The challenge

Although Sightsavers has global accessibility guidelines, they were eager to tailor them to better support their local teams and to be an exemplar, especially as many events they participate in are collaborative with external partners, such as festivals. Their goal was to shift from simply complying with legal requirements to fostering a culture in which accessibility is a natural part of everyday work. 

This meant thinking intentionally about what it means to attend an event or to participate in a trip with Sightsavers. They wanted invitees to have as much information as possible to support their decision-making to ensure they were as independent as possible, feeling fully welcomed, supported, and able to enjoy the experience, and to ensure they felt motivated to provide as much information as possible to the travel team to plan for any contingency during the activities.

Our approach

The team at Tilting the Lens draws on personal, professional, and lived experience of disability. For this project, the approach focused on a few key areas, including: 

• Identifying pain points: Talking directly with staff to understand their specific challenges and accessibility concerns regarding events, travel, and past issues. 
• Localising: Transforming broad global event guidelines into clear, practical toolkits tailored for local teams in Ireland
• Prioritising accessibility: Using plain language, avoiding jargon, and ensuring people can quickly understand and reference the recommendations when needed. 
• A focus on psychological safety: Ensuring that the travel checklist and framework, and event planning toolkit’s intention, language, and approach prioritise Disabled stakeholders, making people feel safe and comfortable sharing their access and support needs when travelling or attending events.

What we did

Developed an inclusive travel framework

We created a framework of tools to help make international travel safe and accessible for everyone. The two-document set, aims to support psychological safety for people invited to participate in travel. 

The first, an audit and review template supports staff on the ground to create a “What to expect In-Country” briefing document. This is a vital resource that will allow Sightsavers Ireland to show and tell Disabled people who have been invited to travel with them everything they need to know about what they will experience. By giving as much information as possible before invitees accept the invitation, it will help them make informed decisions about their own wellbeing and safety, and to know what information to give to Sightsavers to plan as carefully as possible for any challenge that may happen during the trip. 

The second tool is the Sightsavers Ireland Travel Access Rider, a detailed questionnaire designed to encompass the entire travel experience, driving a planning process that includes Disabled people, moving from reacting to access issues as they arise towards thoughtful, personalised preparation. The rider covers:

• Mobility and logistics
• Daily living
• Safety, participation, and evacuation
• Contingency and preparation

These documents highlight three key operational benefits:

• Risk mitigation: Allows teams to spot potential issues in the host country well before the trip begins, and to plan for and identify potential solutions locally if equipment or medications fail or go missing.
• Efficiency and reusability: Establishes a lasting record that ‘future-proofs’ data for future trips, cutting down on administrative tasks.
• Participant-centric design: Encourages guests to actively shape their travel plans, focusing on autonomy and well-being.

Created an event accessibility guidelines and best practices document, and an event accessibility checklist and a language toolkit

The two documents offer detailed recommendations, tools, and checklists to help Sightsavers Ireland organise events from ideation through to execution that are truly welcoming, inclusive, and accessible to all, regardless of individual needs.

They provide a strategic framework for embedding accessibility into organisational culture, covering everything from initial planning and budgeting to post-event reflection.

• Practical Checklists: Actionable checklists for auditing physical venues, covering essential details like step-free access, accessible bathrooms, and proper signage.
• Digital and hybrid standards: Detailed instructions for hosting virtual events, including how to effectively use platform features like captions and how to coordinate sign language and interpreters.
• A language toolkit: A guide to respectful communication that provides a list of inclusive terms to replace outdated or ableist language.
• Staff etiquette and training: Reminder guidance for staff on how to interact respectfully with Disabled people, such as mobility, sensory, or non-apparent disabilities.

We also designed all digital materials to be compatible with assistive technologies and screen readers, using plain language and visual supports for ease of use.

Outcome and impact

Sightsavers Ireland now has straightforward, localised guides to create accessible events and support international travel. The project set up a clear way for participants to share travel preferences and accessibility plans, building trust and safety. Additionally, teams received ready-to-use checklists to help make sure accessibility is considered from the start of a project, and to support advocacy on the ground for accessibility upgrades to the facilities used for travel.

