Towards Disability Con˜dence - Tafep - Disability... · are demonstrating heightened awareness of...

A Resource Guide for Employers in Hong Kong and Singapore

Towards DisabilityCon�dence

“Corporations throughout the world are responding to the compelling business and ethical case for attracting and retaining employees from the widest possible pool of talent - including people with disabilities. They are also increasingly aware that disability confident companies which learn how to adapt for disabled applicants and colleagues will in turn help them to respond to the rising expectations of hundreds of millions of disabled people worldwide, as customers and stakeholders in the communities in which they do business. We are delighted to support Community Business to enable global business to work to the mutual benefit of business and people with disabilities everywhere.”

Susan Scott-Parker, The Employers’ Forum on Disability

Businesses that are creative and innovative in creating employment opportunities for disabled people at the same time empower the productivity of the entire workforce, thus responding constructively to the challenges of a society in which they do business. In turn businesses will achieve long term sustainable development. I commend Community Business for bringing this important subject to the attention of the corporate sector and am delighted to endorse this publication.

Joseph Kwok, Rehabilitation Advisory Committee of the Government ofHong Kong Special Administrative Region

“It is noteworthy that employers are not only opening up employment opportunities for PWDs but they are also starting to recognise the contribution that PWDs can make to their organisations. More encouragingly, employers are demonstrating heightened awareness of the value of hiring PWDs based on merit, focusing on what they can do, rather on what they cannot. To grow as responsible employers, we need to focus beyond the bottom line: we may want to look at the “top line” where our workers can strive to do their best. A company able to care for and put in the effort to bring out the best in their employees with disabilities will surely be a company that will bring out the best in all their workers.”

Shantha De Silva,Director of Operations - Singapore, Malaysia, Indonesia and Philippines, InterContinental Hotels Group.

Kate Vernon, Community Business

April 2011

Lead Sponsor: Other Corporate Sponsors:

This publication is also available in large font format and can be downloaded from the Community Business website. For further information please contact us directly.

2102, Hing Lung Comm Bldg., 68 Bonham Strand, Sheung Wan, Hong KongTel • (852) 2152 1889 • Fax • (852) 2540 9520Email • [email protected] • URL • www.communitybusiness.org

Community Business

About Community Business

Community Business is a unique membership based non profit organisation whose mission is to lead, inspire and support businesses to improve their positive impact on people and communities. Community Business provides training, facilitation and advice to some of the world’s leading companies in Corporate Social Responsibility (CSR) and its major areas of focus include corporate community investment, diversity and inclusion and work-life balance. Founded in 2003 and based in Hong Kong, Community Business currently works with a number of organisations, small, medium and large, committed to CSR. For more information, visit www.communitybusiness.org

Acknowledgements

Community Business is grateful to American Express for its lead sponsorship of this publication as well as the other corporate sponsors including: Accenture, Barclays Capital, Deutsche Bank, Goldman Sachs, Herbert Smith, Moody’s, Nomura and PepsiCo AMEA.

Community Business thanks all those who have contributed to the compilation of this Resource Guide. In particular Community Business thanks Susan Scott-Parker and the Employers’ Forum on Disability as well as the many members of the Disability Advisory Group for giving their time and expertise to inform our research. All these individuals are profiled in Appendix 1 of this Resource Guide. In addition Community Business thanks: Ada Wong for conducting interviews both with the members of the Disability Advisory Group and the companies showcasing their work; Kristine Lim Ang for conducting some initial research in Singapore; Katharine Nisbet for reviewing the publication and aligning with the development of the accompanying online toolkit; Pooja Shahani for proofreading and Sandy Chan for managing the overall design, including the design of the front cover.

Community Business also thanks all the companies who agreed to be featured in this publication, for sharing their best practice in terms of policies and programmes for people with disabilities. These include both member and non-member companies of Community Business.

Disclaimer

All information in this document is provided for general information only and is not in the nature of advice. It should not be relied upon for any

purpose and Community Business Limited (CBL) makes no warranty or representation and gives no assurance as to its accuracy, completeness

or suitability for any purpose. Inclusion of information about a company or programme in this publication does not indicate CBL’s endorsement.

Where cited, you should refer to the primary sources for more information. This report does not necessarily reflect the views of CBL member

companies or the sponsors of this report. CBL reserves the right to make alterations to any of its documents without notice. Reproduction and

dissemination of this document is permitted provided that the document is unaltered and ownership is acknowledged. Express permission of the

Board of Directors of CBL is required for use of this document (in whole or in part) if such use will generate income for the licensee.

© Community Business Limited 2011.

CONTENTS

FOREWORD BY COMMUNITY BUSINESS 2

FOREWORD BY LEAD SPONSOR, AMERICAN EXPRESS 3

AUTHORS’ NOTE 4

Terminology 4

OnlineToolkit 4

SECTION 1: ADDRESSING DISABILITY - A BUSINESS IMPERATIVE 5

ABroaderPerspectiveofDisability 6

BeyondLegalCompliance 7

‘DisabilityConfidence’ 7

SECTION 2: THE LOCAL CONTEXT IN HONG KONG AND SINGAPORE 9

DefiningDisability 10

TheCulturalContext 11

TheLegalContext 13

GovernmentMeasures 14

KeyChallengesforPeoplewithDisabilities 17

SECTION 3: TOWARD DISABILITY CONFIDENCE 21

RecommendationsforEmployers 21

1.TakeaStrategicApproach 22

2.ChangeOrganisationalCultureandBehaviour 27

3.RealisethePotentialofDisabledEmployees 30

4.ValueDisabledCustomers 35

AssessingDisabilityConfidence-ASeniorLeader’sChecklist 37

CONCLUDING REMARKS 38

APPENDICES Appendix1:DisabilityAdvisoryGroup 39

Appendix2:DisabilityResources 42

REFERENCES 46

www.communitybusiness.org�

Asanorganisationfocusedoncorporatesocialresponsibility,CommunityBusinessbelievesthatmuchneedstobedonetoovercomethesocialexclusionofthemostdisadvantagedinoursocietyandthatcompanieshaveakeyroletoplay.Peoplewithdisabilitiesareakeytargetgroupinthisrespect-oftendisablednotsomuchbytheimpairmentsthemselvesbutbysociety’sreactionandtreatmentofthem.Wearedelighted,thatwithleadsponsorshipfromAmericanExpress,wehavehadtheopportunitytoexplorethesubjectofdisabilityandexamineitsrelevancetothecorporatesectorinHongKongandSingapore.

Thereisanethicalcaseforcompaniestoplayapartinensuringthatthosewithdisabilitiesarenotexcludedfromparticipatinginoursociety.Howeverthereisagrowingbusinesscasetoothatneedstobemorewidelyunderstoodandarticulated.Fuelledbyfactorssuchastheageingpopulationandgrowingawarenessofdifferenttypesoflearningdifficultiesandspecialneeds,disabilityaffectssignificantnumbersofthegeneralpopulationinHongKongandSingaporeaselsewhereintheworld.Forthecorporatesectorinthisregion,‘thisfastestgrowingminority’cruciallyrepresentsincreasingnumbersofcustomersandemployees-andassuchcannotbeignored.

WeknowfromourdiversityworkwithcompaniesinAsiathatdisabilityisasubjectthatcompaniesarebeginningtoaddress.Somecompaniesarefocusingtheirdisabilityinitiativesoncommunityandoutreachprogrammes.Others,particularlyincountriessuchasJapanandChinawheregovernmentshavesetquotasfortherecruitmentofpeoplewithdisabilities,arelookingtoseehowtheycanbringpeoplewithdisabilitiesintotheirorganisationasemployees.Wecommendthosecompaniesfortheworktheyaredoing.Howeverweurgecompaniestolookbeyondphilanthropicgesturesorthefulfillmentofquotasandtotakeamorestrategicandholisticapproach.Weencouragecompaniestoconsidertheimpactofdisabilityonallareasoftheirbusiness-frombothaninternalandexternalperspective.Inconsideringhowbarrierscanberemoved,theywillunleashthepotentialforreachingnewemployeesandservingnewcustomers.

ThisResourceGuideisdesignedfirstlytohelpcompaniesinAsiaputdisabilityonthebusinessagendabylookingatthebusinessimperative;secondlytounderstandthecontextofdisabilityinHongKongandSingapore;andthirdlytoadvisecompaniesonhowtobuildtheircapabilitytoemployanddobusinesswithdisabledpeople.

Inputtingthispublicationtogether,CommunityBusinesshasreliedontheexpertiseandinsightofmanykeystakeholders,includingdisabilityorganisations,disabilityexpertsanddisabledindividuals,bothlocallyandinternationally.ThesepeopleformedCommunityBusiness’DisabilityAdvisoryGroupandarefeaturedinAppendix1.WorthyofparticularmentionisTheEmployers’ForumonDisability(EFD)intheUK,anorganisationcommittedtobuilding‘DisabilityConfidence’.WearepleasedtosupportthisendeavourandencouragecompaniesintheAsiaregiontobecomedisabilityconfident.

KateVernonManagingDirectorandHeadofDiversity&Inclusion

FOREWORD BY COMMUNITY BUSINESS

�www.communitybusiness.org

ItisagreatpleasuretobewritingthisForeword.

AtAmericanExpress,wearealreadyexperiencingtheimpactofchangingdemographicsontheorganisation: •Theeffectsofanageingpopulation,whichwillnaturallybringanincreasedprevalenceofdisabilities,willaffect

ourworkforcesinmanyways. •Therewillbefewerpeopleenteringtheworkforceandfindingwaystorecruitandretainallpeoplewiththe

relevantskillsandcapabilitiesiscritical. •Tofullyserviceandsatisfyourcustomers’withdisabilities,wemustdeveloprelevantandaccessibleproducts

andservices,drivingloyaltyandtherefore,businessresults.Inordertoachievethisaim,weneedanenlightenedanddiverseorganisationalculture,e.g.engagingandincludingemployeeswithdisabilities,tocontributetothedesignanddevelopmentoftheseproductsandservices.

Thebiggerandwidersocialissue,particularlyconsideringyoungerpeople,isthatthesocietiesinwhichweworkandliveneedtoprovideaccesstogoodeducationandworkopportunitiesforpeoplewithdisabilities.Incommonwithmanyoftheorganisationsintheregionwhoareinterestedinaddressingdisabilityintheworkplace,weatAmericanExpressfinditdifficulttoknowwheretolooktosourcepeoplewithdisabilities.Weallneedtoaskourselves‘Whatrolecanourorganisationsplayinfacilitatingimprovementsinoureducationsystems?’,‘Whatpracticalactivitiescanweundertake,now,sothatwewillseethebenefitsinthelongerterm?’and‘Whatsupportcanwegivetoorganisations,likeCommunityBusiness,whohaveavoiceinthearena?’.Buildingareputationforourselvesasdisabilityconfidentorganisationsthatseekoutandhireskilledprofessionalswithdisabilitiesisafirststepinhelpingtochangetheattitudesandcultures,notjustinourorganisationsbutinthecommunitiesinwhichwework.

Mypersonalpassioninaddressingdisabilityintheworkplaceisjustthat:personal.Asaresultofchemotherapytreatment3yearsago,Ihaveexperiencedconsiderablehearingloss.Thishashighlightedtomesomeoftheissuesthatpeoplewhoarehardofhearingencounterintheirdailylivesintheworkplace.Thisinsighthasbeentheculminationofagrowingawarenessthatourregionhassomecatchinguptodo.WhenImovedtoAsiasomesixyearsago,IquicklysawthatthereisfarlessfocusonissuessurroundingdisabilitycomparedtomyexperiencesinEuropeandNorthAmerica,wherelegislationhasbeenastrongleadingfactor.ThiscontexthasbeenastrongcatalystformydrivetoencourageAmericanExpresstotakealeadinaddressingissuessurroundingdisabilityintheworkplaceinAsia.

WhilstthefocusofthisResourceGuideisHongKongandSingapore,Ihopethatwecanencourageyou,andyourorganisations,toconsidercollaborationsandfundingforresearchandactivitiesinothercountriesaroundtheregion.Iwouldliketocalluponyou,ifyousharemypassioninthisarea,tocontactCommunityBusinessortheorganisationsthathavesponsoredthispublication,whichcanhelpputyouintouchwithrelevantcontactsthroughournetworks.Alsoifyouwouldliketocontactmedirectly-Iwouldbehappytosharemyinsightswithyou.InthewordsofourCEO,KenChenault,“Diversityisabusinessimperative.Itiscentraltothesuccessofthecompany”.

JuliaWolageVPHRTransformation

FOREWORD BY LEAD SPONSOR, AMERICAN EXPRESS


TerminologyAnoteaboutterminology,borrowedfromtheBritishCouncil’s‘PromotingDisabilityEquality’guide.1Thereisongoingdiscussionabouttheappropriateterminologyinthecontextofdisability.‘Disabledpeople’isthemostcommontermusedandisadoptedbymanyinternationaldisabledpeople’sorganisationsandgroups.Thistermispreferredbecauseitsuggeststhatpeoplewitharangeofdifferentimpairmentsare‘dis-abled’bythestructuresofsociety,andsoinclusionwillonlybepossiblewhenthosebarriersareremoved.Theterm‘peoplewithdisabilities’ispreferredbyothers,however,becauseitsuggeststhatindividualsshouldberecognisedaspeople,beforetheirdisabilityorconditionismentioned.ThisResourceGuideusesbothtermsinterchangeablyandintendsthatbothareviewedaspositiveterms.

Online ToolkitThisResourceGuidehasbeendevelopedinconjunctionwithanOnlineDisabilityToolkitsponsoredbyAmericanExpress.Thisisavailableatwww.communitybusiness.org/disabilitytoolkitandisdesignedtoequipmanagerswiththetoolsandtemplatestheyneedtoputmanyoftherecommendationsoutlinedinSection3ofthisResourceGuideintoaction.

Thetoolkitcontainssimplechecklists,tipsandtoolsthatcompaniescanusetohelpstartorcontinuetheirjourneytodisabilityconfidence.Examplesofwhatthetoolkitcontains,include:

AUTHOR’S NOTE

•Toolstocreateyourorganisation’sbusinesscase,includingcustomisablepowerpointpresentationsandspeakernotes.

•Sampledisabilitygoalsandmeasures.•Guidelinesforauditingaccessibilityinyourorganisationandexamplesofreasonable

adjustments.

Section 1:Addressing Disability - A Business Imperative

Key Disability Facts:•Thereareatleast650milliondisabledpeopleworldwide.•400millionpeoplewithdisabilitiesliveinandaroundtheAsiaPacificregion.•25%oftheentireglobalpopulationiseitherdirectlyorindirectlyaffectedby

disabilityandimpairment.•Internationalstudiessuggest1in3peoplearedisabledorclosetosomeone

whois.•Themajorityofdisabledpeoplearenotbornwithadisability-78%ofpeople

acquiretheirimpairmentaged16orover.


Towards Disability Confidence

A Broader Perspective of DisabilitySourcingaccuratestatisticsontheprevalenceofdisabilityinanygivencountrycanbenotoriouslydifficult.Lackofclarityofdefinitionsandinconsistencieswithdatacollectionmeanthatnumberstendtobeincompleteandmisleadingandindividualcountryreportsaretypicallyconservativeinthisregard.However,accordingtotheWorldHealthOrganisation,disabledpeoplemakeup10%oftheglobalpopulation-around650millionpeopleand25%oftheentireglobalpopulationiseitherdirectlyorindirectlyaffectedbydisabilityandimpairment.2IndependentHealthandDisabilitynewssource,DisabledWorldstatesthattheAsiaPacificregionhasbyfarthelargestnumberofpeoplewithdisabilitiesintheworld.

AccordingtotheEmployers’ForumonDisability(EFD),1in3peoplearedisabledorclosetosomeonewhoisand1in3ofthoseaged50-64maybedescribedasdisabled-eventhoughtheymaynotseethemselvesthatway.4Thesemaybesurprising,nottomention,soberingfigures.Theyhighlighttwokeythings:firstthatweneedabroaderperspectiveofhowweviewdisabilityandsecondlythatdisabilityaffectsus-andourorganisations,morewidelythanwemightfirsthavethought.

Non-visible disabilitiesWhenwethinkaboutdisability,wetendtothinkaboutawheelchairuserorperhapssomeonewhoisblindordeaf.Theseareveryvisibletypesofdisability.However,thedisabilitiesthatthemajorityofpeopleexperiencearehidden.Impairmentssuchasepilepsy,dyslexiaanddiabetes,nottomentionmentalhealthconditionsincludingdepressionoranorexia,affecthugenumbersofpeople,butarerarelyvisibleunlessopenlydisclosedbytheindividual.Inlightofthisitisfairtoassumethatthemajorityoforganisationsarealreadyemployingsignificantnumbersofpeoplewithdisabilities-whethertheyareawareofitornot.Thisraisessomeinterestingquestions.Docompaniesknowwhoamongtheiremployeesareaffectedbydisability?Aretheycurrentlytakingstepstosupportthesepeople?Andwhatcanbedonetoenablethesepeopletobeaseffectiveandproductiveaspossibleintheirjobs?

