding Access to Work and creating a central hub for disability and accessibility resources. We also recognised that ASOS could foster and demonstrate a culture rooted in confidence, understanding, and empathy. 

In December 2025, ASOS introduced the ASOS Disability Hub – a dedicated space designed to support and empower ASOS employees who are Disabled, Neurodivergent, or managing long-term health conditions, as well as allies and advocates. 

The Hub includes: 

• Reasonable Adjustments Plan – helping identify and agree on adjustments that remove barriers and enable ASOSers to thrive at work
• Manager Guidance – practical steps for managers to create an inclusive environment
• Neurodiversity Assessment & Support – details of the new AXA Health pathway for faster assessments and early support for ASOSers and their families
• Accessible Technology – tools and technology to help ASOSers work more effectively
• Disability Confident Committed – what Level 1 means for ASOS and the actions that are being taken. 

Other outcomes were: 

• People Experience now actively advocates for and supports Access to Work requests, offering broader assistance to ASOS employees throughout the implementation process and gaining a more comprehensive understanding of it. 
• We co-developed a process for reasonable adjustments for both PX and Line Managers, along with an employee journey to clarify the stages, approval, and implementation. 
• There is more communication when a reasonable adjustment is not approved, including the process for proposing alternative solutions. 
• A decision-making matrix has been created to serve as a support tool, guiding line managers and PX in determining what is reasonable, exploring solutions, and maintaining dialogue with the ASOS employee requesting the adjustment. 

This is a long-term effort, and change takes time. However, these initiatives are designed not only to support individuals in their day-to-day roles but also to promote career progression and longevity, fostering a stronger sense of unity within the ASOS community.