Disability inclusion is a vital yet often misunderstood aspect of workplace diversity. In a recent session hosted at Plexal, Kamran Mallick, CEO of Disability Rights UK, provided valuable insights into what it means to create a truly inclusive work environment. His talk covered the social model of disability, legal obligations under the Equality Act, workplace adjustments, and practical steps businesses can take to foster inclusivity.

Inclusion isn’t just a legal requirement, it’s a competitive advantage. In a Cyber Runway: Scale session, Kamran Mallick from Disability Rights UK, shared practical steps for making cybersecurity workplaces more inclusive and accessible. Hosted by Plexal in collaboration with the Department for Science, Innovation & Technology, this discussion focused on adapting hiring processes, supporting neurodivergent and disabled employees, and fostering a culture of accessibility. I attended on behalf of Cyber Tzar, the Enterprise Supply Chain Risk Management platform, gaining insights into how inclusive strategies can strengthen team performance and innovation in cybersecurity companies.

Contents

Accessibility in the Workplace 22nd January 2025

This video is publicly available on the Plexal YouTube playlist for the Cyber Runway programme.

Understanding Disability: Beyond the Stereotypes

When people hear the words “disabled” or “disability,” they often associate them with visible impairments—such as wheelchair use or mobility aids. However, the majority of disabilities are invisible, including neurodiversity, chronic illnesses, and mental health conditions.

Key Facts:

• 23% of the UK population (16 million people) live with a disability.
• Many disabilities are not immediately visible, such as autism, dyslexia, chronic pain conditions, or mental health disorders.
• People with disabilities often face barriers—not due to their impairments, but because of the way society is structured.

The Social Model of Disability: Shifting Perspectives

One of the most important concepts Cameron introduced was the Social Model of Disability. Unlike the Medical Model, which views disability as something “wrong” with an individual that needs fixing, the Social Model highlights that disability is created by barriers in society rather than by an individual’s impairment.

Example:
Cameron, who is a wheelchair user, explained that in his home, he doesn’t feel disabled because everything is accessible. However, as soon as he steps outside, barriers begin—such as inaccessible transport, buildings, or attitudes that assume he is incapable.

Types of Barriers in the Workplace

The social model encourages businesses to identify and remove barriers rather than focusing on an individual’s condition. Common workplace barriers include:

1. Environmental barriers – Inaccessible buildings, lack of ramps, inadequate parking, poor lighting, noisy spaces for neurodivergent employees.
2. Attitudinal barriers – Bias and assumptions about what disabled employees can and cannot do.
3. Procedural barriers – Rigid policies around work hours, application processes, and workplace expectations that do not account for diverse needs.
4. Communication barriers – Lack of alternative formats, captioning, or accessible technology.

By addressing these barriers, businesses remove obstacles that prevent disabled employees from thriving.

Legal Obligations: The Equality Act & Reasonable Adjustments

The Equality Act 2010 protects individuals with disabilities and requires businesses to make reasonable adjustments to ensure accessibility.

Key Points on Legal Compliance:

• Employers must make reasonable workplace adjustments to prevent discrimination.
• Disability disclosure is protected, meaning employees cannot be treated less favorably for revealing their condition.
• Some conditions, like MS, cancer, and HIV, automatically qualify as disabilities under the Equality Act from the point of diagnosis.

Examples of Workplace Adjustments:

• Offering flexible working hours for employees with fatigue or health conditions.
• Providing specialized equipment, such as ergonomic chairs, hearing aids, or screen readers.
• Ensuring recruitment processes are accessible, including offering alternative interview formats.
• Making physical workplace adaptations to accommodate mobility impairments.

For businesses concerned about costs, the UK government’s Access to Work scheme can cover many of these expenses (discussed below).

Creating a Disability-Inclusive Workplace

1. Fostering Disability Confidence

Cameron emphasized that businesses should strive to be “disability confident”—a mindset that values and includes disabled people in the workforce.

How can businesses become disability confident?

• Encourage open conversations about disability.
• Offer training to managers and employees on inclusivity and bias.
• Ensure recruitment and promotions consider disabled employees fairly.
• Recognize disability as a strength—diverse perspectives enhance innovation and problem-solving.

2. Workplace Adjustments & Access to Work

Many employers hesitate to make adjustments due to cost concerns, but the UK government’s Access to Work scheme provides financial and practical support for businesses hiring disabled employees.

Access to Work can cover:

• Assistive technology (e.g., screen readers, adapted keyboards).
• Physical adaptations to workplaces.
• Transport costs for employees who cannot use public transport.
• Personal assistants for workplace support.

This funding can make workplace accommodations more affordable, removing a major barrier to hiring disabled talent.

3. Changing Hiring Practices & Workplace Culture

One key takeaway was that workplace inclusivity starts at the hiring process. Many companies inadvertently exclude disabled candidates by setting arbitrary requirements.

Example:

• Requiring a driver’s license for a job that does not involve driving may exclude candidates unnecessarily.
• Rigid 9-to-5 working hours may prevent disabled employees from applying, even when they could do the job effectively with flexible hours.

Simple changes, such as clearer job descriptions and flexible work arrangements, can significantly increase inclusivity.

4. Challenging Unconscious Bias

Many workplace challenges stem from unconscious bias—assumptions people make about disabilities.

Examples of common misconceptions: ❌ “Disabled people are less productive.”
✅ Reality: Many disabled employees are just as productive when barriers are removed.

❌ “Workplace adjustments are too expensive.”
✅ Reality: Most adjustments are low-cost or covered by government funding.

❌ “Disability only means visible impairments.”
✅ Reality: Most disabilities are invisible, including mental health conditions, chronic illnesses, and neurodivergence.

Challenging these biases through training, awareness, and policy changes is key to fostering an inclusive culture.

Final Thoughts: Why Inclusion Matters

Cameron closed the session by emphasizing that inclusion benefits everyone—not just disabled employees.

• When businesses implement universal design principles, they create better workplaces for all.
• Adjustments that help disabled people often benefit other employees too (e.g., flexible work policies help parents and caregivers).
• Companies that embrace disability inclusion gain access to a larger talent pool and enhance workplace morale.

Ultimately, businesses shouldn’t wait until they hire a disabled employee to consider accessibility. By embedding inclusion from the outset, companies create workplaces that work for everyone.

Resources & Next Steps

For businesses looking to improve their disability inclusion, here are some key resources:

• Disability Rights UK – Website
• Access to Work (Government Funding) – Apply here
• Disability Confident Scheme – Join here

For further support, businesses can reach out to Disability Rights UK for guidance on best practices, accessibility assessments, and legal compliance.

Final Takeaway

Inclusion isn’t just about compliance—it’s about building a better, more equitable workplace. By recognizing and removing barriers, businesses can unlock the full potential of disabled employees while fostering a culture of fairness, innovation, and success.