Impact of the ageing populationThemajorityofdisabledpeoplearenotbornwithadisability,buttheyacquiretheirimpairmentduringthecourseoftheirlives.AccordingtotheEFD,78%ofdisabilitiesareacquiredattheageofsixteenorover.5AsDisabilityExpert,NadineVogel,soaptlyputsit,giventhefrailtyofthehumanconditionweareall‘temporarily-abled-bodies’.Considerforexample,theindividualwhosesightorhearingdeteriorates,orthepersonwhodevelopsbackproblemsatwork.Thechancesofdevelopingadisabilityincreaseaswegrowolder,afactsupportedbythestatisticthat1in3ofthoseaged50-64haveadisability.6Thisisasignificantissue,particularlyforHongKongandSingaporewhohavethemostdramaticageingpopulationsinAsia.AccordingtoCommunityBusiness’ownresearch,33.6%ofthepopulationinHongKongand36%ofthepopulationinSingaporewillbeovertheageof60by2030.7Aspeoplestayintheworkplacelonger,thinkingabouttheneedsofolderemployeesthroughadisabilitylensisgoingtobecomeincreasinglyimportant.People who care for dependents who have a disability “Disabilityaffectsnotonlytheindividualsconcerned.Italsoaffectstheirfamilymembersandotherswhocarefor

them.”8

“Some400millionpeoplewithdisabilitiesliveinandaroundtheAsiaandPacificregionoftheworld.WhentakingintoconsiderationtheimpactonAsianfamilies,thelivesandlivelihoodofover800millionpeopleareimpacted,about25%ofthepopulation.”3



Thesegmentofthepopulationaffectedbydisabilityincreaseswhenyoutakeintoaccountthenumberofpeoplewithcare-givingresponsibilities.Thiscomprisesnotjustparentsofchildrenwithspecialneedsbutthosecaringforasiblingorspousewithdisabilitiesaswellasthoseresponsibleforageingrelatives.HongKongandSingaporearebothsocietieswhereConfucianethicsremainstrongandchildrenareexpectedtotakeonresponsibilityforparentsinoldage.Itislikelythataverylargeproportionoftheworkingpopulationinboththesegeographiesisindirectlyaffectedbydisabilityinthisway.Acknowledgingtheneedsofemployeesintheirroleascarersofpeoplewithspecialneedsisimportantifcompaniesaretoensuresuchemployeesaretobeproductiveandengagedintheirwork.

Insummary,theincidenceofdisabilityinAsiaandtherestoftheworldisbothwidespreadandgrowing.Thisissignificantforthecorporatesector,becausethesegrowingnumbersofpeopleaffectedbydisabilityrepresentacompany’scustomers,employees,shareholders,stakeholders,partnersandcompetitors.Assuch,itcanbesaidthatdisabilityimpactseveryaspectofbusiness.Addressingtheneedsofpeopleaffectedbydisability,isthereforenotmerelyaphilanthropicorsociallyresponsiblegesture-ratheritisabusinessimperativethatrequirescorporatecommitmentatthehighestlevels.

Beyond Legal ComplianceTheimpetusformanycompaniesaroundtheworldtoaddressdisabilityistoensurecompliancewiththelaw.Inmanycountriestherearegrowinglegalobligationsforcompaniestoprotecttheirdisabledemployeesfromdiscrimination,tomakereasonableadjustmentsfordisabledapplicantsandemployeesandtoconsidertherightsofdisabledcustomerswithregardtoaccesstoproductsandservices.Whilstdisability-relatedlegislationdiffersacrossAsia(HongKong,forexamplehasitsDisabilityDiscriminationOrdinance,whilstSingaporehasnosuchprovision),thefocusonfulfillinglegalobligationsmissesthevaluethatcanbegainedfromtakingamoreholisticandstrategicapproachtodisability.Itisonlywhenanorganisationtakesastrategicapproachandisseentobecommittedtobestpractice,ratherthanmerecompliance,thatitcangaintruebusinessadvantage.

‘Disability Confidence’Forsomeyears,leadinggovernmentsandorganisationsaroundtheworldhavetalkedabout‘mainstreamingdisability’-thatisconsideringdisabilityanditsimplicationsinallareasofwork.Mainstreamingisaboutensuringthatdisabledpeopleareabletofullycontributealongsidenon-disabledpeopleandthattheirexperiencesaretakenintoaccountinallprogrammes,servicesandwaysofworking.

TheEFD,whichhasbeenworkingwithorganisationstomakeiteasiertoemployanddobusinesswithdisabledpeopleforover20years,talksabouttheneedtobuild‘disabilityconfidence’withinorganisations.Itdescribesa‘disabilityconfidentorganisation’asonethat:

Section3ofthisResourceGuideoutlineshowcompaniescantakestepstowardsbuildingsuchdisabilityconfidence.Fundamentaltothisapproachisunderstandingandarticulatingthebusinesscasefordoingso.Whilsteverybusinesshasdifferentprioritiesandadifferentrationaleforbecomingdisabilityconfident,someofthekeybusinessdriversareoutlinedinFigure1.TheseareadaptedfromtheEFD’s‘RealisingPotential’websitewhichcontainsarangeofinformation,factsandcasestudiesonthebusinesscasefordisabilityconfidence.9

•Understandsandadaptsforhowdisabilityaffectseveryaspectofthebusiness-people,markets,communities,suppliersandkeystakeholders.

•Createsacultureofinclusionandremovesbarriersforgroupsofdisabledpeople.•Makesadjustmentswhichenablespecificindividualstocontribute-asemployees,

customers,partnersandvaluedstakeholders.



Figure 1: Business Drivers for Disability Confidence

A company which VALUES DISABLED EMPLOYEES will:

•Reachawidermarket.•Developbetterdesigned,user-centred

productsandservices.•Createinnovativenewproductstomeet

theirneeds.•Provideclearandaccessible

communicationswhichareeasierforeveryonetoreadandunderstand.

•Delivertailoredservices-andultimatelybetterservicesforeveryone.

•Stimulatedemandfromunderservedcustomers.

•Reducelossofbusinessfromdisabledcustomerswhocannotaccessacompany’sproductsandservices.

•Improvecustomerretention.•Enhancereputationwitheverycustomer.

A company which REALISES THE POTENTIAL OF DISABLED EMPLOYEES will:

•Tapintoawidertalentpool.•Improverecruitmentpracticebyfocusing

onabilityandpotential.•Enablealltocontributebycreating

barrier-freeworkingenvironments.•Enhanceproductivitybyprovidingthe

righttoolsandtraining.•Harnessdiversityofthoughtand

innovationasdisabledemployeesbringdifferentperspectivesandproblemsolvingtechniquestothetable.

•Improveemployeemoraleandengagementaspeoplerealisetheythemselveswouldbetreatedfairlyshouldtheybecomedisabled.

•Improveemployeeretention.•Reducecostsofsicknessabsence.



Section 2:The Local Context in Hong Kong and Singapore

“…itmakesbusinesssensetoemploypeoplewithdisabilities.Peoplewithdisabilitiestendtobemoreloyal,areabsentless,theyaremorededicated.Thisisbackedupbyinternationalstudies.”

Professor T H TseProfessor,DepartmentofComputerScience,TheUniversityofHongKong

“Byprovidinganopportunityfordisabledpeople,youareshowingothersthatyouarehiringforthevalueandtalentthatonecanoffer,notthedisabilitythatonehas-bydoingthis,youalsogetanopportunitytoworkwithgoodtalent.”

Regana MydinManager,DisabledPeople’sAssociation,Singapore

“It’spositiveforbusiness,intermsofgeneratingmorebusiness,moremarketshare,andyouwillbeseenasabusinessthatcares.”

Joseph KwokChairman,RehabilitationAdvisoryCommittee,HongKong

www.communitybusiness.org10


Defining DisabilityOneofthebiggestchallengesforgovernmentsaroundtheworldlookingtoaddressthesubjectofdisabilityisgettinganaccuratepictureofthenumberofpeopleaffectedbydisability.Thisiscomplicatedtoalargeextentbyhowdisabilityisdefinedandthetypeofclassificationsthatareused.

InHongKong,disabilityisdefinedbytheDisabilityDiscriminationOrdinance(DDO),alawtoprotectpeoplewithadisabilityagainstdiscrimination,harassmentandvilificationonthegroundsoftheirdisability.TheDDOdefinesdisabilityas:

Despitethisbroaddefinition,astudybyTheHongKongCensusandStatisticsDepartmentconductedfromNovember2006toDecember2007identifiedonly438,300or6.3%oftheHongKongpopulationasbeingaffectedbydisabilityinoneormoreofninecategories:10

Chart 1. Prevalence Rate of Persons with Selected Types of Disability

TheabovegraphhasbeenextractedfromTheHongKongCensusandStatisticsDepartmentFebruray2009MonthlyDigestofStatistics.11

“…totalorpartiallossofaperson’sbodilyormentalfunctions,totalorpartiallossofapartofthebody,thepresenceoforganismscausingdiseaseorillness(suchasHIV),themalfunction,malformationordisfigurementofapartoftheperson’sbody,oradisorder,illnessordiseasethataffectsaperson’sperceptionofreality,emotionsorjudgementorthatresultsindisturbedbehaviour,andlearningdifficulties.Adisabilityincludesnotonlyadisabilitywhichpresentlyexists,butalsoadisabilitywhichpreviouslyexistedbutnolongerexists,whichmayexistinthefutureorwhichisimputedtoaperson.”

3.0

Prevalence rate(as percentage of total population)

2.5

2.7

2.0

1.5

1.8

1.0

1.3 1.31.1

0.5 0.4

0.00.1 0.1 0.1

All persons with disabilityTotal number = 361,300 + 77,000Overall prevalence rate = 5.2 + 1.1

No of persons

Restrictionin body

movement

187,800

Seeingdifficulty

122,600

Hearingdifficulty

92,200

Speechdifficulty

28,400

Mentalillness/mood

disorder

86,600

Autism

3,800

SpecificLearning

Difficulties(SpLD)

9,900

AttentionDeficit/

HyperactivityDisorder(AD/HD)

5,500

Intellectualdisability

67,000 to87,000

11www.communitybusiness.org


InSingaporewherenosuchlawexists,disabilityisdefinedas:

Thisdefinitionhasbeendevelopedinlinewithinternationalapproachesandisfavouredbecauseitisencompassesboththemedicalcriteria13andthe‘physical,institutionalandattitudinalbarrierspresentwithinsociety’.14

TheauthorsofSingapore’sEnablingMasterplanacknowledgethatcollectingstatisticsregardingtheprevalenceofdisabilityisachallengeandthatnoreliablesourcesofdatacurrentlyexist.IthasrecommendedthattheMinistryofCommunityDevelopment,YouthandSports(MCYS)conductsastudytodeterminetheprevalencerate,includingpossiblyconductinganationalcensusorsurvey.

The Cultural ContextItisinterestingtounderstandtheculturalcontextinHongKongandSingaporeandtheextenttowhichthisaffectspeople’sattitudestowardsdisability.BothgeographiesaremadeupofmajorityChinesepopulations-95%inHongKongand77%inSingapore15andamixtureofreligiousbeliefsandculturalvalues,includingBuddhismandConfucianism,aswellasfolkreligion,haveplayedapartinshapingtraditionalattitudestowardsdisability.Generalawarenessandeducationisgraduallyimproving,buttraditionalattitudesandbeliefstowardsdisabilitystillexist.

Retribution of sinsWiththeConfucianfocusonsocialorderandharmonyandBuddhistfocusonkarma,andthebeliefthatindividualswhoperformwrongactionswillearndemeritsorunfavourablerebirth,16disabilityhastraditionallybeenviewedinmuchofAsia‘asapunishmentforthedisabledperson’sparentalorpast-lifesins’.17Onecommentatordescribesitasfollows: “Theorientalmetaphysicalconceptconsiderseachindividual’slifespanasalinkonachain,whereeach

individualisseenasthe‘productofallthegenerationsofhisorherfamilyfromthebeginningoftime’.Duetothislinkwithancestors,theexistenceofdisabilityissometimesexplainedascomingfromancestralspirits,tryingtorectifysomewrongthatwasdone.”18

AnothercommentatorhighlightshowtherehasbeenatendencyinAsiantraditions,toidentifythecauseofadisability-ofteninveryunscientificterms: “Insomecases,mentalillnessisblamedonevilspiritsorpunishmentfromgod(s).Anotherbeliefisthat

unbalanceddiet,eatingfoodthatshouldbeavoided,oremotionaldisturbanceduringpregnancywillcauseillnessordisabilityofthenewborn.Forinstance,grieforhavingtempertantrumsduringpregnancyisperceivedtopossiblycausethemothertoloseherbabyortoproduceababywithdisabilities.”19

“thosewhoseprospectsofsecuring,retainingplacesandadvancingineducationandtraininginstitutions,employmentandrecreationasequalmembersofthecommunityaresubstantiallyreducedasaresultofphysical,sensory,intellectualanddevelopmentalimpairments.”12

www.communitybusiness.org1�


Family shame and rejectionAsianculturesemphasisetheimportanceofthefamilyandreciprocalobligationsandeveryoneinthefamilyhasaresponsibilitytomakethefamilyproud.Failuresinmanyaspectsoflifeareconsideredanembarrassment,shame,andlossoffacetotheentirefamily.20Giventhiscontext,manydisabledpeopleandtheirfamiliesfacestigmitisation,familyshameandrejection. “Thestigmaattachedtodisabilitymaygeneratethefamily’sfearofexposuretocriticismanddisgrace.Guilt

mightbefeltbytheindividualwithadisabilitytowardshisorherfamilyorbythefamilytowardstheindividualwithdisability,aswellastowardsancestors.”21

Chinese terminologyToacertainextent,traditionalattitudestowardsdisabilityinHongKongandSingaporearereflectedintheterminologythatwasdevelopedandstillremainsinusetoday.Indeed,neithertheoriginalChineseterms,northeirEnglishtranslationshavebeensubjecttothesamerigorousexaminationofpoliticalcorrectnessexperiencedintheWest,andtermsthatwouldbeviewedasderogatoryanddisrespectfularestillinpopularusage.

“ThetraditionalChinesetermsfordisabilityare‘canfei（殘廢）’,meaning‘handicap’and‘useless’,or‘canji’,meaning‘handicap’and‘illness’.Theterm‘gongnengzhangaizhe（功能障礙者）’,meaning‘individualswithdisabilities’israrelyused.”22

Likewiseandforexample:

“Thetermforepilepsy,“diangan（癲癇） /yangdianfeng（羊癲瘋）”,translatesas“shakingofthelamb”inChinese.Themotherbelievedthatthelambsheatepassedthe“shakingofthelamb”toherchild.”23

Changing attitudesGreatergovernmentfocus,awarenessandeducationmeanthatgraduallyattitudesarechanging.Today,variousNGOsservingdifferentdisabledgroupsarerunningawarenesscampaignsandprojectswiththeaimofminimisingstigmainthecommunity.InSingaporeforexample,theCentreforEnabledLiving(CEL)launchedaLivEnabledcampaigninSeptember2010designedtolaythefoundationsforeffectingamindsetchange-fromthatofpassivecaretoactiveenabling-amongSingaporeansinthelongterm.24BothHongKongandSingaporeGovernmentspromote3DecemberasInternationalDayofDisabledPersonseachyearandholdeventsonthisday.

MembersofCommunityBusiness’DisabilityAdvisoryGroup25expressedmixedviewsaboutcurrentsocialattitudestowardspeoplewithdisabilities.Somementionedsomespecificchallenges:

“Generally,theHongKongworkethicismaximumefficiencyandproductivity.There’sastrongbeliefinindividualsuccess.Lesstoleranceofdiversity.Generallyindividualdifferencesarenottoleratedasagoodthinginitself.Traditionsarelessnow,buttheyarestillinthebackground.”

1�www.communitybusiness.org


“HongKongiscrowded,communitiesdon’twantanythingtobeputintheirneighbourhood.Peoplewantmoreopenspace,nottakenupbyfacilitiesfordisabledpeople.ThisisadilemmainHongKong.”

Itwasalsohighlightedthatattitudesvaryaccordingtothecategoryofdisability,withthosewithmentalhealthissuesfacingthebiggestchallenge-perhapsfuelledbysensationalmediacoverageofactsofviolencebypeoplewithpsychiatricillnesses.

However,mostmembersoftheDisabilityAdvisoryGroupagreedthatwhilstmuchmoreworkneedstobedone,socialattitudestowardspeoplewithdisabilitiesinHongKongandSingaporearegenerallyimproving.

