Over 90% global firms value staff & customers with disability

A new study carried out by the Business Disability Forum reveals that over 90% of businesses are recognising the importance of employees and customers with a disability. In fact, more than 90% of 120 global brands interviews, stated that ‘disability inclusion is the right thing to do’ at a global level. In addition, more than 80% firms believe that disability inclusion allows them to access a wider pool of talent, drives employee motivation, has an impact on sales and opportunities and supports business objectives.

The study also reveals that although more than 80% of organisations have made one or more commitment to disability inclusion, only around 20% have a global strategy for disability inclusion in place. Entitled ‘Towards a Disability-Smart World: Developing a global disability inclusion strategy’, the research was carried out in partnership with energy company Royal Dutch Shell.  It’s the first study that demonstrates how businesses are serving the needs of disabled people at a global and local level, and how to share best practice.

COMMON BARRIERS

The research also identifies several common barriers to creating a global strategy for disability inclusion. These include:

• Cultural differences in the way disability is understood.
• Levels of engagement with disability and accessibility in some countries.
• Varying legal requirements between countries.
• Resources and systematic data collection.
• Gaining the commitment of local champions and managers. 

For organisations, which have worked to overcome these challenges the benefits are clear, according to Business Disability Forum. This includes over 80% reporting improvements for disabled colleagues and customers on a global scale. Over 90% reported senior level buy-in at an early stage to be key in gaining engagement, traction and stronger accountability at a local level. 

PROGRESS MADE

Commenting on the findings, Diane Lightfoot, CEO of Business Disability Forum, stated: “As recent times have demonstrated, we are living in a global world and there is more need than ever before for businesses to respond to disability inclusion at a corporate-wide level. This study shows that businesses are recognising that need, but often face common barriers when responding to it. Based on the experiences of 120 leading global brands, we want to offer organisations practical advice on how they can overcome those challenges and achieve positive change for their workforce and customers alike.”

Adding to her comments, Lyn Lee, Chief Diversity and Inclusion Officer of Shell, stated: “While most leaders of organisations will agree that disability inclusion is the right thing to do, there are challenges and barriers which many need to address. We hope this research into best practices will create impact collectively through collaboration and partnership, and benefit companies as they develop global strategies to do more for people with disabilities.” 

LESSONS LEARNT

The study shows that workplace adjustments, along with recruitment and onboarding are some of the areas where businesses have made the most progress in disability inclusion. These were followed by buildings and built environments; digital technology; and retention and development of employees. Communication and marketing; customer or client experience; and procurement and supply chain, were the areas where there is the least evidence of progression.

The study draws on feedback and case studies to highlight some fundamental lessons for organisations looking to develop their own global disability inclusion strategy and to provide a practical roadmap to others starting out. They include:

• Don’t underestimate the complexity of a global disability inclusion strategy and how long it might take. Focus on intentions, rather than perfection.
• Don’t be overwhelmed. Start small, by focusing on one or two activities and locations. Gather evidence and then scale up.
• Engage business leads and people with disabilities at regional and local levels to gather insights and inform global strategy. Working collaboratively will empower colleagues to interpret and execute global commitments to disability in ways that are culturally and legally appropriate for their country.
• Identify a senior global disability inclusion champion, early on, to drive forward the strategy.
• Disability impacts on every area of the organisation. Bring together colleagues with key responsibility for strategic functions across HR, recruitment, the built environment and technology.

 “Disabled people are expected to be more disadvantaged by the impact of Covid-19 than non-disabled people; particularly in developing countries. This is an opportunity for global business to make a positive difference,” added Lightfoot. “Introducing a corporate-wide policy on disability inclusion is a sensible place to start and the roadmap included in this report is designed to help businesses get on the right track.”

Click here to download the report.