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 overarching aim of the National Talent Academies is to address and support current educational skills gaps in the screen sector. Retaining the diversity and inclusion focus that is present across all Academy initiatives, its ambition is to drive more Irish talent from all backgrounds and disciplines into the sector and develop greater awareness of the sector as a viable career path.

At Tilting the Lens, we believe in storytelling that reflects the full diversity of our communities, and in creating meaningful opportunities for employment and career progression for Disabled people. 

The goal is not only to bring Disabled writers in the room, but to break down the barriers that have historically kept them out. We aim to ensure they are leading the conversation, shaping the stories and driving authentic representation both on and off screen.

The approach

Our partnership with NTA meant that we could support this programme in many ways. 

Accessible by default

Tilting the Lens ensured all documents, programme materials, and applications were accessible from the outset. There were multiple options for applying, as well as support offered by the team. It was vital that everyone was set up for success and that all sessions met the access needs of all participants.

Financial support

Each writer received a €2,000 bursary to support their progress in the programme. Tilting the Lens contributed €500 per participant, a total of €2,500 to this fund. 

Promotion and communication

We utilised our own channels for promotion and communication to reach potential participants. We supported the creation of marketing materials, press materials, and other external communications. 

Workshops and training

We collaborated with NTA in coordinating and facilitating workshops and talks with various individuals and experts within our network. These were not only established industry professionals, but also Disabled creatives who have navigated similar barriers, ensuring their relevance to the participants’ goals and aligned with the programme’s commitment to authentic, experience-led conversations.

Participants engaged in a series of workshops and talks, including:

• A deep dive into Disabled representation on TV with Sam Tatlow, Head of Diversity, Equity and Inclusion at ITV.
• Script workshops with script consultant and producer Philip Shelley.
• Feedback sessions with script editor Nadine Flynn.
• Masterclasses with Oscar-winning filmmakers Tom Berkeley and Ross White, and TV writer Peter McKenna.
• Industry insights from professionals such as talent manager and founder of 1IN4 Eryn Brown, and writer, actor and producer Kyla Harris.
• Advice and guidance from script and development executive Hayley McKenzie, on the range of roles within scripted development and next steps to a screenwriting career.
• The programme culminated in a table read — bringing their stories to life with professional actors.

Mentoring

Each participant benefited from bespoke mentorship tailored to their personal development goals. The mentors in the 2024 programme were:

• Award-winning writer, director and producer from Dublin, Rioghnach Ní Ghrioghair.
• Theatre director and dramaturge Lu Kemp.
• Actor, screenwriter, documentary filmmaker and playwright John Connors. 
• Screenwriter, television writer and playwright Michael Zam.
• Producer Shauna Shivers.

Outcome and impact

Participant success stories 

• Louise Bruton applied to NTA’s Short Film Fund with her script “Let Go”, which was developed as part of 2024’s Screen Stories programme. It was awarded funding, and will go into production in 2025. 
• Maura Campbell’s script “The Grim” which was developed as part of 2024’s Screen Stories, was selected in the 2025 UK Comedy Initiative. Her script made it to the quarter finals.

2025 and feature film scripts

The programme received positive feedback from participants in this first iteration and that allowed us to return for a second year. Three new writers were selected to undertake a six-month, feature film script development programme in 2025. 

Together with the National Talent Academies, we are committed to continuing this work of dismantling barriers, investing in talent, and amplifying Disabled creatives to tell the stories only they can.

The challenge

Publicjobs serves as the central recruitment agency for the civil and public sector in Ireland, and they are responsible for helping ensure that the sector’s workforce reflects the diversity and inclusivity of Irish society. 

In line with the Irish government’s Public Service Transformation Strategy and publicjobs’ own Equality, Diversity, and Inclusion (ED&I) strategy, publicjobs recognised the urgent need to improve the recruitment, assignment, and onboarding processes for Disabled candidates. 

Statistics show that only 2.8% of applicants identify as Disabled, and there is a significant employment gap between Disabled and non-Disabled individuals. Publicjobs set out to develop a comprehensive framework to enhance accessibility and support for Disabled candidates during both the job placement and onboarding stages of the recruitment process.

The goals of the project were laid out as such: 

Improve candidate and client experience 

Use co-design and collaborative thinking and methodologies to address systemic barriers and support the unique needs of Disabled people who are entering the public sector or being promoted to new roles, and who require reasonable accommodations.

Support public sector diversity goals 

Contribute to the Irish government’s target of achieving a minimum of 6% Disabled employment in the civil and public sectors by 2025.