The Legal ContextInHongKong,peoplewithdisabilitiesareprotectedbylawundertheDisabilityDiscriminationOrdinance(DDO).Introducedin1995thislawprotectsadisabledpersonagainstdiscrimination,harassmentorvilificationintheareasofemployment,accommodation,education,accesstopartnerships,membershipoftradeunionsandclubs,accesstopremises,educationalestablishments,sportingactivitiesandtheprovisionofgoods,servicesandfacilities.Thisprotectionisalsoextendedto‘associatesofpersonswithdisabilities’whomayincludearelativeorcarer.Thelawalsocoversvictimisation.Tosupportthislaw,theEqualOpportunitiesCommissioninHongKonghasalsopublishedavoluntaryCodeofPracticewhichprovidesadviceongoodmanagementpracticewithregardtotheemploymentofpeoplewithdisabilities.26

Singaporehaschosennottogodownthelegislativeroute,insteadsettinguptheTripartiteAllianceforFairEmploymentPractices(TAFEP)-analliancebetweenemployers,unionsandthegovernment-topromotefairemploymentpracticesthatshouldbeadoptedbyemployerstohelppreventdiscriminationintheworkplace.ThisextendstotherecruitmentandemploymentofpeoplewithdisabilitiesandthefirstprincipleoftheEmployer’sPledgeofFairEmploymentstates:

“Earlier,whenyousawpeoplewithdisabilities,therewouldbeanunusualsight,sopeoplewouldlookatyoumore.Butnowbecauseoftheaccessibilityoftheenvironmentandthetransportsystemtherearemorepeoplewithdisabilitiesgoingaroundandleadingregularlives.”

“Majorityofpeoplehavegonefromdirectdiscriminationtoamorepositiveapproach.Buttheyarenotyettreatingpeoplewithdisabilitiesequallyasiftheyareablebodied.Somepeopleareoverprotecting-helpingtoomuch.Someotherstreatusequally.”

“ThemoststigmatisedarepeoplewithpsychiatricillnessesinHongKong.Noonedarestosay‘Ihavearelativewithahistoryofmentalillness’.”



UN Convention on the Rights of Persons with DisabilitiesTheConventionontheRightsofPersonswithDisabilitiesisaninternationalhumanrightsinstrumentoftheUnitedNationsdraftedon13December2006.Itisintendedtoprotecttherightsanddignityofpersonswithdisabilities.PartiestotheConventionarerequiredtopromote,protect,andensurethefullenjoymentofhumanrightsbypersonswithdisabilitiesandensurethattheyenjoyfullequalityunderthelaw.28ThisConventionalsoraisesawarenessforthefirsttimeoftheneedtocounterdiscriminationcausedbyinaccessibletechnology,forexamplethroughinaccessibleonlinerecruitment.TheConventionisdescribedas‘markinga“paradigmshift”inattitudesandapproachestopersonswithdisabilities’.

Therewere82originalsignatoriestotheConventionincludingChinaandon1August2008theChineseGovernmentdeclaredthattheConventionshallalsoapplytoHongKongandMacau.SomedisabilityexpertspraiseHongKong’ssupportoftheUNConvention,seeingitasapositivesignofencouragementforpeoplewithdisabilitiesandasastepintherightdirection.However,othersaremoreskepticalandquestionwhatimpactithashadonchangingtraditionalattitudestowardsdisabilityandpromotingdisabilityequality.

Government Measures2003-2012wasdeclaredastheAsianandPacificDecadeofDisabledPersonsbytheUnitedNationsEconomicandSocialCommissionforAsiaandthePacific(ESCAP).Withitsregionalpolicyguideline,the‘BiwakoMillenniumFrameworkforActiontowardsanInclusive,Barrier-freeandRights-basedSocietyforPersonswithDisabilitiesinAsiaandthePacific(BMF)’,calledforashiftfromawelfare-basedtoarights-basedapproachtowardsdisability.ThistogetherwiththesubsequentUNConventionontheRightsofPersonswithDisabilitieshasprovidedanimpetusforgovernmentsintheregiontoexaminetheirapproachtodisabilityandadoptproactivemeasures.

Hong KongTheHongKongGovernment’spreferredapproachtowardsthoseofallageswithmildandseveredisabilitiesistoencourageasmuchintegrationaspossibleandithastakenanumberofpositivemeasuresinthisregard.ARehabilitationAdvisoryGroupisresponsibleforthedevelopmentandimplementationofacomprehensiveRehabilitationProgrammePlan(RPP).Thestatedobjectivesofthisinitiativeareto:

“promoteandprovidesuchcomprehensiveandeffectivemeasuresasarenecessaryforthepreventionofdisability,thedevelopmentofthephysical,mentalandsocialcapabilitiesofpeoplewithadisability,andtherealisationofaphysicalandsocialenvironmentconducivetomeetingthegoalsoftheirfullparticipationinsociallifeanddevelopment,andofequalisationofopportunities.”30

“Recruitandselectemployeesonthebasisofmerit(suchasskills,experienceorabilitytoperformthejob),andregardlessofage,race,gender,religion,familystatusordisability.”27

“Ittakestoanewheightthemovementfromviewingpersonswithdisabilitiesas“objects”ofcharity,medicaltreatmentandsocialprotectiontowardsviewingpersonswithdisabilitiesas“subjects”withrights,whoarecapableofclaimingthoserightsandmakingdecisionsfortheirlivesbasedontheirfreeandinformedconsentaswellasbeingactivemembersofsociety.”29

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Thescopeofthisplanisfar-reachingandincludescommitmentsto:preventionandidentification,medicalrehabilitation,pre-schooltraining,education,employmentandvocationalrehabilitation,residentialcare,daycareandcommunitysupport,developmentofself-helporganisations,accessandtransport,applicationofinformationandcommunicationstechnologies,recreational,sports,culturalandartsactivitiesandpubliceducation.31

SingaporeInSingapore,familiesareseenasthefirstlineofsupportforpeoplewithdisabilitiesandtheapproachtowardstheirintegrationintosocietyisseenasrelyingon‘manyhelpinghands’32fromthecommunity,privateandpublicsectors.WhilsttheGovernmentprovidesmeans-testedsubsidiesfordisabilityservices,itviewsinstitutionalisedcareasthelastresort.33TheSingaporeGovernmentworkscloselywiththeNationalCouncilofSocialService(NCSS)andCentreforEnabledLiving(CEL)andotherrelevantbodiesinthedeliveryofservicesandprogrammesforpeoplewithdisabilities.

AnEnablingMasterplanSteeringCommittee,comprisingrepresentativesfromthepublicandprivatesectorwasformedinSeptember2006.Itreleaseditsreport,theEnablingMasterplan2007-11inFebruary2007,articulatingitsvision:

Theplanoutlinesanumberofrecommendationsandfocuseson‘mainstreaming’disability,wherecreatingabarrier-freeenvironmentanddisabled-friendlyapproachbecomesintegraltotheagendaandinvolvescloseco-operationbetweenagenciessuchastheMinsitryofCommunityDevelopment,YouthandSports,NationalCouncilofSocialService,VoluntaryWelfareOrganisationsandtheprivatesector.35

Promoting employmentHong KongToassistwiththeemploymentofpeoplewithdisabilitiestheGovernmenthassetuptheSelectivePlacementDivisionundertheLabourDepartment.TheSelectivePlacementDivisionprovidesafreerecruitmentservicetoemployersandafreeemploymentservicetojobseekerswithdisabilities.Italsorunsa‘WorkOrientationandPlacementScheme’designedtoenhancetheemployabilityandcompetitivenessofpeoplewithdisabilitiesthroughpre-employmenttrainingandworktrialplacement.Underthisschemeparticipatingemployersofferathree-monthworktrialtothejobseekerwithdisabilitiesandarefreetodecidewhethertocontinuetheemploymentuponcompletionoftheemploymentperiod.Theparticipatingemployerreceivesafinancialincentiveequaltotwo-thirdsoftheactualwagespaidtotheemployeeduringtheemploymentperiod,withaceilingofHK$4,000permonth.Afterassessingthemeritsofindividualcases,thepaymentperiodmaybeextendedfromthreemonthstoamaximumofsixmonths.36

“OurvisionisforSingaporetobeaninclusivesocietywherepeoplewithdisabilities(PWDs)aregiventheopportunitytobecomeequal,integralandcontributingmembersofsociety.Childrenwithspecialneedswillreceiveeffectiveinterventionandeducationservicestomaximisetheirpotentialandopportunitytoeventuallyworkandcontributetosociety.TherewillbeequalopportunitiesforPWDsinemployment.MorePWDswillachieveself-reliancethroughwork.”34



HongKong’sSocialWelfareDepartmentalsorunsandoverseesanumberofprogrammestohelpthedisabledintowork.IncludedintheseinitiativesarespecialeducationalprogrammesrunbytheVocationalTrainingCouncil(VTC)forthosewithdisabilities.TheVTCoperatesthreeskillscentresandmonitorstwofurthercentresrunbynon-governmentalorganisations.Betweenthem,thesecentresprovidemorethan600full-timetrainingpositions(includingsomewithresidentialfacilities).37TheGovernmentalsoseekstohelpthosewhobecomedisabledbyprovidingre-trainingprogrammesthroughitsEmployeeRetrainingCouncil.

SingaporeSingaporehasanumberofinitiativesdesignedtofacilitateandencouragetheemploymentofpeoplewithdisabilities.TheBizlinkCentreSingaporeLimitedreceivessupportfromtheGovernmentandtheNationalCouncilofSocialServiceandrunsacentralisedvocationalassessmentandjobplacementservice.Thisassessesacandidate’ssuitabilityforemploymentandhelpswithjobplacement.Follow-upservicesandjobsupportarealsogiventohelppeoplewithdisabilitiesremainemployed.TheInfocommAccessibiltyCentre(IACentre)providesinformationtechnologytrainingandisspeciallyequippedwithassistivetechnologydevices.ItworkswiththeITApprenticeshipProgramme(ITAP),aGovernmentfundedinitiativerunbytheSocietyforthePhysicallyDisabled(SPD)totrainpeoplewithdisabilityandpreparethemforemployment.Ontheemployerside,theOPENDOORFundprovidesemployersfinancialsupportandencouragesemployerstolookbeyondthedisabilityandrecruitbasedonmerit.Tomakeiteasierforcompaniestoemploypeoplewithdisabilities,theGovernmentprovidesfundingofuptoS$100,000toemployerstoco-fundtheirexpensesinjobredesign,workplacemodificationandjobsupportprogrammes.38Inaddition,theEnablingEmployersNetwork(EEN),whichdescribesitselfasan‘allianceoflikemindedemployers’,wassetupin2007asaninitiativeoftheEnablingMasterPlantochampiontheemploymentofpeoplewithdisabilities.

Employment quotas for people with disabilitiesHowever,despitethesegovernmentmeasures,theemploymentrateofpeoplewithdisabilitiesremainslow.Interestingly,boththeHongKongandSingaporeGovernmentshaveconsciouslychosennottooptforanemploymentquotasystem39adoptedbyothercountriesintheAsiaregionincludingChina40andJapan.41AccordingtoHongKong’sinitialreportsubmittedtotheUNonthe‘ImplementationoftheConventionontheRightsofPersonswithDisabilities’:

ThereisamixedresponsetothisdecisionbymembersofCommunityBusiness’DisabilityAdvisoryGroup.Somebelievethatamoreaggressiveapproachwouldbemoreeffectiveindrivingachangeinbehaviour:

“[Quotas]createanumberofvacanciesandthereforeareasonforemployerstoactivelylookforpeoplewithadisability.[Quotas]createalevelplayingfieldsothatpeoplewithadisabilityknowtheycanprovethemselvesandlookforajobbecausetherearevacancies.”

“underamandatoryemploymentquotasystem,personswithdisabilitieswouldbeperceivedasaliability,makingthemdifficulttobeacceptedbytheirpeersatworkwhichisnotconducivetotheirintegrationintothecommunity.Weconsiderthatpersonswithdisabilitiesshouldbeassistedtofindappropriatejobsonthebasisoftheirabilitiesratherthandisabilities.”42



However,othersaremoreskeptical:

Key Challenges for People With DisabilitiesThroughconversationswithvariousstakeholders,includingafacilitateddialogueinHongKongbetweenpeoplewithdisabilitiesandthecorporatesector,CommunityBusinessidentifiedanumberofkeychallengesfacedbypeoplewithdisabilitiesinHongKongandSingapore-bothgenerallyandspecificallyintheworkplace.Someofthesearesummarisedbelow.

General ChallengesSocial attitudes and ‘disability labels’Manypeopletalkedaboutthelackofunderstandingandignoranceofpeopleasbeingthebiggestchallengeforpeoplewithdisabilities.Ashighlightedintheprevioussection,traditionalattitudesbasedonfearandsuperstitionarestillevidentandcancausesignificantchallengesforpeoplewithdisabilitiesinbothHongKongandSingapore.Otherstalkedaboutthediscriminationandstigmapeoplewithdisabilitiesface-particularlythosewithmentalillness.Thispreventssuchindividualsfrombeingabletoactivelyparticipateinthecommunityandsometimesfromgainingaccesstotheservicestheyneed.Suchrejectionofpeoplewithdisabilitiesinevitablyspillsovertothecaregiversandfamilymembers.Otherstalkedabouthowmanydonotseedisabledpeopleasindividuals-rathertheyfocusonlyonsomeone’simpairmentormedicallabel.Itwashighlightedthatsocietyoftenmakesassumptionsaboutindividualsbasedontheirmedicalconditionordisabilityandthislimitstheiropportunitiesbotheducationallyandintermsoftheirwiderintegrationintosociety.Asalreadymentioned,theverytermsusedtodescribedisabledpeoplecanhaveadetrimentaleffect.Asonepersonputit:

Barriers in educationSeveralofthedisabilityexpertsthatCommunityBusinessspoketotalkedaboutthelackofintegratededucationforpeoplewithdisabilities.Althoughmainstreamschoolopportunitiesareavailable,undertheexistingeducationpolicyinbothHongKongandSingapore,studentswithseverespecialeducationalneedsormultipledisabilitiesaregenerallyreferredtospecialeducationschools.Whilstthesespecialschoolsoffertheadvantageinthattheyprovideacurriculumtailoredfordifferenttypesofdisabilities,theycandenystudentstheopportunitytointegrateintomainstreamsociety.

“Peoplewithadisabilityarejustordinarypeopleandhowtheyviewthemselvesisaffectedbyhowotherpeopleviewthemandthatcanbeaverynegativecirclethere.”

“InJapan,thequotasystemcomeswithalevysystem.Ifacompanydoesn’tmeetthequota,theyhavetopayafine-themoneyisputintoafundtosupportvocationaltrainingforpersonswithdisabilities.Butovertheyearstheycollectedsuchahugesumofmoneythattheycouldnotuseit,sotheyextendedtohelpoldpeoplefindjobs.Thatexplainsaquotasystemmaynotnecessarycreateemploymentopportunity-itbecomesanothermeasureofcollectingtax.”



Otherstalkedaboutbarrierstohighereducationforpeoplewithdisabilities:

Low employment rate of people with disabilitiesAlthoughstatisticsarenotreadilyavailableabouttheemploymentrateofpeoplewithdisabilitiesinHongKongandSingapore,theyaregenerallyagreedtobelowandcertainlyfarlowerthantheemploymentrateofthepopulationatlarge.LessthanhalfofthepeoplewithdisabilitiesinSingaporeareemployedandaccordingtoaTopNewsAsiareportinJune2010only79companieshavetappedintotheOPENDOORFundoverthelastfouryearssinceitstartedinJuly2006.43However,accordingtotheSingaporeNationalEmployersFederation(SNEF)thisnumberhasincreasedto124.

Physical barriersAsidefromsocialchallenges,peoplewithdisabilitiesoftenfacephysicalbarriersintermsofaccessibility.BothHongKongandSingaporearemakinggreatstridesintermsofimprovingtheaccessibilityoftheirinfrastructureandaccessibilityisincreasinglybeingbuiltintothedesignofnewbuildings,roads,pathways,parksandrecreationfacilities.However,physicalbarriersdoexist.Manyolderbuildingsforexample,donothaverampsorelevatorsforpeoplewhousewheelchairs;buildingsoftenhavewashroomsformenandwomenondifferentfloorswhichcanmakeitdifficultforthepersonwithdisabilitiestoaccess;andinthelimitedspaceofHongKong,accessisoftennotwideenoughforawheelchairusertopassthrough.

Workplace ChallengesAttitude of employersOneofthebiggestchallengescitedbyindividualswithdisabilitieswithregardtoemploymentopportunitiesinHongKongwastheattitudeofemployers.Thiswasseentobeafarbiggerobstaclethanphysicalbarriersandmoredifficulttofix.

“Thequestioniswhetheremployersarewillingtochangetheirattitude.EvenwiththeDisabilityDiscriminationOrdinance[inHongKong]whichpreventsemployersfromdiscriminatingagainstpeoplewithdisabilities,inrealitypeopledon’tcare.”