• Ensures compliance and beyond: While the documents help meet legal standards such as the European Accessibility Act (EAA), they aim higher, moving beyond compliance to create an environment where Disabled people feel welcomed from the start and can participate in and enjoy accessible experiences. 
• Reduces stress by providing detailed Pre-Arrival information, such as photos of entrances, accommodation, and transport modes and routes, guests and hosts feel more prepared before arrival.
• Simplifies planning: The structured checklists and budget guidelines (including estimated costs for interpreters and ramps or other portable equipment) take the guesswork out of resource allocation and logistics.
• Builds confidence for staff: The specific “Support-Staff Guidance” empowers team members with the skills and etiquette needed to assist guests sensitively and effectively.
• Promotes consistency: The Language Toolkit ensures that all Sightsavers Ireland communication, whether from fundraisers or senior leadership, is unified, respectful, and aligned with the disability rights movement.

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.

The challenge

The RDS faces the complex task of designing and hosting a large-scale, high-energy event, welcoming thousands of children daily in a historic campus that presents barriers to full participation.  

While we were assessing the event as hosted at RDS Dublin, we were also aware that learnings could be carried to the other host venues in Belfast and Limerick.  The ESB Science Blast event is one that will live long in the memories of the children who attend and presents an opportunity to demonstrate accessibility and inclusion in action to the thousands of children who take part.

The key challenges included:

The need to maintain the seamless movement of large groups of children through every part of the site from arrival, parking and entrance, navigation through exhibition spaces, and high energy interactive displays and shows, facilitating lunch break, sanitary accommodation, first aid, and safe exit. Prioritising child safeguarding at all times. 

The venue is an older multi-purpose warehouse-style large space with high ceilings and no natural light.  It is subdivided for the purpose of the ESB Science Blast event but is difficult to manage in respect of noise travel between competing stages, and to facilitate quiet or sensory-friendly zones.

The performative-element shows combine loud noises, bright lights, on-stage and audience participation presenting challenges for sign language interpretation, real-time captioning, audio-description, and for the experience of neurodivergent attendees.

The approach

Tilting the Lens conducted a comprehensive accessibility audit during the event to capture observations during peak event capacity and to witness the real-time barriers in crowd flow and opportunities for participation.

We conducted a zonal analysis, mapping the site as distinct areas, including the exhibition hall, interactive exhibits, performance stages, staff facilities, and sanitary accommodation, identifying pragmatic solutions to address physical, cognitive, and sensorial barriers to accessibility.

Central to our approach to recommendations was the need for communication, including sharing pre-visit illustrated narratives describing what to expect at the event (e.g. noise levels, entry procedures, what a performance looks like) with teachers and students.

Communication recommendations extended to wayfinding and signage at the event, and how some simple changes could improve the overall experience for everyone.

Our approach to the audit was both practical and strategic, and included collaboration with the event management team and staff training to share learning from this event that could apply more widely across the RDS campus, and to align third-party external vendors with RDS accessibility values.

Tilting the Lens advocated for feedback channels to gather input from parents, teachers, and students, specifically focusing on Disabled children’s experiences, to help continuously improve accessibility and ensure the programme meets the needs of all participants.

Following the delivery of a comprehensive report document, a feedback loop meeting with the ESB Science Blast team went through key recommendations with an opportunity to discuss barriers to implementation. Later in the year, the full RDS event team had an opportunity to attend Disability Awareness training. Ahead of planning for the 2026 event, a focus group was facilitated with ESB Science Blast teachers from Additional Educational Needs (AEN) Schools to reflect on their experiences of supporting their students at the event, and to identify any remaining barriers to participation that could be solved for in the future. 

Outcome and impact

A school field trip or tour is often a highlight of a student’s experience, but for Disabled students or Disabled teachers, their experience can often be unequal. Trips to zoos, activity centres, or educational events are often planned and booked by those with good intentions, but they may make an assumption that the teacher is non-Disabled, or make a judgement that a Disabled child might be happy to observe, rather than participate.

This project was ambitious to ensure that all children, teachers, guardians, and visitors can engage with the ESB Science Blast programme at the RDS safely, comfortably, and with dignity, and ensure that all of Ireland’s future scientists, innovators, and educators feel seen, supported, and empowered.

“Real inclusion doesn’t happen by accident, it’s something we build together, intentionally and with care. At ESB Science Blast, we want every child to feel that this event is for them, that their curiosity is welcome, and that they can participate fully in the excitement of discovering how the world works. Working with Tilting the Lens has been transformative. Their honesty, expertise, and partnership helped us see our event through new eyes and understand where we could do better. That process felt collaborative, practical, and grounded in a shared belief that inclusion should be lived, not just stated.

We’re committed to continuously improving, listening, and learning so that each year becomes more accessible for every student and educator who walks through our doors. That’s the kind of event and the kind of future we want to create.”

