Despite making up nearly 20% of the working-age population, disabled people continue to face significant barriers in the workplace. Yet forward-thinking organisations are discovering that disability inclusion isn't just the right thing to do—it's a powerful driver of innovation, diverse thinking, and business success.

Recently, Flexa hosted a webinar featuring three disability inclusion experts: Toby Mildon, Diversity and Inclusion Architect and author of "Building Inclusivity"; Leigh Ramsay, Senior Diversity, Equity, and Inclusion Partner at Maersk; and Emily Hyland, TUI's Global DEI & Wellbeing Manager. The session was hosted by our CEO, Molly Johnson-Jones, who founded Flexa after experiencing workplace discrimination due to her own chronic autoimmune condition.

These experts shared valuable insights on how organisations can move beyond basic compliance to create truly inclusive environments where disabled employees can thrive. Here's what we learned.

Common misconceptions about disability inclusion

Before digging deeper into solutions, our panel highlighted several misconceptions that hinder progress in disability inclusion.

The visibility misconception: According to Toby Mildon, "The first image that we have is somebody in a wheelchair or somebody with a physical, visible disability." He likened disability to an iceberg—some are visible above the waterline, but many disabilities are invisible or not apparent as they lie beneath the surface.

The cost misconception: Many organisations believe that accommodations will be expensive. However, data shows that most adjustments cost little or nothing at all, with many costing just a few pounds in the UK rather than thousands.

The permanence misconception: Leigh Ramsay noted that "many people still believe that disabilities are permanent," when in reality, they can also be temporary (like a broken leg), progressive (like MS), or fluctuating conditions that change over time.

The productivity misconception: There's an assumption that disabled employees are less productive or need more time off than nondisabled colleagues. Leigh emphasised that "the issue isn't necessarily the person, it's the environment that creates the barriers," and when those barriers are removed, disabled people can be just as productive as anyone else.

Moving beyond basic compliance

Simply meeting legal requirements isn't enough. Here's how organisations can create genuinely inclusive environments:

1. Involve disabled people in the process

Toby highlighted the disability rights movement's phrase: "Nothing about us without us." This means involving people directly impacted by policies or processes in their development.

This can be done through:

• Anonymous surveys
• Disability employee resource groups (ERGs)
• Focus groups
• One-to-one interviews

Emily Hyland took this concept even further: "It should be nothing without us at all, full stop. Nothing should be considered without disability being considered."

2. Build inclusion into every step of the employee lifecycle

Leigh emphasised the importance of considering disability inclusion at every stage:

• Recruitment
• Onboarding
• Support
• Development, and
• Retention 

"It's not just about accommodations when somebody is hired," she said. "It should show up in how we recruit, how we onboard, how we support, and how we develop our talent."

3. Embrace universal design

Leigh recommended focusing on "universal design," which means "building environments and systems that everyone can access and use without needing to make special tweaks." By making workplaces naturally inclusive, we reduce the need for one-off accommodations.

4. Start small and build momentum

Emily encouraged organisations to "just start somewhere" rather than feeling overwhelmed. "It doesn't have to be everything all at once. As long as the changes are small and meaningful, you're taking a step in the right direction."

Simple examples include:

• Running accessibility checks on presentations
• Ensuring captions are available by default in online meetings
• Making small daily changes that add up to significant improvements

Creating psychologically safe environments

A critical aspect of disability inclusion is building environments where employees feel safe to disclose disabilities or long-term health conditions and request accommodations.

Leadership and psychological safety

Toby noted that "your relationship as a disabled employee with your line manager is probably the most crucial relationship that you've got at work." If managers aren't comfortable discussing disability or don't know what workplace adjustments are possible, the relationship can quickly break down.

HR professionals can support line managers by providing training, resources, and clear processes for implementing accommodations.

Streamlining accommodation processes

Toby emphasised the importance of eliminating bureaucracy and friction in accommodation processes:

"If it takes a very long time for a workplace adjustment to be implemented or there's a very convoluted process to get the budget signed off... if you can remove any of those friction points, the better. For every day that a disabled employee is not getting the adjustments they need, that frustration and resentment builds up, they're not going to be effective in their role, they're not going to be able to do their best work for you."

Approaching accommodation conversations

When discussing accommodations with employees, our experts recommended the following approaches:

Lead with curiosity: Leigh advised, "Lean into the unknown. You don't have to have all the right answers. It's an iterative process, it's a two-way communication."