“Everyonehasthesameeducationrightsasotherchildreninprimaryandsecondaryeducation.However,it’sdifficultforthemtogotohighereducation.There’sabottleneckbecauseofpublicexaminations.Forexample,peoplewithhearingimpairments.Theyhavedifficultywiththeirlanguagedevelopmentandcan’tgetthroughthepublicexaminations.Thepublicexamsareabarrierforthem.”

“Soevenbeforewetalkaboutemployment,weneedtotalkaboutmainstreamingeducation,makingsurethatasmanypeopleaspossiblegetvocationalskillsearlierinlife.Makeschools,universities,kindergartensallaccessiblesothattheyhaveanequalfootinginacademiesandintegratingwiththecommunity…Itmustbepartoftheeducationsystemtomakesurethateverybodyissuitablyskilled.Formeeducationisthemostimportantthing,becausebythetimeofemployment,it’stoolate.”



Limited experience or contact with disabled peopleItwashighlightedthatoneofthekeyreasonsemployersmaybereluctanttoemploypeoplewithdisabilities,isthatpeopleinthecorporatesectorhavelimitedexperienceofworkingwithorinteractingwithpeoplewithdisabilities.Asonedisabilityexpertputit:

Thereisalsoalackofin-houseexpertiseonhowtoadaptthebuiltenvironmentandhowthingsaredone,sothatpeoplewithdifferentimpairmentscancontributetobusinesssuccess.

Negative perceptions and false assumptionsWithlimitedpersonalexperienceofpeoplewithdisabilities,itwashighlightedthatemployersoftenhavenegativeperceptionsandfalseassumptionsaboutdisabledindividualsandtheirabilitytoperformintheworkplace.Examplesmentionedincludedassumingthatadisabledindividualcannotfulfillacertainrole,lacksintellectualcapacityormighttaketwiceaslongtoperformatask.Inadditionfewemployersunderstandtheextenttowhichtechnologycannowempowerdisabledpeopleatwork.Manymanagersforexample,donotrealisethatblindpeoplecananddoaccesstheinternetoruseemail.

Uncertainty and fearManysharedtheviewthatuncertaintyandfearplayakeyroleinpreventingcompaniesfromemployingpeoplewithdisabilities.Withalackofeducationandtraining,manymanagersdonotknowhowtoappropriatelyrecruitandmanagepeoplewithdisabilitiesandsorelyona‘playsafe’mentality,employingpeoplewithwhomtheyfeelmorecomfortableandfamiliar.

Access to informationAkeychallengetotheemploymentofpeoplewithdisabilities,citedbybothemployersanddisabledindividualsthemselves,wasalackofaccesstoinformation.Theemployerstalkedaboutthedifficultyinidentifyingdisabledtalentandthelackofinformationavailableonthis.Thedisabledindividualstalkedaboutthelackofaccesstocorporateinformationandbeingunabletofindoutaboutopportunitiesavailable.Accessibilityofinformationoncorporatewebsiteswascitedasanexamplehere.

Pressure to excelAchallengehighlightedbyanumberofdisabledindividuals,wastheconstantpressuretoexcelanddobetterthannon-disabledpeers-almostinordertojustifytheirexistenceandtoprovethattheyarenotaburden.Asonepersonputit:

“Apersonwithadisabilityhasatougherchallengeinprovingthemselves[tobe]capabletocarryoutajob.Thatyouareanasset,notaliabilitytoanoffice.Thatpeoplewantyou,notthattheyfeelsorryforyou.”

“Myexperienceisthatmostemployershesitatetoemployblindpeoplebecausetheyhaven’thadthechancetomeetthem.Whenopen-mindedemployersmeetblindpeoplewhocanpresenttheirskills,usuallytheresultispositive.”

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ItisclearthatmanypeoplewithdisabilitiesinHongKongandSingaporefacesimilarchallengestothoseinotherpartsoftheworldandthattheyarelimitednotsomuchbytheirmedicalconditionorimpairmentbutbybarriersthatarisefromthesocialenvironmentinwhichtheyoperate.Muchcanbedonebythecorporatesectortoovercomesomeofthesebarriersandenableindividualswithdisabilitiestoparticipatemorefullyinsocietyandtocontributetotheregionalandglobaleconomy.

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Section 3:Towards Disability Confidence- Recommendations for Employers

Section1ofthisResourceGuidehighlightsthebusinesscaseforcompaniestopromotedisabilityequalityandbuilddisabilityconfidentorganisations.

Thissectionprovidescompanieswithadviceonhowtotakestepstowardsbecomingdisabilityconfident.

Theserecommendationsaredrawnfromanumberofsourcesincluding:internationalbestpractice-mostnotablytheEFD’sDisabilityStandard,44interviewswithmembersofCommunityBusiness’DisabilityAdvisoryGroupinbothHongKongandSingaporeandfromtheHongKongGovernment’scomprehensiveCodeofPracticeonEmploymentundertheDisabilityDiscriminationOrdinance.

IllustratedwithcasestudiesfromHongKongandSingapore,theserecommendationsfocusonthefollowing4keyareas:

1.Take a Strategic Approach

2. Change Organisational

Culture and Behaviour

4. Value Disabled Customers

3. Realise the Potential of Disabled Employees

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1. Take a Strategic ApproachToimpactrealandlastingchangewithregardtoaddressingdisability,itisimportantforcompaniestotakeastrategicapproach.Thisincludes:establishingthebusinesscase,identifyingavisionandgoals,developingactionplansandbuildingmanagementcommitmentandleadership.

Establish the business caseAnycompanylookingtoinvesttimeandenergyintocreatingadisabilityconfidentorganisationneedstoclearlyunderstandandbeabletoarticulatetheeconomicandethicalcasefordoingso.Thiswillbedifferentfromcompanytocompanyandwillrequiresomelevelofresearchintothecharacteristicsofthelocalmarketandindustry.Asfaraspossiblethebusinesscaseshouldberootedinfactsandfiguresanddemonstratetheimpactofdisabilityonthebusinessbothinternallyandexternally.TheEFDhasfoundthatfocusingonhowdisabilityaffectsacompany’scustomerbasecanbeparticularlypowerfulincapturingtheheartsandmindsofseniorexecutivesandspurringthemtoaction.ThedataisnotcurrentlyavailableforHongKongandSingaporebutadoptingtheapproachdevelopedbytheEFDandillustratedinFigure2,canbeusefulinpresentingthebusinesscase:

Figure 2: Banking Sector Customer Profile

One in seven of the UK population has a hearing impairment.

6 million UK telephone banking customers are likelyto have a hearing impairment.

This would mean circa 7.52 million disabled UK banking customersbecame disabled post-16.

Thus 8 million disabled UK banking customers could walk away from inaccessible service.

Therefore 5.79 millionUK banking customers may have dyslexia.

1.73 million UKbanking customersmay have a visual impairment.

3.9 million UKbanking customers aged over 65 mayhave a disability.

Thus, 9.65 million UK banking customers are likely to be affected by fluctuating mental health conditions.

19.3 million UK banking customers are likely to be disabled or close to someonewho is.

One in sixBritish adults live with fluctuating mental heath conditions

One in three people are disabled or close to someone who is.

78% of acquired their impairment aged of 16 or older.

83% of disabled people have walked away from yan inaccessible service provider to take business elsewhere.

10%of theUK population has dyslexia.

3%of the UK population has a visual impairment.

42% of the 9.7 million people aged over 65 have a disability. Only 3.5% of this age group do not have a bank account.

UK populationpopulation

accessing bankingservices: 57.9 million

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Identify a vision and goalsInorderfordisabilityequalitytobecomeabusinesspriority,theseniormanagementteamneedstotakethetimetoidentifyandcommunicateavisionfortheorganisationanddefinespecificdisabilitygoalsagainstwhichprogresscanbemonitored.Someexamplesofdisabilitygoalsarelistedbelow:45

Develop actions plans - across all departmentsOncegoalshavebeendefined,thechallengeistotranslatetheseintoactionplans-andcriticallytheseshouldbedevelopedacrossalldepartments,notjustthehumanresourcesfunction.Whilsthumanresourcesprofessionalsmightberesponsiblefortheinitialrecruitmentortrainingofanindividualwithdisabilities,theyarenotresponsiblefortheday-to-daymanagement.Companiesthereforeneedtothinkthroughtheworkplaceexperiencefromtheperspectiveofthedisabledemployeeandidentifyhowthatindividualmightneedtobesupportedandmanaged.Thiscouldrequire,forexample,engagingtheITdepartmenttothinkabouttheindividual’sspecificITneeds,ortheBuildingManagementdepartmenttothinkabouthowtheemployeemightgetabouttheoffice.Thisprocessshouldbeextendedtoexternalandcustomerfacingfunctions.Marketingdepartmentsforexample,shouldbeencouragedtothinkthroughtheexperienceofadisabledclientorcustomerwantingtodobusinessorinteractwiththeorganisationandidentifywhatadjustmentstoproductorservicedeliverymightbenecessary.Whilstprocurementfunctionsshouldbeencouragedtoexplorewhethertheycansourceproductsandservicesfromorganisationsthatemploypeoplewithdisabilities.Whatisrequiredisforalldepartmentstoaudittheirfunctionsandprocessesandseektoremoveanybarrierstoemployingorservingpeoplewithdisabilities.

Build management commitment and leadershipToensurethatthedisabilityagendaistakenseriouslyandthatvisionandgoalsarefollowedthrough,itisimportanttobuildmanagementcommitmentandleadership.Onlyifthemostseniorlevelsoftheorganisationareabletoarticulateanddemonstratetheircommitmentwillotherpartsoftheorganisationfollowthrough.Developingawrittencommitment,publicallysupportedbyseniorexecutivescanbeusefulinthisregard.Someorganisationshavefounditusefultoidentifyaseniorexecutivetoactasadisabilitychampion.Ideallythispersonshouldhaveaplaceonthemostseniorlocalmanagementteamandhavetheabilitytoinfluencepolicyandreviewprogresstowardsdisabilityconfidence.

•Wearecommittedtobecomingdisabilityconfidentacrossthebusiness-notonlytoemployingmoredisabledpeople.

•Wenolongermakeassumptionsaboutwhatpeoplecandoonthestrengthofalabel.•Weaimtobebarrier-freeforgroupsandskilledatmakingadjustmentsforindividuals.•Wehavehighexpectationsofdisabledpeopleandofthebusiness.



Case Study 1: Taking a Strategic Approach

Organisation: British Council

Asalargeinternationalculturalrelationsorganisation,theBritishCouncilrecognisestheimportanceofadoptingastrategicapproachtodiversity-includingdisability.Inits‘PromotingDisabilityEquality’guidecompiledinSeptember2009itsetsoutwhattheorganisationanditsemployeescandotopromotedisabilityequalityandhowdoingsosupportstheorganisation’svision,purposeandvalues.Theguidearticulatestheorganisation’smoral/ethical,legalandbusinessreasonsforpromotingdisabilityequalitywhicharesummarisedbelow:

•Moral/ethical reasons Asanorganisationthatvaluespeople,webelieveitisrighttostrivetoincludepeoplewithdisabilitiesinallwedo,facilitatingparticipationinouractivitiesandservices.Bycorrelation,itisunethicalandimmoraltofailtoeffectivelyrespondtodisabledpeople’sexclusion.

• Legal reasons Promotingdisabilityequalityalsohelpsustomeetourlegalobligationsandsupportsustominimiserisktotheorganisation.

• Business reasons Promotingdisabilityequalitymakesperfectbusinesssense.Thinkingaboutdisabilityatworkhelpsusto:

•Berelevanttoalargerpoolofcustomersandclients. •Learnfromtheexperienceandexpertiseofothers. •Ensurethatindividualshaveapositiveexperienceofourservices. •Enhanceourreputationasagoodpartner. •Enhanceourreputationasagoodemployer.

Theguideidentifiessevenobjectivesformainstreamingdisabilitywithintheorganisationandinaddressingeachobjectiveoutlineswhatstaffcando,pointstoexamplesofbestpracticebyreferencingwhatBritishCouncilofficesaroundtheworldhavedoneanddefineswhatmakingprogresstowardsdisabilityequalitywilllooklike.TheBritishCouncildoesnotclaimtoalwaysgetitrightorhavecompleteditsjourneytowardsbetteraccessforpeoplewithdisabilities,buthavingaguideandastrategicapproachareveryimportantastheCouncilstrivestoensurethefullparticipationofdisabledpeopleinitswork.

InHongKong,theBritishCouncilhastakenmanystepsinlinewithitsstrategiccommitmenttomainstreamdisabilityincluding:improvingaccesstoitsfacilitiesbyconductinganaccessibilityauditofitspremiseswithRehabilitationPowerinHongKong;enablingdisabledcandidatestotakeexamsbyaccommodatingtheirspecificneeds;usingpositiveimagesofdisabledpeopleintheirmarketingandcommunications;andrunningeventstoraiseawarenessaboutdisabilitybothinternallyandexternally.

TheBritishCouncilDisabilityEqualityGuidecanbeaccessedatwww.britishcouncil.org/promoting_disability_equality.doc




Organisation: American Express

AmericanExpress’GlobalDiversity&InclusionStrategyfocusesonthreeareas: 1.TalentSegmentation-howtoattract,developandretaintalent. 2.MarketSegmentation-howtotargetkeycustomersegments. 3.WorkplaceTransformation-howtocreateanengagingworkplace.

Disabilityisaglobalprioritythatspansacrosseachofthesethreekeyfocusareas.In2009,AmericanExpresscreatedastrategicframeworkforhowtoapproachdisabilityacrossthecompany.Openlyacknowledgingthatthecompanyisatthebeginningofitsjourneyto‘disabilityconfidence’,AmericanExpresshassetitselfthefollowinggoals:

•Understandhowdisabilityaffectseveryaspectofthebusinessandstarttocreateacultureofinclusionbyremovingbarriersandenablingallteammemberstoequallycontribute.

•Increasetheavailabletalentpoolandimproverecruitmentpracticesbyensuringtherecruitmentprocessisfairandaccessible.

•Ensurerigorousandrobustplansatamarketlevelthatcandemonstrateprogress.

Astrongbusinesscasebringingthesegoalstolifeforleadersandemployeesiscriticaltodriveengagement.ForAmericanExpress,thebusinesscaseisfocusedontwoareas:

• Our Customers:Byimprovingourproductsandservicestomeettheneedsandexpectationsofdisabledcustomerswewilldrivebusinessresults.

• Our Employees and Employer Brand:Becomingmoredisabilityconfidentwillenableustobuildaccesstoawidertalentpoolandimproveouremployerbrand;reducecostsassociatedwithabsence,turnover,illnessandinjuryclaims;enableamoreinclusiveworkplace;achievegreaterretentionandemployeeloyalty;andreducelegalriski.e.avoidinglitigationandfinesandthetime/costinvolvedinpotentialclaimsordisputes.

Toensuredisabilitybecomesapriority,AmericanExpresshascreatedDisabilityAwarenessTaskforces(DAT)withinanumberofmarketsacrosstheglobeledbymembersoftheCountryExecutiveTeams.Theestablishmentofthesetaskforceshasensuredseniorleadershipownership,enablingacross-functionalteamtodrivemarket-basedactionplans.Theseplansaredesignedtocapturetheneedsofcustomers,employeesandleadersaswellasengagelocalstrategicpartners.

• Voice of Customer:Globalwebinar(includesquizformatonbusinesscase),podcastsfromleaders,consistentbrandingandcommunicationsmessages.

• Voice of Employee:Focusgroups,employeefocusedevents;a‘MegaQuiz’tocreateafunandinteractivewaytolearnaboutdisability;disabilityexperienceevents.

• Voice of Leader: Leadertraining/actionsessions,paneldiscussions,eventswithlocalorganisations.

Basedonthecompany’sexperience,AmericanExpresshasthefollowingadviceforcompanieslookingtogetstartedinaddressingdisability:

•IdentifyBusiness Championstohelpcreatethat‘calltoaction’onwhybecomingadisabilityconfidentorganisationmakesgoodbusinesssense.

•UtiliseSteering Committee/Taskforce structureswithkeydecisionmakerstoensuredisabilitybecomesapriority.

