Jess Shek, former General Secretary at Hong Kong Blind Union, shares an article she has written about why a mindset shift is needed for disability inclusion in Asia – and beyond.
“Environmental, Social and Governance (ESG) issues are increasingly becoming a priority on the business agenda. The core of the Social aspect of ESG lies in the promotion of diversity, equity and inclusion (DEI), which has been gaining momentum across the corporate world.
Disability Inclusion: The Missing Link in Corporate DEI Efforts
“It is encouraging to see a growing number of companies implement initiatives to foster an environment which values diverse perspectives and ensures equal opportunities for everyone. Despite these efforts, however, people with disabilities, who represent about a sixth of the global population as per the World Health Organisation, are often left out of DEI initiatives. Speaking from personal experience as someone who is completely blind, I can attest to the significance of weaving the unique perspectives of individuals with disabilities into the fabric of these initiatives. A report by Global Disability Inclusion in collaboration with Mercer highlights that while 90 per cent of global corporations report being committed to DEI efforts, yet only a mere 4 per cent of them state having a disability inclusion focus.
“This oversight is not unique to any one region but is particularly pronounced in the Asia Pacific. A report by the United Nations Economic and Social Commission for Asia and the Pacific states that in Asia Pacific, people with disabilities remain to be marginalised in almost all sectors of society due to persistent discrimination and ableism. Understanding gaps regarding individuals with disabilities contribute to high unemployment rates among them. The report highlights the consequences of this exclusion: labour force participation rates starkly differ, with a median rate of 25.4 per cent for persons with disabilities versus 60 per cent for those without disabilities.
The Value of Disability Inclusion
“True inclusion is for everyone and leaves no one behind. For companies earnestly pursuing comprehensive DEI efforts, integrating individuals with disabilities is essential. Numerous studies have demonstrated that disability inclusion not only fosters a more engaged and productive workforce, but also enhances a company’s reputation. An Accenture report illustrates this point, revealing that companies leading disability inclusion efforts generate significantly higher revenue, net income and profit margins compared with their counterparts. Moreover, these companies are about 25 per cent more likely to surpass their peers in productivity, as measured by revenue per employee.
“Not recognising the abilities of individuals with disabilities often leads to this untapped talent pool being overlooked. The presence of employees with disabilities can indeed elevate a company’s culture, which fosters collaboration and positivity. My personal experience underscores this point. Being the first person with a disability hired at several companies, I’ve been told that my presence not only changed my colleagues’ perspectives towards people with disabilities, but also positively influenced the overall workplace atmosphere. In an interview with a Hong Kong newspaper, one of my former employers shared how having me in the company has not only changed colleagues’ attitudes towards people with disabilities, but also enhanced team spirit and appreciation for others’ strengths. It’s a living example demonstrating that despite my visual impairment, I can perform as well as my sighted counterparts.
Mindset Shift
Promoting disability inclusion starts with a fundamental shift in mindset:
- View disability as a characteristic, not a stigma: much like height or weight, disability is a part of who the person is. It does not define their whole identity, abilities, value or future.
- Provide reasonable accommodations, not preferential treatment: let me illustrate this with a personal anecdote. During a fire drill, everyone had to walk down the stairs to reach the designated assembly area. My office was located on the 21st floor. I initially thought: ‘I guess I don’t need to participate in it because of my visual impairment. Many people would assume that navigating stairs isn’t really feasible for a blind person.’ However, to my surprise, my manager insisted that I join in. So, alongside my colleagues, I walked 21 floors. By the time we reached the ground floor, I was exhausted. Yet, this experience served as a powerful affirmation of my manager’s commitment to inclusivity. She expected me to take part in the fire drill just like my sighted colleagues, without any preferential treatment.
- Recognise individuals with disabilities as valuable contributors, not corporate social responsibility (CSR) symbols: during the COVID pandemic, a colleague said to me that my position was secure because of my disability, implying it was a CSR gesture. However, individuals with disabilities, including myself, desire to be acknowledged for their capabilities and contributions, not as tokens of a company’s CSR agenda.
- Focus on a person’s abilities, not their disabilities: I’ve often encountered rejections in my job search for reasons such as my inability to read handwritten documents, produce graphics, edit photos and videos and so on. These rejections highlight a common issue: people tend to focus on the limitations of an individual with a disability, but not their capabilities. An example from my time working as a team secretary contrast these experiences. In this role, I was tasked with responsibilities that could be managed and performed using a phone and a laptop, such as organising senior executives’ calendars, preparing meeting minutes and planning their travel itineraries. Tasks requiring the handling of physical documents, like processing travel reimbursement claims or filling out handwritten visa application forms, were assigned to another team secretary. This approach by my manager demonstrated a focus on my abilities and what I could contribute, rather than on the limitations imposed by my visual impairment.
To foster this mindset shift, companies can organise activities that promote understanding and awareness of disabilities. Inviting individuals with disabilities to share their stories and real-life experiences, or creating opportunities for interaction through volunteering or internships can be powerful steps towards inclusion. Echoing my former employer’s approach, they first engaged employees in awareness-building activities before proceeding with making disability hires, which effectively shifted perceptions from viewing such hires as acts of charity to recognising the substantial contributions these individuals can make.
“In conclusion, a truly inclusive workplace leaves no one out. It is my hope that more companies will integrate disability inclusion into their DEI initiatives, leading to a broader understanding and acceptance of this group. With increased awareness and willingness to hire individuals with disabilities, we can look forward to more inclusive and diverse workplaces.”