Focus on support rather than proof: Emily cautioned against requesting medical proof before considering accommodations, as this can create distrust. Instead, frame conversations as collaborations: "How can we work together to get the best possible outcome?"

Normalise the conversation: Make discussions about accommodations part of regular check-ins rather than exceptional, one-off conversations. As Emily put it: "Some people like drinking coffee, some people like drinking tea, some people need a standing desk, and some people need quiet spaces. It's just normalising the fact that we all work differently."

FAQs from HR professionals

How can you encourage a company to take disability inclusion more seriously, especially smaller companies without HR teams?

Toby recommends helping leadership understand why disability inclusion matters by tapping into emotions and then asking them to facilitate the strategy going forward. Having a senior leader act as a disability sponsor can also be effective in championing the careers of disabled people in the organisation.

What legal updates or regulatory changes regarding workplace disabilities should HR professionals be aware of in 2025?

Toby mentioned the Worker Protection Act regarding flexible working arrangements, which benefits disabled employees. There's also discussion about introducing disability pay gap reporting. Some organisations like the BBC are already reporting on disability statistics voluntarily, getting ahead of potential future requirements.

Do you feel that Disability Confident employers are doing enough, and is the criteria set to be a disability confident employer good enough?

According to Toby, the answer is both yes and no. Level one is easy to attain by simply signing up on the DWP website and downloading an information pack, with no accountability for taking action. Level three requires external validation, but few organisations reach this level. The DWP framework itself is good—developed in consultation with the industry and disabled people—but more employers need to proactively work toward level three.

How can an organisation's inclusion or disability networks/groups truly support the workplace and make it more accessible, and where could they be improved?

Emily emphasised the importance of intersectionality within these groups, recognising that people aren't defined solely by their disability or long-term health condition. She recommended that HR professionals actively engage with these groups rather than allowing them to exist separately. At TUI, feedback from the disability network led to the creation of inclusive guidelines, with network members involved throughout the process.

What's one innovative hiring practice your organisation has implemented that has increased recruitment or retention of disabled employees?

Emily shared that at TUI, they've found success through normalising conversations about disability during the hiring process. In one example, a hiring manager opened up about their own disability, which transformed the interview experience for a nervous candidate who hadn't previously disclosed their disability. This created a safe space and demonstrated TUI's inclusive culture.

Can you give examples of simple, low-cost adjustments that make a big difference? 

Toby shared that he’s benefited from several low-cost adjustments as a wheelchair user with a neuromuscular disability. These included having a fixed desk and a neighbouring desk for his PA (care assistant), use of an operational parking space under the office, permission to use taxis when public transport wasn’t accessible, and access to speech-to-text software like Dragon NaturallySpeaking. Each adjustment was simple, low-cost or free, and removed practical barriers to doing his job.

What's the best way to raise accommodation requests in a company with no HR team? 

Toby recommends raising requests directly with your line manager and framing them around what helps you do your best work. In his experience, it helps to focus on practical solutions in removing barriers rather than medical/health details, and to treat the conversation as a collaboration. He also suggested putting simple requests in writing to create a clear record and make follow-up easier.

Why do employers often resist small, low-cost adjustments? 

Toby observed that employers often resist small, low-cost adjustments because of a fear that if they offer something to one person — like an ergonomic chair — they’ll have to offer the same to everyone. But that misses the point. Adjustments are about equity, not equality. It's about giving each person the support they need to do their job well, not treating everyone the same regardless of need.

What's the impact of inclusive adjustments beyond those they're intended for (e.g. subtitles, remote work)? 

Toby points out that inclusive adjustments often benefit far more people than those they’re originally intended for. Subtitles help people with hearing loss but also support those in noisy environments or where English is somebody’s second language. Remote working can support disabled staff but also helps parents, carers, and others needing flexibility. These kinds of adjustments improve the working experience for many, not just a few.

Moving beyond compliance to create truly accessible workplaces requires a genuine commitment to inclusion at every level of the organisation. By involving disabled people in the process, building inclusion into the employee lifecycle, embracing universal design, and creating psychologically safe environments, organisations can create workplaces where everyone can thrive.

As Molly Johnson-Jones put it, "One of the easiest things that a company can do is to think about inclusivity from its core—think about flexibility, think about representation, think about genuine diversity and making sure that everybody can thrive."

By taking these steps, organisations don't just benefit their employees with disabilities—they create better workplaces for everyone.