•Phase your approachintodifferentstagestodeliveraclear,focusedstrategy: Phase1:BusinessSponsorship/Benchmarking Phase2:EmployeeExperience:Accessibility/Awareness/Recruitment Phase3:CustomerExperience:Access,Service,BrandMarketing




Organisation: Ocean Park

HongKong’sOceanParkaspirestobeaworldleaderinprovidingexcellentguestexperiencesinathemeparkenvironmentconnectingpeoplewithnature.Thecompany’sstrategiccommitmenttoaddressingtheneedsofthosewithdisabilities,issupportedatthehighestlevelsandisbestarticulatedbyOceanPark’sChiefExecutive,TomMehrmann:

“Beinganinclusiveorganisation,welcomingallpeople-includingthosewithdisabilities,bothasguestsandmembersofourteam,iskeytoourvisionandmission.Wedoanumberofthingstodrivethis.Firstly,weworkhardtocreatetherightorganisationalculture.Weensureallouremployeesreceivethethoroughtrainingtheyneedtoserveandworkalongsidepeoplewithdisabilities-aspartoftheirinitialorientationandalsoonanongoingbasis.WeprovidethisinthecontextofourwiderEqualOpportunitiestraining,butwealsohavetargetedprogrammessuchasour‘ServingDisabledGuests’trainingprogramme.Thisfocusesonappropriatewaysofservingdisabledguests-forexample,disabilityetiquetteandcommunicationskills,includingsimplesignlanguage,aswellasmakingsurethatallourfrontlinestaffandsupervisorsunderstandwhatfacilitiestheParkofferstheseguests.Secondly,wepartnerwithTungWahGroupofHospitalsandStJamesSettlementtoemploypeoplewithdisabilities.Therearestilloccasionalpublicperceptionsthatpeoplewithdisabilitiescanonlyperformcertainback-officefunctions,butwebelievewehavedonemuchtoovercomecertainstigmas,orpracticesassociatedwithindividualswhomayhavedisabilitiestoensureinclusionandaccessibility.Weassesscandidates’skillsandtalentsandfocusonputtingtheminthemostappropriateroles-manyofwhichareguestfacing.

Wehaveanumberofprogrammes,whichapplytoourguestsaswell.AsHongKong’sPeople’sPark,wewanteveryoneinHongKongtobeabletoenjoyandbeinspiredbyallthatOceanParkoffers.EachyearonInternationalDayforDisabledPeople(IDDP)-aneventwehavesupportedfor17years,weofferfreeadmissionforfamiliesofpeoplewithdisabilities(specificallyholdersoftheRegistrationCardforPeoplewithDisabilitiesinHongKong),aswellastheindividualwithdisabilities.Thisisinadditiontothedailyofferoffreeadmissiontopeoplewithdisabilities,whichalsoincludesdiscountsonentryticketstotheircarers.AndtoensurethatweconstantlythinkabouttheneedsofourguestswithdisabilitieswetakeproactivestepstoensurethatourParkandattractionsareasaccessibleaspossible.Weareparticularlyproudofourlong-standingrelationshipwiththeChairoftheIDDP,awheelchairuserhimself,whotogetherwithothershelpsustoregularlyaudittheaccessibilityofourParkandgiveusfeedbackforcorrectiveactions.

Thereisalwaysmorethatcanbedone,butwevaluethecontributionofpeoplewithdisabilities-bothasguestsandemployees,andIpersonallyamcommittedtoensuringthatourParkandourworkplaceareaswelcomingandinclusiveaspossible.”



2. Change Organisational Culture and Behaviour “Theinteractionbetween‘abled’and‘disabled’peopleisoftenhinderedbystereotypes,fears,avoidanceand

prejudices.”46

Disabilityisasensitivesubjectandtraditionalattitudes,preconceptions,evenfearofpeoplewithdisabilitiesprevail.ThisisparticularlytrueinAsiawhereopennessaboutaddressingthesubjectandpersonalcontactwithpeoplewithdisabilitiesislimited.Itiscriticalthereforethatcompaniesthinkthroughhowtheywillchangeorganisationalbehaviourandcreatetherightcultureofinclusiontomeetthedesiredvisionandgoals.Providingdisabilityawarenesstraining,bringingpeopleintocontactwithpeoplewithdisabilitiesandmakingmanagementaccountablearekeyinthisrespect.

Provide disability awareness trainingAnessentialfirststepinestablishingtherightcorporatebehaviourandcultureistoprovidediversityawarenesstrainingtoallemployeeswhichincludesaveryclearfocusondisability.Trainingcoursesmayvary-bothintheircontentanddeliveryformat.Somecompaniesprovideonlinetrainingmodules,othersbringinexternaltrainersorprovideexperientiallearningopportunities.Whatevertheformatorapproach,theEFDrecommendsthatanysuchtrainingshould:47

Thistraining,asfaraspossible,needstogobeyondvaluingdisabledpeopletoconsideringhowtohelpthebusinessdevelopthedisabilityrelatedcompetenciesneededtoremovedisabilityspecificobstacles.Itisobservedthatveryfewdiversitytrainersaredisabilitycompetentandisbestdonebypeoplewithpersonalexperienceofdisability.Somecompaniesinvestinbuildingthecapacityofdisabledentrepreneurstorunthetrainingforthem.Inaddition,asfaraspossibledisabilitytrainingmaterialsshouldbeadaptedtothelocalmarketcontext,referencinglocallaws,providinglocalstatisticsandusingcasestudiesfromtheregion.TheimpactofinvolvingAsianspokespeopleandchampionsshouldalsonotbeunderestimatedassuchmeasurescangoalongwaytoensuringthatdisabilityisseenasalocallyrelevantissueandnotjustanimportfromtheWest.

TheEFDhasawealthofresourcesavailabletoitsmembers,includingbriefingpapersformanagersofpeoplewithdifferenttypesofdisability.Ofparticularnote,isitsDisabilityCommunicationGuide.48Thisvaluableresourceprovidesinformationonwordsandphrases,disabilityetiquetteandspecificallywhattodowhenmeetingpeoplewithdifferenttypesofdisability.Italsodetailswhatcompaniesandmanagersshouldconsiderwhenconductinginterviewsormeetingsandothereventswithpeoplewhohavedisabilities.TheDisabledPerson’sAssociationinSingaporehaspublisheda‘DictionaryofDisabilityTerminology’onitswebsite,highlightingtheimportanceofusingtherightwords:

•Covertheeconomicandethicalcasefordisability.•Covertheorganisation’spolicyexpectations.•Includeinformationondisabilityrelatedlegislation.•Challengeassumptionsandchangebehaviour.



“Inthecontextofdisability,negativeandpatronisinglanguageproduces,predictably,negativeandpatronisingimagesandattitudes.Wordsinpopularusemirrorattitudesinsocietyandbychangingthewordswecanbegintochangethoseattitudes…Bymakingaconsciousefforttousewordsthatdonothavenegativeundertonesorbias,wecanhelptobreakdownbarriers.”49

VariousNGOsinbothHongKongandSingaporeofferdisabilityawarenesstrainingtoemployers,includingtheDisabledPersonsAssociationinSingaporeandtheEmployees’Safety,Training&RehabilitationServicesLimited(ESTARS)inHongKong.OneparticularnoteworthyorganisationthatoperatesinAsiaisDialogueintheDark.Workingfromtheprinciplethat‘theonlywaytolearnisthroughencounter’,theorganisationdeliversaDialogueintheDarkBusinessWorkshopthatgivesparticipantsadirectexperienceofwhatitisliketobevisuallyimpaired.Insodoingitisapowerfulwaytochallengepeople’sassumptionsandencouragethemtothinkdifferentlyabouttheperceivedlimitationsofpeoplewithdisabilities.

Dialogue in the Dark Business Workshop50

IntheDialogueintheDarkExecutiveWorkshop,participantsrelyonvisuallyimpairedinstructorstoguidethemincompletedarknessfortwohours.Theparticipantslearntodare,shareandcareandworkoutstrategiestosolvecommontaskstogether.Communicationandcooperationaretheessentialtoolsforsuccess.Participantsarethenescortedoutofthedarknessforanhourofreflectionanddebriefingonthetransitionfromdisempowermenttoempowerment.Theylearntousehiddensensesmoreeffectivelyandcometothinktwiceaboutabilitiesanddisabilities.DialogueintheDarkhasbeenpresentedinover30countriesandmorethan160sitesinover110citiesthroughoutEurope,Asia,theMiddleEastandAmericasinceit’sopeningin1988.Sofar,over6millionvisitorshaveexperiencedDialogueintheDark,andover6,000visuallyimpairedpeopleworldwidehaveearnedanincomeandrecognitionthroughtheirworkatDialogueintheDark.

Bring senior executives and employees in contact with people with disabilitiesOneofthemosteffectivewaystoeducatepeopleaboutdisabilityandovercomesomeoftheprejudiceandfearistofindwaystobringemployeesdirectlyincontactwithpeoplewithdisabilities.Thismightbethroughworkplaceinitiativessuchasinvitingadisabledprofessionaltosharetheirpersonalandprofessionalstory,runninganinternshipprogrammeforstudentswithdisabilities,orholdinginformalnetworkingeventsforseniormanagersanddisabledopinionformers.However,supportingemployeestotakepartincommunitybasedprojectswhichbenefitdisabledpeoplecanalsobepowerful.Enablingpeopletointeractorbuildrelationshipswithdisabledpeoplecanbeinstrumentalinremovingthefearelement,bringingahumanfacetothissubjectandopeningpeople’smindstowhatispossible.

Make management accountableAswithmanydiversityinitiatives,somecompaniesbelievethattheonlywaytodriverealbehaviouralchangewithinanorganisationistomakemanagementaccountable.Advocatesofthisapproachrecommendputtingaccountabilityforachievingdisabilitygoalsintomanagers’performancegoalsandappraisals.Thismaybeanambitiousgoal,particularlyforthosecompaniesthatareonlystartingtoaddressthisissueinAsia,butitisworthrememberingthisbasicbusinessprincipleandthinkthroughhowthedesiredbehaviourmightbeencouragedandrewarded.



Case Study 4: Changing Organisational Culture and Behaviour

Organisation: Goldman Sachs

GoldmanSachsrunsanumberofprogrammesinitsofficesacrossAsiaspecificallydesignedtoraiseawarenessandeducateemployeesaboutpeoplewithdisabilities.eLearningmodulesareavailableforemployeestoaccessatanytimeandthecompanyalsorunsalocalisedtrainingprogrammecalled‘ActingonDisability’featuringdisabilityconsultantSimonMinty.InHongKong,GoldmanSachshasalsopartneredwithDialogueintheDark,anorganisationaimedatfacilitatingsocialinclusionofmarginalisedpeople,todevelopitsownin-houseexperientialtrainingandinparticularhastailoredthe‘IntheLightSession’tofocusondiscussionrelatingtoissuesintheworkplace.

In2010,GoldmanSachsintroducedaregion-wideDisabilityPanelDiscussion.Thepanelcomprisedanumberofemployeeswithdifferentdisabilities,whosharedtheirpersonalandprofessionalexperiencesoflivingwithdisabilities.Theaimwastobringemployeesintodirectcontactwithpeoplewithdisabilitiesanddemonstratehowsuchindividualsareabletoworkeffectively.Theeventwassuchasuccessthatadditionalsessionswererunfordifferentdivisions.

Asthecompanyseekstocreateamoreinclusiveworkplace,GoldmanSachsrecognisestheimportanceofexecutivesupportandtheneedforappropriatesenior-andlocaldiversitychampionstosetthebusinesscontextfortheseinitiatives.Criticaltosuccesstooisensuringthatasfaraspossiblethetrainingcontentistailoredtolocalmarketconditions,usinglocalstatisticsandreferencinglocallawsandguidelines.

Case Study 5: Changing Organisational Culture and Behaviour

Organisation: Kentucky Fried Chicken (KFC)

In2003,KentuckyFriedChicken(KFC)inSingaporelaunchedanambitiousprojecttoopenastoreentirelystaffedbyemployeeswithhearingimpairments.ThecompanyworkedwiththeSingaporeAssociationfortheDeaftorecruittheemployeesbutrecognisedthatinordertomakethisprojectasuccessitneededtoinvesttimeandresourcesintocreatingtherightworkingenvironmentsothattheDeafemployeeswouldbewelcomed,enabledandsupportedbytheirmanagersandcolleagues.Thisfocusedonprovidingdisabilitytrainingforall.Servicedepartmentsweretakenthrougha2-daycoursethattaughtthemsomebasicsignlanguageskillsbutfocusedprimarilyongivingthemagreaterappreciationofwhatitisliketobedeafandovercomingsomeofthemythsandassumptionsabouttheirlimitations.Storemanagersweretakenthroughmoreextensivetrainingastheyneededtobeabletomanageandcommunicatewiththeirteamsonadailybasis.ThesetupphasewasahugelearningexperienceforKFCasthecompanydiscoveredwhatchangesandmodificationsitneededtomaketoitsrestaurantandthewayitpreparedfoodforitscustomers.Examplesincludedusinglightstoindicatewhenfoodwascookedratherthanbuzzersanddevelopinglaminatedmessagecardstofacilitatecommunication.Creatingtherightculturealsoextendedtoeducatingcustomers.KFCputanoticeonthedoortohighlightthatthestorewasoperatedbyDeafemployeesandpreparedavideolooptoshowpeoplehowtoorderbypointingtoamenucard.TodayKFCoperatesthreerestaurantsinSingaporeemploying23Deafemployees.Since2003todate,KFChasemployedcloseto300Deafemployees.



3. Realise the Potential of Disabled EmployeesAgrowingnumberofcompaniesareopentoemployingpeoplewithdisabilities,butmanystruggletoknowhowtotapintothistalentpoolandgetstarted.Realisingthepotentialofdisabledemployeesrequiresatargetedeffort-includingdevelopingappropriatepolicies,auditingpremisesandmakingcreativeandflexibleadjustmentsintheworkenvironment.Infocusingonremovingbarrierstoparticipation,companieswillnotonlyempowertheirdisabledemployees,butwillalsofinditeasiertoempowerthecontributionofeveryemployeeandpotentialemployee.

Develop an equal opportunities policyAscompanieslooktopromotedisabilityequalitywithintheirorganisationsandtakestepstoprotecttheirdisabledemployeesfromanypotentialdiscrimination,itisimportanttodevelopacomprehensiveequalopportunitiespolicythatincludesprovisionsforemployeeswithdisabilities.Thisshouldprovideclearguidanceonprocessesrelatingtorecruitment,promotion,transfer,training,dismissalandredundancyofemployeesandstresstheimportanceofadoptingaconsistentapproachtoallemployees-regardlessoftheirdisability.Itshouldclarifywhatismeantby‘reasonableaccommodations’anddescribetheprocessinvolvedforrequestingandapprovingsuchrequirements.OrganisationsoperatinginHongKongshouldalsoincludeastatementwhichexpresslystatesthatharassmentandvilificationonthegroundofdisabilityatworkisunlawfulandwillnotbepermitted.Toensurethatthepolicyiseffectivelyimplemented,itisrecommendedthatemployers:makethepolicyknowntoallemployeesand,wherereasonablypracticable,toalljobapplicants;providetrainingtoallemployeeswhomaybeinvolvedinhumanresourcematters;andmakeallnewrecruitsawareoftheequalopportunitiespolicy.51

Take proactive steps to recruit disabled employeesCompaniesareencouragedtotakeproactivestepstorecruitpeoplewithdisabilities.Thisstartswithensuringthatemployeesresponsibleforrecruitmentandselectionreceiveappropriatetraininginhiringpeoplewithdisabilities.Itisimportantthatthesepeopleknowhowtoprepareforaninterview,whatquestionstoaskandhowtofollowupwithcandidatesinthemostappropriateway.However,ifthereistobeagreateremploymentrateofpeoplewithdisabilitiesinAsia,itisalsonecessaryforcompaniestousetargetedinitiativestoattractdisabledapplicants.Thismightinvolvereachingouttouniversitiesorpartneringwithorganisationsthathavedirectaccesstotalent.Suchorganisationsareoftenwell-positionedtoadvisecompaniesonhowjobscanbeadaptedandwhattechnicalaidsmaybeusedtoenablethefulfillmenttherequiredrole.Somecompanieshaveexperimentedwithrunninginternshipprogrammesormentoringprogrammesforstudentswithdisabilities.Intakingproactivestepstorecruitpeoplewithdisabilities,thefocusshouldbeonbringingonpeopletofulfillrolesthattheyaresuitablyqualifiedfor,regardlessoftheirdisability.Thechallengehereisthattherecruitermaybelimitedbytheirownvisionofwhatispossible-andthekeyistoaskthecandidatehowtheymightapproachaparticulartaskratherthanmakeassumptions.

Itis“traditional”tomakeassumptionsaboutwhatdisabledpeoplecanorcannotdobasedontheirdiagnosisor“label”.Thusoneusedtohear:“Deafpeoplecan’tworkhere”.Enlightenedandefficientemployersnowask:“Couldthisparticulardeafperson,withtheseskills,dothisparticularjob-ifwewereflexibleandmoreskilledinmakingadjustmentsandmoredisabilitycompetent?”52



Conduct an accessibility auditInHongKong,companiesareobliged‘toensurethatpersonswithdisabilitiescanenjoyequalopportunityinenteringpremisesandusingfacilitiestherein’.53Companiesarethereforeadvisedtoauditalltheirpremisesandadaptthemtoensurethattheyareasaccessibleaspossible.OrganisationssuchasHongKongRehabilitationPowerinHongKongandDisabledPeople’sAssociationinSingaporecanassistcompanieswithcarryingoutaccessibilityauditsandprovideadviceonhowtodealwithanyproblemareas.Whilstcompaniesmightbenervousaboutthelevelofinvestmentorchangesrequired,theyshouldtakeencouragementfromcompaniesthathavebeenthroughthisprocess.