Foster a culture of inclusion 

Empower public sector recruiters, hiring managers, HR teams, and other stakeholders with the knowledge and tools necessary to support Disabled candidates and employees effectively.

The approach

The project adopted a co-design and collaborative methodology, involving over 100 stakeholders, including Disabled employees, HR managers, Disability Liaison Officers (DLOs), public sector recruitment experts, Disabled people working in the private sector, and representatives from Disabled Persons Representative Organisations (DPROs).

The process included the following:

1. Stakeholder engagement: Iterative group sessions, ideation workshops, and validation sessions ensured that the voices of Disabled employees were central to the project.
2. Knowledge transfer: A series of Town Hall events and accessible resources were developed to build disability awareness and allyship across the public service.
3. Research and data analysis: Comprehensive research, data and benchmark information from publicjobs over the last number of years was analysed to understand current challenges and identify areas for improvement.

The particular challenges identified were:

1. Inconsistent support across departments: There was a lack of a standardised approach to providing reasonable accommodations (RA), leading to poor onboarding experiences and low career expectations among Disabled employees.
2. Non-disclosure of disability: Many Disabled employees were reluctant to disclose their disabilities due to fear of stigma, resulting in missed opportunities for appropriate support to advance their careers.
3. Systemic barriers: The rigid application of the order of merit system in the recruitment process and lack of accessible information about job roles and office environments can sometimes mean Disabled candidates are placed in positions which may be less suitable for those candidates.

Outcome and impact

A comprehensive report and blueprint developed by Tilting the Lens and Blue Line Consulting has set the stage for a transformative change in how Disabled candidates are supported coming into and progressing within the Irish public sector. 

Recommendations are listed under the pillars of People and Culture, Process and Systems, and Governance and Policy. They provide a roadmap for publicjobs, other public bodies, and the public sector as a whole, to create more inclusive and accessible recruitment processes and working environments, driving progress towards the government’s diversity and inclusion goals. The blueprint recommendations are being implemented by publicjobs, DPENDR, and by organisations across the civil service and public service. 

Through this project, Tilting the Lens successfully delivered a comprehensive framework that not only addresses the immediate needs of Disabled candidates in the public sector but also lays the groundwork for long-term cultural and systemic change. The collaboration has highlighted the importance of co-design and continuous dialogue with those most impacted, ensuring that the public sector can harness the full potential of an untapped resource – Disabled employees.

The approach

Tilting the Lens employed a broad methodology to develop the accessibility blueprint, using the following strategies.

Research and analysis

Tilting the Lens conducted extensive research on best practices and lived experience in inclusive office design. This included reviewing both UK and EU legislation on physical accessibility, building regulations, health and safety regulations, employer’s obligations, and workplace accessibility. We also ran focus groups with a range of stakeholders who have lived experience, always through an intersectional lens.

A holistic approach

The blueprint covered various dimensions of accessibility, ranging from physical aspects like wheelchair ramps and seating, to digital elements such as accessible software and assistive technology.

Shaping perspectives and prioritising voices

We recognise the historical underrepresentation of Disabled individuals in the field of design, and how this absence underscores the disregard for their perspectives. So our strategy for the blueprint revolved around prioritising Disabled individuals, and leveraging their expertise for effective solutions.

Outcome and impact

The collaboration between All3Media and Tilting the Lens culminated in the creation of a comprehensive 116-page accessibility blueprint. The document is rooted in the legislation and building standards for their most relevant markets, along with the qualitative and quantitative data gained from focus groups with Disabled employees, line managers, office managers, recruitment personnel, and senior leaders. 

The blueprint provides clear guidelines for accessible workspaces, and includes a wide range of considerations:

Physical accessibility

The design guidelines addressed physical accessibility features, such as ramps, elevators, accessible bathrooms, parking and public transport – to name a few.

Sensory accessibility

The blueprint included recommendations for creating spaces that catered to diverse sensory and cognitive needs, including adequate lighting, acoustics, quiet spaces and pods, and tactile wayfinding.

Inclusive culture

The project also emphasised fostering an inclusive and supportive workplace culture that embraced diversity. Accessible office spaces can improve productivity, reduce absenteeism, and attract and retain a diverse range of talented employees.

As well as these actionable insights based on stakeholder interviews, focus groups, and in-depth secondary research, the blueprint features a checklist and scorecard to aid the teams using it.

By commissioning this blueprint, and incorporating accessibility considerations from the outset, All3Media has demonstrated its dedication to creating a workplace environment that promotes dignity, agency, and ease, and ensures their physical spaces are designed with Disabled people to accommodate the needs of all employees, visitors, and guests.

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.