Every year, we see organisations recognised for their “outstanding work” in disability inclusion. The award categories sound promising — best in workplace adjustments, digital accessibility, and inclusive leadership.
On paper, the criteria look solid: evidence, sustainability, lived experience, accountability.
And yet, the same organisations continue to appear in headlines, complaints, and quiet conversations for all the wrong reasons.
So why do award-winning organisations still have ableism and exclusion built into their systems?
1. Awards Are a Snapshot, Not a System Audit
Award submissions usually zoom in on a single program or initiative — “best in class” for something specific. But disability inclusion isn’t an isolated effort.
An organisation can have an award-winning accessibility project and yet still have inaccessible policies, tech systems, or leadership cultures.
Winning one category doesn’t mean the whole structure is sound.
2. The Polished Submission Bias
Awards are built on storytelling. Applications are polished by comms teams, highlighting the wins and hiding the mess. Judges see the curated highlights reel — not the blooper reel.
The everyday experiences of disabled employees — slow adjustments, inaccessible meetings, exclusion from decision-making — rarely make it into the submission pack.
3. Change Doesn’t Always Scale
Many award-winning initiatives start as pilots. They work in one location or division, where leadership support and enthusiasm are high.
But scaling that work across an entire organisation is a different challenge altogether. The award celebrates the pilot — meanwhile, the same barriers remain elsewhere.
4. Tokenising Lived Experience
Even when lived experience is “included,” it often sits at the edge of decision-making power.
Advisory groups or consultations might tick the “engagement” box, but who gets to decide? Awards tend to reward visibility over influence — and that’s a problem.
5. Inclusion as a Project, Not a Culture
Inclusion isn’t a project you start and finish — it’s culture work.
But awards often reinforce the project mindset. They celebrate an initiative that had a neat start and finish date, not the long-term effort of changing systems and mindsets.
That’s why so many gains vanish as soon as the funding or project lead does.
6. The Missing Accountability Loop
Few award programs require follow-up. Winners don’t have to prove the initiative still exists six or twelve months later — or that it’s been embedded into policy or practice.
Without accountability, regression goes unnoticed. The work that won the trophy quietly fades away.
7. Leadership Theatre vs Leadership Practice
It’s easy to look committed from the stage.
A CEO giving a heartfelt speech at an awards night doesn’t mean inclusion is a standing item in their executive meetings the next morning.
There’s often a gap between symbolic leadership (the photo op) and structural leadership (resourcing, accountability, sustained attention).
8. Benchmarking Against a Low Bar
Even the best-designed award criteria exist in a landscape where ableism is still the norm. So “best in class” can sometimes mean “best of a not-great bunch.”
If the baseline is low, the bar for excellence isn’t as high as it sounds.
The Core Tension
Awards are meant to celebrate progress — and they can motivate change.
But celebration can quickly turn into complacency.
An organisation wins a trophy, posts a photo on LinkedIn, and feels like the job is done. Meanwhile, disabled staff are still waiting months for adjustments, navigating inaccessible systems, and fighting to be heard.
The award says, “We’ve made it.” The reality is, they’ve barely started.
What Would Fix It
- Post-award reporting: Winners submit a short update 12 months later — what happened next?
- Whole-of-organisation checks: Recognise achievements, but look beyond the pilot.
- Weighted lived experience: Give real power to judges who know how to spot tokenism from substance.
- Culture benchmarks: Reward measurable cultural shifts — shorter adjustment delays, improved retention, better accessibility across systems.
- Transparency: Publish criteria, judging weightings, and (where possible) anonymised feedback.
Over to You
- Have you ever seen an organisation win an inclusion award but still fall short in practice?
- What would you like to see awards measure differently to celebrate substance over spin?
- Should awards focus on projects — or on evidence of long-term cultural change?
Awards can help set the tone. But they’re not the benchmark. The objective measure of inclusion isn’t who’s on stage — it’s whether people with disability experience fewer barriers today than they did yesterday.