Make ‘reasonable accommodations’ “Formanypeoplewithadisability,themainbarriertoequalopportunities,participationandperformanceat

workisnotthedisabilityitself,butcertainfeaturesoftheworkthatcouldotherwisebereasonablyaltered.”55

Oncedisabledpeopleareintheworkplaceitisimportantforcompaniestotakestepstoenablethemtobeasproductiveaspossible.Thismayrequirecompaniestomakeadjustmentsormodificationstotheworkenvironment.AccordingtothelawinHongKong,employersareexpectedtomake‘reasonableaccommodations’forpeoplewithdisabilities.TheUnitedNationsConventionontheRightsofPersonswithDisabilitiesdefinesareasonableaccommodationasfollows:

Examplesofreasonableaccommodationsintheworkplacemightinclude:57

“necessaryandappropriatemodificationandadjustmentsnotimposingadisproportionateorundueburden,whereneededinaparticularcase,toensurethetopersonswithdisabilitiestheenjoymentorexerciseonanequalbasiswithothersofallhumanrightsandfundamentalfreedoms”56

•Acquiringormodifyingequipment.•Providingareaderorinterpreterorappropriatetrainingorsupervision.•Adaptingtestingorassessmentprocedures.•Alteringstandardworkinghours.•Allocatingsomeofthedutiesofapositiontoanotherperson.

“Forusitwasanextremelyusefulexercise.Whilstwewerenotabletorespondtoalltherecommendationsstraightaway,weweremadeawareofsomeoftheissuesandwereabletomakechangesandmodificationsovertimeasroutinemaintenanceupdatesbecamenecessary.Forinstancewhenourliftswerebeingrefittedwewereabletoinstallbraillebuttonsandwhenmodificationswerebeingmadetooursecuritydoorswewereabletolowertheleveloftheaccesspadswhichweknewweretoohighforpeopleinwheelchairs.Myadvicetocompaniesisdotheaccessibilityauditsoyouhavetheinformationyouneed,thenmaketheimprovementsstepbystep.”54



Manycompaniesarewaryofthisastheyfearthecostandinconveniencecaused.However,accordingtoresearchbytheJobAccommodationNetworkintheUS,theaveragecostofanaccommodationislessthanUS$500andmostaccommodationscostnothing.58

Toovercomesomeofthefearsandconcernsabouthowtoapproachthissubject,companiesareencouragedtoproduceclearpolicies,proceduresandguidelinesformakingrequestsandthenimplementingreasonableadjustments.

Resourcesarecurrentlyavailabletoemployerstohelpprovidecertainfacilitiesintheworkplaceforemployeeswithadisability.InHongKongforexample,theSelectivePlacementDivisionoftheLabourDepartmentprovidesadviceandinformationonemployingpersonswithadisability.However,asHongKong’sCodeofPracticeonEmploymentundertheDisabilityDiscriminationOrdinancehighlights:

Offer training and development to disabled employeesSpecificstepsshouldbetakentoensurethatdisabledemployeeshavethesameopportunityasotherstodeveloptheirfullpotentialwithintheorganisation.Atthebasiclevelthisinvolvesensuringthatprocessesarenotbiasedandthatdisabledemployeeshavethesameoptiontotakeupdevelopmentprogrammesasotherstaff.Allstaffresponsibleforstaffpromotionanddevelopmentshouldbetrainedtoensurethatdisabledemployees,includingmanywhobecomedisabledwhileinwork,areactivelyenabledtorealisetheirpotential.Ensuringequalaccesstotraininganddevelopmentalsorequirestrainingtobemadeavailabletodisabledemployeesinanappropriatewayorformat.

“Employersshouldalsotakeintoaccountthepotentialbenefitofadjustmentsforallemployeesandcustomers,e.g.installinga“voicetape”toaliftorhavingaliftcontrolpanelinBraillewillassistanemployeewithvisualimpairmentaswellaspotentiallybenefitingcustomerswithasimilardisability.”59

“thebestadvisersavailableareoftenpersonswithadisabilitythemselvesordisabilitygroups.Employersareencouragedtoconsultwiththemdirectlyinordertogainabetterunderstandingofthepracticalmeasuresthatcanbetakentoaccommodateemployeeswithadisability.”60



Case Study 6: Realising the Potential of Disabled Employees

Organisation: UBS

UBSbelievesthataworkforceformedbypeopleofdifferentbackgrounds,culturesandexperiencesisindispensibleintoday’sglobalenvironmentandactivelyworkstofosteraninclusivecorporateculture.Oneoftheseinitiativesistofullyintegratepeoplewithdisabilitiesintheworkplace.UBSaimstoattract,retainanddevelopthetoptalent-regardlessofdifferenceordisability,helpingallemployeesreachtheirfullpotentialwhichinturnbetterservesclients,supportsthebusinessesanddevelopseachemployee.

UBS’sdiversitytraineeshipprogrammeisaimedatuniversitystudentswithdisabilitieswhoareinterestedinpursuingacareerinfinancialservices.Overthepastfouryearstheprogrammehasprovidedtraineeswithknowledgetocomplementtheirstudiesaswellastheexperienceofworkinginaninternationalfirmwhich,inturn,hashelpedthemmakeaninformeddecisionaboutworkinginthefinancialservicesindustry.UBSbenefitsthroughearlyaccesstoahigh-qualitystreamoftalent-onethatisgenerallyuntapped-andfromthepotentialtocreateamorediverseworkforce.TheinterviewprocessissimilartootherUBSinternshipprogrammeswherecandidatesparticipateinastandardnumeracy/verbaltest,followedbyinterviewswiththebusinessarea.Boththeinterviewprocessandthetraineeshipsthemselvesarestructuredtoaccommodatetheneedsandavailabilityofthestudentsaswellasthedemandsofthebusiness.Thetraineeshipstypicallystartataminimumofthreemonths,andtheinternsworkpart-timeforupto20hoursaweek.

Aspartoftheon-boardingprocess,trainingandcoachingisprovidedtotheteamrecruitingtheinternonhowtosupporttheintern.Insituationswheretheinfrastructuremaynotbeconducivetotheindividualwiththedisability,necessaryadjustmentsoradditionalhardorsoftwaresupportisprovidedinorderfortheinterntoperformtotheirfullpotential.Otheradjustmentsaremadeonacase-by-casebasis.InallUBSoffices,businesscontinuitymanagementplanshavebeendevelopedtoincludedisabilityevacuationandotheremergencyprocedures.

Todatestudentswithdisabilitieshaveworkedacrossallbusinessareas,includingIT,Operations,Equities,InvestmentBanking,LegalandComplianceandtheCEO’sOffice.Theyperformavarietyofrolesfromresearch,projectmanagement,andfinancialanalysistotheprovisionofadministrativesupport.




Organisation: Holiday Inn Singapore Orchard City Centre

TheHolidayInnSingaporeOrchardCityCentrehassignificantexperienceinemployingpeoplewithdisabilities.Itemployeditsfirstpersonwithdisabilities20yearsagoandtodayover8%ofitsworkforceisdisabled.Since2007thehotelhasbeenpartneringwithDeltaSeniorSchool,aninstituteservingtheneedsofchildren,adolescentsandyoungadultswithmildintellectualdisabilitiestotrainthemtoworkinthehotel.SpecificallythisHolidayInnhotelhasco-developedwithDeltaSeniorSchoolacurriculumthattrainsthestudentstoworkinthehotel’shousekeepingfunction,providedresourcestosetupamockhotelroomattheschoolandconductsweeklyclassesbeforegivingthemtheopportunitytoworkfor6-monthstocontinuetheirtrainingonsite.Fortydisabledstudentshavebeentrainedinthelastthreeyearsandaquarterofthesehavetakenonlong-termemploymentwiththehotel.Whilsttopmanagementsupportandpatienceinworkingwiththedisabledindividualsintheinitialphasesarecriticaltothesuccessofthisprogramme,thehotelhighlightsthattheirdisabledtraineesareasproductiveastheirable-bodiedcolleaguesandoftenprovetobemorediligentandloyal.

Currently,theHolidayInnSingaporeOrchardCityCentre,togetherwithEurekaCallCentreSystems-acompanythathasadapteditscallcentretechnologytofacilitatetheemploymentofpeoplewithvisualimpairments,arepioneeringSingapore’sfirstCentresforTrainingandIntegration.LaunchedinJuly2010,thesecentresareaimedatenhancingtheemployabilityandjobreadinessofpeoplewithdisabilitiesandwillrunforfouryears,training150peoplewithdisabilitiesforotherhotelsandcallcentres.Theprogrammeisbeingco-ordinatedbytheEnablingEmployersNetwork,anallianceofcompaniessetupin2008topromotethehiringofdisabledSingaporeans.


Organisation: Deutsche Bank

DeutscheBankendeavorstofosteraninclusiveculturethatvaluesadiversemixofemployees,recognisestheiruniquetalentsandhelpsthemreachfullpotential.Itrealisesthatdiverseteamsaresmarterteamsandthatsuccesscomesfrommanyperspectives.Hence,itiscommittedtoprovidingaworkplacethatembracesdifferencesofallformsincludingdifferently-abledemployees.

Recently,DeutscheBank’sIndiafranchiselauncheda6monthcertificationprogrammeinassociationwithNASEOH(NationalSocietyforEmploymentOpportunitiesforHandicapped)fordifferentlyabledprospectiveemployees.Thiscreatedaplatformforcandidatestohavehands-onexperience,understandwaysofworking,buildconfidenceandenhancetheiremploymentskills.Forthebank,itmadeemployeesmoresensitivetotheneedsofthistalentpool.Theselectedparticipantswereextensivelytrainedinthefollowingsubjects:BasicsofBanking,CorporateEtiquetteandKnowYourCustomer(KYC)ProcessandwerecertifiedbyDeutscheBank.Eachtraineewasgivenabuddytohelpthemsettleinatthebank.Attheendofthetraining,thetraineessuccessfullycompletedKYCformsforover550corporatebankingclientsandhelpedthebankdeliverabusinesscriticaloutcome.

DeutscheBank’sServiceCentrehasalsotakenseveralstepstomaketheorganisationdisability-friendly.ThisincludesconductingaccessibilityauditsandengagingwithlocalNGOswhocanhelpsourcetherighttalentandbuildthebank’spositionasaninclusiveemployer.Theservicecentrehasalsorunprogrammestocreatetherightcorporatecultureandsensitisethewideremployeebase-enablingthesmoothintegrationofdifferently-abledcolleaguesintotheworkforce.Thisincludessharingtheexperiencesoftheseemployeesinaninternalnewsletter.



4. Value Disabled CustomersMostcompanieswhentheystartaddressingtheissueofdisabilitystartfromtheperspectiveoftheworkplaceissuesdiscussedintheprevioussection.However,thereismuchtobedoneintermsofconsideringtheexternalormarketplaceperspective.Ashighlightedpreviously,peoplewithvariousdisabilitiesmakeupakeypartofanycompany’scustomerbase,andbyignoringtheirneedsandinterests,companiesarepotentiallyalienatingasignificantproportionoftheirtargetcustomerpopulation.Valuingdisabledcustomersinvolvesconsideringtheinterestsandneedsofpeoplewithdisabilities-workingfromthemarketinganddeliveryoftheproductorservicerightbacktotheinitialpointofproductorservicedesign.

Ensure company is accessibleValuingdisabledcustomersstartswithacompanydemonstratingthatitisinterestedinattractingthebusinessofdisabledpeoplebytakingstepstoenablethemtoaccesstheorganisation,itsproductsandservices.Thisappliesatvariouslevels-notjustintermsofthephysicalaccessibilityofanofficepremiseorretailoutlet,butalsointermsofinformationandmarketingmaterials.Manycompaniesaremissingoutonengagingwithdisabledpeople-whetheritbeaspotentialemployeesorcustomers,simplybecauseindividualscannotaccessinformationaboutthemontheirwebsitesorreadtheirmarketingbrochures.Ensuringtheaccessibilityoftheircorporatewebsiteisanessentialfirststep.61TheDisabledPerson’sAssociationinSingaporeisactiveinpromotingequalaccesstotheinternetandhasdevelopedahandbookwhichaimstohelpinthedevelopmentofwebsitesandotherelectroniccontentthatisuniversallyaccessible.62ItalsoprovidesWebAccessibilityAuditingandCertificationforAccessibleWebsites.Otherwaysofensuringaccessibilityincludeprovidinginformationinalternativeformats,suchaslargefont,brailleorelectronicformat.

Communicate appropriately with disabled customersTheextenttowhichadisabledpersonmayfeelvaluedbyacompanywillbereflectedinmanywaysbythemessagesthatacompanyconveysbothdirectlyandindirectlyaboutitself.Companiesshouldthinkcarefullyabouttheirbrandingandcommunicationsstrategiesandensurethatthelanguage,imageryandmediumdonotservetoexcludepeoplewithdisabilities.Thismaybeassimpleasincludingpositiveimagesofpeoplewithdisabilitiesinmarketingliteratureandcampaigns,alteringthelanguage,orusingavarietyofformatsincommunications.Companiesshouldalsoconsiderthewaytheydelivercustomerserviceormanagecomplaintswithdisabledcustomers.

Design products and services with disabled people in mindUltimatelycompaniesshouldbelookingtoreachapointwheretheirapproachtodisabilityissuchthattheneedsofdisabledpeopleareautomaticallybuiltintothedesignbrieffornewproductsandservices.Todothiseffectively,companiesneedtofindwaystogetclosertodisabledcustomers,consultingwiththemandensuringthattheirviewsareheardinmarketresearchandsatisfactionsurveys.VeryfewcompaniesinAsiahavereachedthisstage.However,thosethatdoarelikelynotonlytoreapthebenefitsofbeingfirstmoversincapturingthismarketshare,butalsotoprofitfromdevelopingproductsandservicesthatbenefitafarwiderrangeofpeoplethanoriginallyintended,namelythegrowing‘silvermarket’.



Case Study 9: Valuing Disabled Customers

Organisation: MTR

Carryinganaverageof3.9millionpassengerseveryweekday,HongKong’srailoperator,theMTRCorporation,isregardedasoneoftheworld’sleadingrailwaysforsafety,reliability,customerserviceandcostefficiency.Assuchimprovingaccessandfacilitiesforallpassengers-notonlythosewithdisabilities,butalsotheelderly,peopletravelingwithbabiesorsmallchildrenandthosewhoneedstep-freeaccess,iscritical.Aspartofitscommitmenttovaluingdisabledcustomers,theMTRCorporationprovidesstationbystationaccessibilityinformationonitswebsiteandhighlightsthefacilitiesitoffersforpeoplewithdifferenttypesofimpairment.Examplesofeacharelistedbelow.

•Facilities for Visually Impaired Passengers:Tactileguidepaths,tactilestationmaps,escalatoraudiblewarningsignals,buzzersoundswhendoorisclosing,brailleplatesinstalledonticketmachines.

•Facilities for Hearing Impaired Passengers:Inductionloops,informationcardstofacilitatecommunicationbetweenpassengersandcommunicationstaff,flashinginformationmaps,LCDInfopanels.

•Facilities for Mobility Impaired Passengers:Disabledtoilets,portableremovableramps,widegatesallowingwheelchairaccess.

Case Study 10: Valuing Disabled Customers

Organisation: Hong Kong Disneyland

HongKongDisneylandResortisdedicatedtocreatingmagicalmemoriesforallitsguestsofallagesandofallbackgroundsandabilities.Withadedicationtoproviding‘inclusivetourism’,thecompanyrecognisestheimportanceofvaluingitscustomerswithspecialneedsandensuringthattherearenobarrierstotheirenjoymentoftheresort.HongKongDisneylandhaspublisheditsown‘GuideBookforGuestswithDisabilities’whichprovidesanoverviewofthespecialservicesandfacilitiesavailableandareviewoftheaccessibilityofeachattraction.Theservicesitoffersguestswithspecialneedsarealsopromotedonitswebsite.Theresortstrivestoprovidemainstreamaccesswheneverpossiblesoallguestscanusethemainentrancetoanattraction.Theparkisbuiltonapieceofflatlandandattractionsrequirenoorminimallevelchange.Nearlyallitsattractions,shops,restaurantsandshowsareaccessibletoall.Paraderoutesandshowareashavedesignatedviewingareasforguestswithdisabilities.Standardwheelchairsareavailableforrentalandaspecialshuttleisavailabletotransportpeoplewithdisabilitiesbetweenattractionsonrequest.Serviceanimalsarewelcomeinnearlyalllocationsthroughouttheresort.TactilemapsareprovidedthroughouttheresortinEnglishandTraditionalChinesewithbrailleandbothaudioandbrailleguidesareavailabletoprovideguestsinformationabouttheattractions.Someattractionsandservicelocationsuseaninductiveloopaudioenhancementtoassistguestsrequiringuseofahearingaidwithcommunication.Theresortalsoprovidessignlanguageinterpretationforguestsatsomelivethemeparkshows(eg“FestivaloftheLionKing”)withaminimumofsevendays’notice.