– Amy Harrington, RDS Science and Technology Programme Manager

The challenge

The goal of the collaboration was to work with Trifle Studio to grow and expand their reach, while continuing to strengthen their core values. Tilting the Lens would help draw up and support plans for strategic growth and increased industry visibility through media and client outreach, exploring their financial model, and leadership development. 

Importantly, phase 3 of the collaboration included a full accessibility audit for Intoart and Trifle Studio, ensuring that their external and internal communication followed accessibility best practices.

The approach

The project with Trifle Studio was split into 3 phases across 3 years: 

1. Strategic planning and foundations
2. Organisational growth
3. Accessibility and capacity building

Phase 1: Planning priorities for the year

Phase 1 kicked off in February 2023 with a one-day in-person session between Trifle Studio leadership, the artists and designers, and Tilting the Lens, to align across the strategy for 2023-2024.

In this session, we covered upcoming projects and Trifle’s 2023 commissions, PR and communications planning, and leadership and recruitment. In March, Tilting the Lens delivered an action plan with recommendations for client engagement, artist development, and increasing industry visibility.

Phase 2: Affirming core mission while expanding

In the second phase of the project, Trifle Studio’s focus shifted towards strategic growth and expanding their reach and reputation, while also developing leadership. This meant that Tilting the Lens was supporting Trifle Studio across four core pillars: 

• Mission Reaffirmation: strengthening the studio’s values and expanding engagement.
• Partnerships: identifying collaborators, clients, and media opportunities.
• Sustainable Funding: exploring diversified, equitable income streams.
• Future Planning: equipping the team to adapt to shifting trends and needs.

Phase 3: Building capacity and focusing on accessibility

Phase 3 continued to build on the studio’s capacity and capabilities, and included an accessibility audit of materials, followed up by recommended improvements.

Accessibility audit

• Tilting the Lens carried out an accessibility audit across Trifle Studio’s social media, website, and communications, including recruitment materials, budgets, and contracts. We offered guidance on public-facing exhibition materials, access rider templates, and inclusive practices across the board.
• In November 2024, Tilting the Lens and a guest graphic designer led a workshop that focused on accessibility for neurodivergent and Disabled audiences, with a toolkit for practical use. 

Easy Read integration

• As part of the accessibility action plan, Tilting the Lens recommended Easy Read integrations into documents including policies, timetables, welcome packs, and consent forms. 
• A charity organisation that specialises in creating Easy Reads joined (virtually) Trifle Studio and Tilting the Lens for an in-person feedback session to discuss next steps. 

Expanding the network

The final focus of Phase 3 was creating a directory of Disabled creatives for future commissions, as well as recruiting trustees with a focus on lived experience. As part of this, Tilting the Lens helped improve the accessibility of the recruitment and outreach process, and made network recommendations.

Throughout the project, members of the Tilting the Lens team led in-person sessions at their studio in Peckham, London, to meet the artists and to make the meetings more accessible for the team as a whole.

Reports, feedback documentation, and all deliverables were always offered with a follow-up call to discuss and receive feedback. The documentation was provided in an accessible format.

Outcome and impact

This long-term project has been highly fruitful, with Tilting the Lens and the charity behind Trifle Studio, Intoart, establishing a collaborative and supportive relationship. 

• Within the studio, structured systems and processes were implemented, and communications were made more inclusive. Specific examples include increasing the accessibility of budgeting and finances for all stakeholders and creating templates for artists’ access riders to send to clients ahead of projects. 
• Trifle Studio now has roadmaps in place for Learning Disabled people to be increasingly involved in the strategic planning and future of the organisation.   
• Externally, Trifle Studio has broadened its network of collaborators and clients, garnering wide publicity when six artists with learning disabilities were featured in the May 2023 issue of British Vogue, showcasing their work at Trifle Studio to a global audience. 
• While the project concluded in May 2025, Tilting the Lens’ Senior Consultant, Emma Shaw, is joining Intoart’s board of trustees to help advance the organisation’s exceptional work and future strategic objectives. 

The challenge

Tilting the Lens’ role was to audit the office space, taking account of the varied functions of different spaces, provide suggestions for improvement, and to establish best practices in accessibility across the client’s workspaces and events. This work would grow their inclusive working culture, resulting in greater employment opportunities for Disabled talent, as well as strengthening the company’s position as a leader in accessible practices. 

Our client’s initial concern was specifically around physical accessibility, citing the weight of the doors within the office. The site visit and audit also identified other issues, most notably that the floor plan was extremely complex for a single-level office, while many of the office areas were similar in design, making navigation confusing. In addition some of the company branding used as interior decor could have compromised accessibility for people with sight loss.