Assessing Disability Confidence: A Senior Leader’s Strategic ChecklistSource:TheEmployers’ForumonDisability

Seniorbusinessleaderscanassesstowhatextenttheirorganisationshaveachieveddisabilityconfidencebyreviewingthefollowingstrategicchecklist:

*Doyouhaveawidelyunderstoodwrittencommitment-publiclysupportedbyseniorexecutives-tovaluingdisabledpeopleastalent,employeesandcustomers,andbecomingadisabilityconfidentorganisation

*Canyourcolleaguesreadilyexplainwhydisabilityconfidenceisgoodforbusiness?

*Domanagersknowwhattheyandtheirteamsshoulddoifyouaretoatleastmeetyourlegalobligationstodisabledapplicants,employeesandcustomers?Andwhybestpracticealwaystransformslegalobligationtobusinessbenefit?(ApplicableincertaingeographiesinAsiaonly.)

*Haveallyourpremisesbeencarefullyauditedandthenadaptedtoensuretheyareasaccessibleaspossible,forasmanyemployeesandcustomersaspossible?Doeseveryrefurbishmentleavethemevenmoreaccessible?

*Doyoutrainandequipyourpeopletowelcomedisabledandolderclientsandtoquicklymakethoseadjustmentswhichenablethemreadily,andwithdignity,toaccessyourgoodsandservices?Doyouenableyourcorporateandpublicsectorclientstobenefitfromdisabilityconfidence?

*DoyourITcolleaguesensuretechnologyenablesdisabledapplicantsandemployeestorealisetheirfullpotential?Areallyouronlinerecruitment,e-commerce,internetandintranetprocessesattractiveandaccessibletodisabledapplicants,employeesandcustomers?

*Iseveryoneresponsibleforpromotionandstaffdevelopmenttrainedtoensurethatdisabledemployees,includingthemanywhobecomedisabledwhileinwork,areactivelyenabledtorealisetheirpotential?

*Doyouhavewellpublicisedpolicieswhichenableyoutodeliverconfidential,timelyandeffectivereasonableadjustments,toincludecommunicationsinalternativemediafordisabledapplicantsandemployees?

*Doyourequiresupplierstobe‘disabilitycompetent’particularlythosewhichdirectlyaffectyourabilitytodeliveradjustmentstoapplicants,employeesandcustomers,suchasIT,FacilitiesManagement,Recruitment,OccupationalHealth,MarketResearch,HR,Training,newproductdevelopment?

*Doyourinvestmentsincorporateresponsibilityreflecttheemergingglobalpositioningofdisabilityasacivilandhumanrightsissue,andasaneconomicaswellassocietalpriority



CONCLUDING REMARKS

HongKongandSingaporearemakingprogressintermsofencouragingandpromotingthegreaterparticipationofpeoplewithdisabilitiesinsociety.Thereisanencouragingmoveawayfromthetraditional‘medical’modeltothe‘social’modelofsupportingpeoplewithdisabilitiesandagrowingawarenessoftheneedtoenablepeoplewithdisabilitiestocontributeonamoreequalbasistosociety.Whilstmorecanalwaysbedone,governmentsinbothgeographieshavetakencommendablestepsinthisregard.

Now,thechallengeandopportunityisforthecorporatesectorinthisregiontoalsorealisethebenefitsofengagingonthesubjectofdisability.MuchcanbelearntfromtheexperienceofcompaniesintheUSandEurope,wheretheneedsofdisabledpeoplearenotonlymorewidelyrecognisedbutalsoembeddedintoday-to-daymanagementandbusinessthinking.

WhatisrequiredinAsiaisasignificantshiftinthewaythatbusinessesviewdisability-frommerelyacorporatephilanthropicgesturetoastrategicbusinessissue.Weneedtoseeagradualmainstreamingofthesubject-whathasbeenreferredtointhisResourceGuideasthebuildingofdisabilityconfidence,suchthatconsideringtheneedsofdisabledstakeholdersbecomesintegraltothewaythatbusinessisdone.

Inorderforthisshifttooccur,companiesneedtounderstandthebusinesscaseforrealisingthepotentialofdisabledemployeesandvaluingdisabledcustomers.Insodoingtheywillbemotivatedtotakestepstoremovebarriersandmakereasonableadjustmentstoenablepeoplewithdisabilitiestomaximisetheircontribution-bothasemployeesandcustomers.Thegoodnewsisthatsuchstepswillnotonlybenefitthegrowingnumberofpeoplewithdisabilities,butindrivingamoreflexibleandresponsiveapproach,willultimatelybenefitallemployeesandallcustomers.

CommunityBusinessiscommittedtoitsmissionof‘leading,inspiringandsupportingcompaniestohaveapositiveimpactonpeopleandcommunities’andinthisrespecttohelpingcompaniesbecomemoreconfidentinemployingandservingpeoplewithdisabilities.ItisourhopethatthisResourceGuidewillhelpcompaniesunderstandthebusinessrationaleandencouragethemtotakestepstobuildacultureofinclusivenessintotheveryfabricoftheorganisation.Inclusiveenvironmentsandculturesspeakvolumesaboutacompany’sbrandandvalues-andserveasakeymarketdifferentiator,frombothacustomerandemployeeperspective.Thereismuchworkthatneedstobedone-butthebenefitsofadiverseworkforcewillalwaysoutweighthecosts.



Appendix 1: Disability Advisory Group

CHONG Chan YauChongChanYaucurrentlytheDirectorofStudentDevelopmentofHKU.ChanYauhasalsoservedastheExecutiveDirectorofOxfamHongKongandisamemberoftheBoardofOxfamInternational-anorganisationworkingforlastingchangetoglobalpoverty.ChanYauisactiveinpromotingcivilsocietyinHongKong.HeisChairmanofthePeople’sCouncilonSustainableDevelopmentandamemberoftheEducationandPublicitySubcommitteeoftheCouncilforSustainableDevelopmentwhichisanadvisorycommitteetotheHongKongSARGovernmentonsustainabilityissues.ChanYauisvisuallyimpaired.

Joseph KWOKJosephKwokwasChairmanoftheRehabilitationAdvisoryCommitteeoftheGovernmentofHongKongSpecialAdministrativeRegion,whichadvisestheGovernmentondevelopmentandmonitoringofdisabilityconcernedpoliciesandservices.Hewasaninvitedspeakeratthe2004AnnualConferenceofNationalDisabilityandBusinessCouncilofUSA2004andtheGlobalDiversityNetworkin2005and2006.HehadbeenanactivememberoftheMulti-stakeHoldersCommitteeoftheUnitedNationsEconomicandSocialCommissionforAsiaandthePacificondisabilityconcerns,andparticipatedinthedraftingandmonitoringoftheBiwakoMillenniumFrameworkfortheAsianandPacificDecadeofDisabledPersons2003-2012,postBMFstrategicplanning,andtheUnitedNationsInternationalConventionontheRightsofPersonswithDisabilities.

Hansen LEEHansenLeeisChairmanoftheRehabilitationAdvisoryCommitteeSubcommitteeonAccess,beingtheprincipaladvisorybodytotheGovernmentonthesubjectoftheAccess,Transport,IT,SportandRecreationneedsofpersonswithdisabilitiesinHongKong.HeisalsoamemberoftheRehabilitationAdvisoryCommittee,amemberofTaskForceonDigitalInclusionofOfficeoftheGovernmentChiefInformationOfficerandalsoanadvisorofTheHongKongAssociationoftheDeaf.In2009,HansenwasawardedtheMedalofHonourforhisvaluablecontributiontothewell-beingofthedisabled.

Porsche POHPorschePohistheFounderandExecutiveDirectorofSilverRibbon(Singapore),anon-profitorganisationthatcombatsmentalhealthstigmaandencouragesearlytreatmentinSingapore.SheisalsoaMentalHealthFirstAidInstructorcertifiedbyUniversityofMelbourneandMHFASingapore.SheiscurrentlyaBoardMemberofWorldFederationforMentalHealth(WFMH)(2009-2011),acommitteememberofActionGroupforMentalIllness(AGMI),amemberoftheSGH-PostgraduateAlliedHealthInstitute(PGAHI)AdvisoryBoardandamemberoftheClinicalPracticeGuidelinesonSchizophreniaWorkgroup.SheisalsopresentlyservingonthestakeholderboardoftheSingaporeMentalHealthStudy.In2008,shereceivedTheOutstandingYoungPersonsofSingapore(TOYP)Award,aprestigiousawardtorecogniseyoungleaderswhohaveexcelledintheirfieldofexpertiseaswellasmakingadifferencetosociety.



Susan SCOTT-PARKERSusanScott-ParkerOBEisthefounderandchiefexecutiveofEmployers’ForumonDisability(EFD),theworld’sleadingemployers’organisationfocussedondisabilityasitaffectsbusiness.SusanestablishedauniqueseniorleadershipteamchairedbyEFD’sPresidentJohnVarley,GroupCEOBarclaysBank.ThePresident’sGroupsignalstocolleagues,customers,andgovernmentthatdisabilityisastrategicbusinessandsocietalpriority.TogetherwiththeDirectorGeneralofHerMajesty’sRevenueandCustoms,SusanalsochairsEFD’sBusinessTaskforceonAccessibleTechnology.In2005SusanledthedevelopmentoftheDisabilityStandardandabiennialbenchmarkexercisethatmeasuresbusinessperformanceondisability.Knowninternationallyforherabilitytomobiliseemployerstothemutualbenefitofbusinessanddisabledpeople,SusanhelpedtheILOtoestablishtheSriLankanEmployers’NetworkonDisability,continuestoworkcloselywiththeAustralianEmployers’NetworkonDisabilityandotheremergingnetworks.Susanpioneeredtheworld’sfirstleadershipprogrammeforpeoplewithdisabilities,inpartnershipwiththeCoverdaleOrganisation.

Professor T H TSETHTseisaprofessorincomputerscienceatTheUniversityofHongKongandhasbeenactivelypromotingequalopportunitiesforpeoplewithadisabilityforaboutfortyyears.Hehasbeenavice-chairpersonofRehabilitationAllianceHongKong,anhonorarysecretaryoftheHongKongPHABAssociation,acouncilmemberofSAHK,amemberoftheRehabilitationAdvisoryCommittee(RAC)oftheGovernmentoftheHongKongSAR,thechairmanoftheRACSub-CommitteeonAccess,amemberoftheAdmissions,BudgetsandAllocationsCommitteeoftheCommunityChest,acommitteememberoftheDigitalSolidarityFundoftheHongKongCouncilofSocialService,amemberoftheOrganizingCommitteefortheHongKongAbilympics,andamemberoftheAdvisoryCommitteeonRehabilitationSciencesoftheHongKongPolytechnicUniversity.

Nadine O VOGELNadineOVogelisFounderandPresidentofSpringboardConsultingLLC.SpringboardworkswithmultinationalcorporationsintheUSandaroundtheglobe,onmainstreamingdisabilityintheworkforce,workplaceandmarketplace.PriortofoundingSpringboard,NadineheldavarietyofseniorlevelpositionsinbothCorporateAmericaandthenon-profitsectors.NadineistheauthorofDIVEIN,SpringboardintotheProfitability,ProductivityandPotentialoftheSpecialNeedsWorkforce,amust-readbusinessbook.Shehasalsoauthorednumerousarticlesandisrecognisedasapowerfulmotivational,inspirationalspeaker.Recognisedforhercivicandprofessionalactivities,Nadinehasreceivedmanyawardsandfeaturedonmedia.NadinereceivedanMBAfromGoldenGateUniversityinSanFrancisco,CAandaBSinIndustrialPsychologyfromtheCollegeofCharlestoninCharleston,SC.SheresidesinNewJerseywithherhusbandandtwodaughters,bothofwhomhavespecialneeds.



Deborah WANDeborahWanisaveteransocialworkerandsitsontheAdvisoryCommitteeonEnhancingEmploymentofPeoplewithDisabilities,theAdvisoryCommitteeonSocialWorkTraining&ManpowerPlanning,andtheMedicalCouncilofHongKong.ShehasbeeninvolvedinthefieldofcommunitypsychiatricrehabilitationforovertwentyyearsandservedasthechiefexecutiveoftheNewLifePsychiatricRehabilitationAssociation(NLPRA)between1981to2010.DeborahisalsotheChairoftheCommissiononWork&EmploymentoftheAsia-PacificRegionofRehabilitationInternationalandViceChairpersonoftheJointCouncilforthePhysicallyandMentallyDisabledinHongKong.

Judy WEEJudyWeeisfounderandPrincipalConsultantofLevelFieldConsultants,whichconductsaccessauditsandprovidesadvicetodevelopers,architects,townplanners,facilitymanagers,serviceprovidersandbusinessesonuniversaldesignconceptsandaddressesissuesoncompliancetotheCodeonBarrier-FreeAccessibility.Shehopestoimprovethelevelofawarenessontheneedforasafeandaccessiblebuiltenvironmenttoimprovethequalityoflifeforeveryoneinsociety.SheholdsanMScinAccessibilityandUniversalDesign.Sincetheearly1990s,Judyhasbeenactivelyinvolvedinregional-,national-andcommunity-levelcommitteesandtasksforces,toadvocateforpolicychangesonissuespertainingtoaccessibilityofpublicbuildings&thebuiltenvironment,publictransport&infrastructure,housingaswellaspromotingtheinclusionofpeoplewithdisabilitiesintomainstreamsociety.Thisworkinvolvedcollaborationwithgovernmentofficials,grassrootsorganisations,civilsocieties,academiaandinstitutions.ShehasbeeninstrumentalinthepublicationoftheCodeonBarrier-FreeAccessibilityinBuildingsin1995,2002and2007.Apersonwithphysicaldisabilitiesherself,Judybelievesthatpeoplewithdisabilitiesshouldbeempoweredtolivelivestothefullest.Withthisbelief,sheadvocatestheneedforaninclusiveenvironmenttopromotetheinclusionofpeoplewithdisabilitiesintomainstreamsociety.

Nelson YIPBeijingOlympicstorchbearerandofficialrepresentativeoftheParalympicsEquestrianEvents,NelsonYipischiefexecutiveof3companies.Anadvocateofindustrydevelopmentandcommunityservice,Nelsonholdsseveralexecutivepositionsonbothgovernmentalandnon-governmentalcommittees.Acompetitiveequestrian,certifiedPADIscubadiver,columnistandkeenmusician,heholdsaBScinStatisticsandComputerScience,anMAinQuantitativeAnalysisinbusinessandanMBA.HeisCEOofEPPowerandAppetizupCoLtd.



Appendix 2: Disability Resources

Hong Kong

Equal Opportunities Commission’s “Barrier-free Life” WebsiteTheEOChasrecentlylaunchedanewwebpage,namely“Barrier-freeLife”whichaimstopromotebarrier-freeresourcescoveringvariousaspectsoflifeandencouragediscussionsondifferentaccessibilityissues.Thewebpagecoversthefollowingareas:premises,transportationandtravel,apparelanddining,employment,informationtechnology,language,accessibilitytrainingandresources,artsandsports,culture,aswellastreatiesandlocallegislation.Formoreinformationsee:www.eoc.org.hk/EOC/GraphicsFolder/showcontent.aspx?content=Barrier-free%20Life&mode=ce

The Hong Kong Joint Council for People with DisabilitiesTheHongKongJointCouncilforPeoplewithDisabilities(theJointCouncil)isanumbrellaorganisationofsome140rehabilitationorganisationsandself-helporganisationsofpersonswithdisabilitiesinHongKong.TheaimsoftheJointCouncilareatpromotingthecoordinationandimprovementofservicesandfacilitiesforpersonswithdisabilities,participatinginpolicyreviewandformulation,conductingpubliceducationanddevelopingnewrehabilitationprogrammes.TheJointCouncilplaysanimportantroleinbothlocalandinternationalrehabilitationfield.