The approach

Tilting the Lens audited the client’s offices with reference to both local, national, and global building standards. We also used best practice accessibility standards, particularly taking the access requirements of Neurodivergent communities into consideration. This approach ensured that recommendations would take account of the general welfare of all staff and visitors to the site.

This informed our pan-disability recommendations across physical, digital, sensory and wayfinding elements of the workspaces. We applied each of these elements to different accessibility requirements and inclusion frameworks. We also looked at the use and purpose of the space and furniture. For example, whether employees use an area to work, share, or assemble, knowing that within these uses, some people might prefer high stools or sit-stand desks, comfortable armchairs, chairs with high backs, or chairs with low arms.

Outcome and impact

We delivered an accessibility audit and report with quantifiable metrics and tangible feedback that focused on particular areas for improvement.

Built environment

There were some quick wins that could be implemented immediately in the space, such as colour-coding sections of the office, so that open-plan spaces were easily differentiated from each other. 

Use of colour contrast can be a building regulations requirement and is sometimes misinterpreted with garish results. The contrast can be subtle and remain effective for people with sight loss and neurodiversity, as well as creating a more inviting space for all employees and visitors.

There were also more complex solutions that would require additional resources, or coordination with the landlord. These were clearly stated with advice on how to approach the landlord regarding shared spaces such as entrance lobbies and fire evacuation stairs. 

Signage and navigation

Navigating the office was noted as particularly challenging for first-time visitors and Neurodivergent employees. We made recommendations around communicating the layout of the space, and revising the room-naming strategy to be more readily and independently understood. In particular for first time visitors, putting up more strategic signs, assigning room numbers, and putting a visitor plan in place. 

Biophilic design

Biophilic design is a concept used in buildings to connect the occupants to natural elements. We advised on how to apply the principles of biophilic design, employing a palette of natural colours and materials, and adding plants to the space, with care not to trigger allergies or sensitivity to fragrance.

Communication

As well as the physical workspace, we recommended the client assess the accessibility of their internal communication channels, and we offered advice on assistive technologies. 

Policy and culture

It’s important that a commitment to accessibility is reflected in company policies and the shared mindset, and where necessary, this means addressing a lack of awareness and training.

The client has put quick wins into effect, and has begun the next stage of making the space more accessible. They have a clear action plan in place to help them to budget for long-term goals.

The challenge

The organisers of Soho Summit wanted to ensure that Disabled people could participate and engage fully with the event, with specific accommodations in place for those who are Deaf, Blind or low vision, Neurodivergent, and others with disabilities.

This meant making sure that the content at the event – such as films, talks, and imagery – was available in multiple formats, to ensure flexibility and suitable for everyone, and of course, that the physical space itself was accessible. 

The approach

Teaming up with Tilting the Lens, Soho House implemented several key measures to enhance accessibility throughout Soho Summit, and to cater to a wider range of attendees.  

1. Physical descriptions: Panellists and facilitators at the Soho Summit offered physical descriptions of themselves before starting their presentations or discussions. This was particularly beneficial for those who are Blind or low vision, detailing participants ethnicities, backgrounds and outfits.
2. BSL interpreters: British Sign Language (BSL) interpreters were present at every talk, ensuring that Deaf attendees had equal access to the event’s content and discussions. 
3. Ramps and handrails: The main stage of Soho Summit was equipped with ramps and handrails, ensuring that those with physical or mobility disabilities could access the stage comfortably and safely. 
4. Subtitles for cinema screenings: To cater to attendees with hearing loss, all cinema screenings at the Soho Summit were accompanied by subtitles. This simple yet impactful measure ensured that everyone could enjoy the cinematic content without barriers.

Outcome and impact

The collaboration between Soho House and Tilting the Lens yielded several measurable results, transforming Soho Summit into a benchmark for accessible and inclusive events. By embracing accessibility measures, the event not only catered to Disabled individuals but also set an example for the broader events industry.

Soho Summit has continued to champion accessible events, including the following Soho Summit in Los Angeles, where many of our recommended accessibility features have continued to be implemented. ASL interpreters for the talks, ramps and handrails on the main stage, and closed captioning for all cinema screenings. They also encourage panellists, facilitators, and leadership to begin their engagement with a visual description of themselves.

The success of Soho Summit’s accessibility strategy highlights the importance of collaboration to create inclusive events. By partnering with accessibility experts, organisations can unlock the potential to create environments where everyone can participate, lead, drive conversation, engage, and thrive.