TheJointCouncilwasincorporatedintotheHongKongCouncilofSocialService(HKCSS)andbecametheRehabilitationDivisionofHKCSSinNovember1965.Formoreinformation,seewww.hkcss.org.hk/rh/index_e.htm

Hong Kong Rehabilitation Power (HKRP)Foundedby9dedicateddisabledprofessionalsin1995,HKRPisanon-profitorganisationwhichstrivestoenhancethewelfareofhandicappedpersonsandindividualswithphysical,mentalhealthandchronicillnessesinHongKong.Theirmissionistoempowerpeoplewithdisabilitiestobecomeself-sufficient,liveindependently,andblendintoallwalksoflife.TheyarealsoadvocatesofthebettermentofHongKong’spoliciesondisabilitiesandrehabilitationandthebarrier-freeaccessacrosstheterritorybylaunching“Barrier-freeCommunityCheck”Campaignwherecheckswereconductedwithavastvarietyofcorporations,organisationsandschoolsonwhetherthetransports,socialandcommercialamenitiesaremadewheelchair-user-friendly.Formoreinformation,see:www.rehabpower.org.hk/



Selective Placement DivisionTheSelectivePlacementDivisionoftheLabourDepartmentprovidesfreerecruitmentservicetoemployersandfreeemploymentservicetojobseekerswithdisabilities.Itsobjectiveistoassistpeoplewithdisabilitiesinsecuringjobsinopenemploymentthatbestsuittheirabilities,skills,qualificationsandexperience,withtheultimateaimofintegratingthemintothecommunityandhelpingthemtobefinanciallyindependent.Formoreinformation,see:www.jobs.gov.hk/isps/

Social Welfare Department (SWD)TheSocialWelfareDepartment(SWD)istheexecutivearmforimplementingthewelfarepoliciesformulatedbytheLabourandWelfareBureau.SWDstrivestoprovidemembersofthepublicwithawiderangeofwelfareservices,suchassocialsecurityandthisincludesofferingawiderangeofservicestopeoplewithdisabilities.Formoreinformation,see:www.swd.gov.hk/en/index/site_pubsvc/page_rehab/

Shine Skills CentreShineSkillsCentreisamemberofVTCGroupwhichprovidesdedicatedskillstrainingandsupportservicesfordevelopmentofpeoplewithdisabilitiesaged15orabove,helpingthemtodeveloptheirpotentialandenhanceemployability.Formoreinformation,see:www.shine.edu.hk

A Hong Kong Travel Guide With a Difference by Sarah Fuller of Wheel Away Disabled TravelThisHongKongcityguideisthefirstaccessiblecityguideofitskindinAsiaforpeoplewithdisabilityandcontainsdetailedinformationonaccessibletransportation,over100hotels,370+restaurants,andtoptipsforsightseeingandshopping.ItcontainspracticalinformationaboutgettingaroundHongKong,andisnotonlyforpeoplewithdisability,butalsoforseniorsandfamilieswithchildreninpramswhostruggletofindastraightforwardwayaround.Formoreinformationsee:www.wheelawaydisabledtravel.com



Singapore

BizLink Centre Singapore Ltd (BizLink)BizlinkCentreisanon-profitvoluntarywelfareorganisationwithmorethan20yearsofcapabilitiesandexperiencesinsolelyprovidingvocationalassessmentandtraining,shelteredandopenemploymentservicesfortheneedydisadvantagedPeoplewithDisabilities.TheirmissionistoreachouttopeoplewithdisabilitiesinSingaporetoassisttheminachievingindependence,dignityandintegrationintothemainstreamofsocietythroughopenandshelteredemployment.Formoreinformation,see:www.bizlink.org.sg

Disabled Persons’ Association (DPA)TheDisabledPeople’sAssociation(DPA)isanon-profit,cross-disabilityorganisation,officiallyregisteredinSingaporein1986.Theirmissionistobethevoiceofpeoplewithdisabilities,helpingthemtoachievefullparticipationandequalstatusinthesocietythroughindependentliving.DPA’sservicesincludeprovidingITServices,Training,PublicEducationTalksandetc.DPAalsopromotesUniversalWebAccessibilityinSingaporeandprovideswebaccessibilityauditandcertificationforaccessiblewebsites.Formoreinformation,see:www.dpa.org.sg

Enabling Employers NetworkTheEnablingEmployersNetworkisanallianceoflikemindedemployerswhoseektochampionandadvanceemploymentopportunitiesforpersonswithdisabilities(PWDs)inSingapore.ThenetworkmemberscomefromavarietyofindustriesthathavealreadyengagedPWDsaspartoftheirworkforce.Sinceitsinceptionin2007,theEENhasreachedouttoover1000SingaporecompaniesfromallindustriesadvocatingfairemploymentforPWDs.Theyhavealsoprovidedvaluableadviceonhowtohireandintegratethismanpowerresourceamongsttheirindustrypeers.

CurrentlyheadingthisinitiativeasChairmanofEnablingEmployersisMrShanthaDeSilva,DirectorofOperations-Singapore,Malaysia,IndonesiaandPhilippines,InterContinentalHotelsGroup.TheSecretariattotheEnablingEmployersNetworkistheSingaporeNationalEmployersFederation(SNEF).Formoreinformation,seehttp://jobs-odf.com.sg/Home/EnableEmployers.aspx

Ministry of Community Development, Youth and Sports (MCYS)TheMinistryofCommunityDevelopment,Youth,andSports(MCYS)isaministryoftheGovernmentofSingaporeresponsibleforbuildingacohesiveandresilientnationthatcanovercomechallengesthroughtheirpolicies,communityinfrastructure,programmesandservices.MCYS’smissionistobuildacohesiveandresilientsocietybyfosteringsociallyresponsibleindividuals,inspiredandcommittedyouth,strongandstablefamilies,acaringandactivecommunityandasportingpeople.Formoreinformation,see:www.mcys.gov.sg



National Council of Social Services (NCSS)TheNationalCouncilofSocialServices(NCSS)istheumbrellabodyforabout400membervolunteerwelfareorganisatinosinSingapore.Itsmissionistoprovideleadershipanddirectioninsocialservices,toenhancethecapabilitiesofsocialserviceorganisationsandtopromotestrategicpartnershipsforsocialservices.In2009,S$198millionwasdisbursedto526programmesinthesocialservicesector.Formoreinformation,see:www.ncss.org.sg

Tripartite Alliance for Fair Employment Practices (TAFEP)TAFEP’smissionistopromotefairandmerit-basedemploymentpracticessothatemployeescanrealisetheirfullpotentialandhelpemployersachieveorganisationalexcellence.Leveragingitsuniquetripartiteidentity,TAFEPworksinpartnershipwithemployerorganisations,unionsandthegovernmenttocreateawarenessandfacilitatetheadoptionoffairemploymentpracticesbasedonmeritofskillsorabilityandnotondiscriminatorycriteriasuchasage,race,gender,religion,familystatusordisability.Formoreinformation,see:www.fairemployment.sg

International

Dialogue in the DarkDialogueintheDarkisasocialenterprisethatwasstartedinGermanyandhasnowspreadallovertheworldtoover26countriesand150cities.Itisauniqueandinspiringexperience,withthreedifferentprogrammestargetedfordifferentdemographics:theExperientialExhibitionforthepublic,theExecutiveWorkshopforcorporations,andEducationalActivitiesforstudents.Theybelieveinthepowerofthemedium-darkness.Byprovidingtheopportunitytoencounterwithvisuallyimpairedpeople,theyofferparticipantsandvisitorsauniqueandnewexperience.Theirprogrammesnotonlyfosterlearning,butarealsoinnovativeandentertaining.Formoreinformation,see:www.dialogue-in-the-dark.com

Employers’ Forum on Disability (EFD)TheEmployers’ForumonDisability(EFD)istheworld’sleadingemployers’organisationfocusedondisabilityasitaffectsbusiness.Itsmissionistoenablecompaniestobecomedisabilityconfidentbymakingiteasiertorecruitandretaindisabledemployeesandtoservedisabledcustomers.Theymakeiteasiertoemployanddobusinesswithdisabledpeople.Formoreinformation,see:www.efd.org.uk

Springboard ConsultingSpringboardConsultingrunbydisabilityexpert,NadineVogelworkswithUSandglobalfirmsonhowtoappropriatelysupportemployeeswhoeitherhaveadisabilityorwhohaveachildorotherdependentwithspecialneedsthroughdiversity,worklifeandhumanresourceinitiatives.SpringboardConsultingorganisestheannualDisabilityMattersAwardsBanquetandConferenceintheUnitedStates.Thehighlycovetedawardsaregiventocorporationsthatareleadingthewayintermsofsupportingpeoplewhoeitherhaveadisabilityorwhohaveachildorotherdependentwithspecialneedsintheworkplacethoughdiversity,worklifeand/orhumanresourceinitiativesandinmarketingtothissegmentofthepopulationintheconsumerspace.Formoreinformation,see:www.consultspringboard.com/



REFERENCESAllwebreferenceslistedbelowareaccurateasof18March2011.

1 PublishedSeptember2009.See:www.britishcouncil.org/promoting_disability_equality.doc2 Callaghan,Sasha.(2010).InternationalDayofDisabledPeople,UniversityandCollegeUnion,Retrievedfrom

http://www.ucu.org.uk/media/pdf/4/h/ucu_disposter.pdf3 DisabledWorld.Retrievedfromhttp://www.disabled-world.com/news/asia/4 Employers’ForumonDisability.(2010).FactsandFigures-DisabilityintheUK.Retrievedfrom

http://www.efd.org.uk/media-centre/facts-and-figures/disability-in-uk5 Employers’ForumonDisability.(2010).DisabilityFacts.Retrievedfrom

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http://www.communitybusiness.org/images/cb/publications/2010/Ageing.pdf8 EnablingMasterplan.(2006)ExecutiveSummary.Retrievedfrom

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11 AspertheDigest,figuresrefertothenumber/prevalencerateofpersonswithoneormoreoftheeightselectedtypesofdisability,viz(a)restrictioninbodymovement;(b)seeingdifficulty;(c)hearingdifficulty;(d)speechdifficulty;(e)mentalillness/mooddisorder;(f )Autism;(g)SpLD;and(h)AD/HD.Apersonmighthavemorethanoneselectedtypeofdisabilityandhencetheoverallnumber/prevalencerateofpersonswithdisabilitiesissmallerthanthesumofthenumbers/prevalenceratesofpersonswithindividualtypesofdisability.

12 EnablingMasterplan.(2006).Chapter1.Retrievedfromhttp://app1.mcys.gov.sg/Portals/0/Files/EM_Chapter1.pdf

13 Singapore’scoredefinitiontakesafteramedicalmodel.Specifically,physicaldisabilitiesincludeimpairmentssuchasamputationsandtheeffectsofpolio;sensorydisabilitiesaredefinedashearingimpairmentwiththelossofhearingforsoundsbelow12decibels,andvisualimpairmentwitheye-testscoresoflessthan3/60(blindness)orlessthan6/18(lowvision);intellectualdisabilitiesaredefinedasthosewithanIQof70&below;andotherdevelopmentaldisorders“.Thisisinthefootnotetohttp://www.mcys.gov.sg/enablingmasterplan/report/EM_Chapter1.pdf ).Assuch,mentalhealthandphysicalillnesses(suchasHIV,diabetes)arenotregardedasimpairments.

14 ibid15 CIAWorldFactbook.Retrievedfromhttps://www.cia.gov/library/publications/the-world-factbook/geos/hk.html

andhttps://www.cia.gov/library/publications/the-world-factbook/geos/hk.html16 NanZhangHampton,Ph.D.,C.R.C,MajorAsianBeliefsandCulturalValues.

http://www.ntac.hawaii.edu/AAPIcourse/downloads/pdf/AAPIcourse_Part2.pdf17 C,Crazy.(2008,January6).Confucianismvs.Buddihism.Messagepostedto

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NationalClearingHouseofRehabilitationTrainingMaterials.



19 Zhang,Gloria.(2001).ChineseCultureandDisability:InformationforU.S.ServiceProviders.Retrievedfromhttp://cirrie.buffalo.edu/monographs/china.php#s4

20 NanZhangHampton,Ph.D.,C.R.C,MajorAsianBeliefsandCulturalValues.http://www.ntac.hawaii.edu/AAPIcourse/downloads/pdf/AAPIcourse_Part2.pdf

21 ibid22 ibid23 ibid24 CentreforEnabledLiving.(2010,September).TheLivEnabledCampaign.Retrievedfrom

http://www.cel.sg/About_CEL__The-LivEnabled-Campaign.aspx25 QuotesfrommembersoftheDisabilityAdvisoryGrouphavenotbeenattributedtospecificindividualsas

permissionwasnotobtainedtodoso.MembersoftheDisabilityAdvisoryGrouparelistedinAppendix1.26 EqualOpportunitiesCommission.(1995).CodeofPracticeonEmploymentundertheDisabilityDiscrimination

Ordinance.Retrievedfromhttp://www.eoc.org.hk/EOC/GraphicsFolder/cops1.aspx?cops_type=ddo27 SingaporeNationalEmployersFederation.(2002).TripartiteGuidelinesonFairEmployment

Practices.Retrievedfromhttp://www.fairemployment.sg/assets/Files/documents/Resources%20-%20Tripartite%20Guidelines%20on%20FEP%20Booklet%20%28English%29.pdf

28 ConventionontheRightsofPersonswithDisabilities.(n.d.)InWikipedia.http://en.wikipedia.org/wiki/Convention_on_the_Rights_of_Persons_with_Disabilities

29 ibid30 TheGovernmentofHongKongSpecialAdministrationRegionLabourandWelfareBureau.(n.d)

HongKongRehabilitationProgrammePlan.Retrievedfromhttp://www.lwb.gov.hk/eng/advisory/rac/rpp_report.htm

31 ibid32 MinistryofCommunityDevelopment,YouthandSports.(n.d)Policy&ApproachtoDisabilities.Retrievedfrom

http://app1.mcys.gov.sg/IssuesTopics/DisabilitiesPeoplewithDisabilities/PolicyApproachtoDisabilities.aspx33 ibid34 ibid35 ibid36 TheGovernmentoftheHongKongSpecialAdministrativeRegionSelectivePlacementDivisionoftheLabour

Department.(2009)WorkOrientationandPlacementScheme.Retrievedfromhttp://www1.jobs.gov.hk/iSPS/gen/wops/index.aspx?RunMode=English

37 AngloINFO.(2010).NotesfortheDisabledInHongKong.Retrievedfromhttp://hongkong.angloinfo.com/information/36/disabled.asp

38 MinistryofCommunityDevelopment,YouthandSports.(n.d)EmploymentforPeoplewithDisabilities.Retrievedfromhttp://app1.mcys.gov.sg/IssuesTopics/DisabilitiesPeoplewithDisabilities/EmploymentforPeoplewithDisabilities.aspx

39 TheideaforaquotasystemfortheemploymentofpeoplewithdisabilitiesoriginatedinGermanyin1918.40 InChina‘everypublicandprivateemployer[isrequired]toreservenolessthanoneandahalf-percent(1.5%)of

alljobopportunitiesforpeoplewithdisabilities.Employerswhofailtomeetthequotahavetopaythe,“DisabledPersons”EmploymentSecurityFund,’whichinturnsupportsvocationaltrainingandjobplacementservicesforpeoplewithdisabilities.Taxationauthoritiesandorganizationsareinvolvedinmonitoringprocesses’.Retrievedfrom:http://www.disabled-world.com/news/asia/china/disability-china.php

41 InJapanprivatecompanies,thegovernment,localauthorities,etcarerequiredtoemploy1.8%ormoreofpersonswithdisabilities.Employersarechargedapenaltyiftheycannotmeetthislegally-prescribedminimumemploymentrate,butreceivebenefitadjustmentmoneyiftheyexceedthisrate.Retrievedfrom:http://www.jil.go.jp/english/JLR/documents/2010/JLR26_hasegawa.pdf



42 UnitedNationsConventionontheRightsofPersonswithDisabilities.(2010,August30).ImplementationoftheConventionontheRightsofPersonswithDisabilities,InitialreportssubmittedbyStatespartiesunderarticle35oftheConvention:HongKong.Retrievedfromhttp://www2.ohchr.org/SPdocs/CRPD/futuresession/CRPD.C.CHN.1.Add.1_en.doc;p129

43 Shukla,Pawan.(2010,June12).TopNewsSingapore.MoreCompaniesTapOPENDOORFundtoHireDisabled.Retrievedfromhttp://topnews.com.sg/content/22174-more-companies-tap-open-door-fund-hire-disabled

44 AnonlineassessmentinwhichparticipatingorganisationsintheUKratethemselvesagainststatementsthatcoverallaspectsofdisabilitybothforemployeesandcustomers/serviceusers.Formoreinformation,seewww.disabilitystandard.com/whatis/

45 EmployersForumforDisability.(2010).RealisingPotential.YourBusinessCase.Retrievedfromhttp://www.realising-potential.org/your-business-case/

46 DialogueintheDark.(n.d.)MovingBeyondSight.Retrievedfromhttp://www.dialogue-in-the-dark.com/wp-content/uploads/DiD_ConceptIdea.pdf

47 Employers’ForumonDisability.(2010).RealisingPotential.Retrievedfromhttp://www.disabilitystandard.com/

48 LatestversionsponsoredbyBarclaysandpublishedFebruary2011.Formoreinformationsee:www.efd.org.uk/publications/disability-communication-guide.Employers’ForumonDisability.DisabilityCommunicationGuide.

49 DisabledPerson’sAssociation.(n.d)DictionaryofDisabilityTerminology.Retrievedfromhttp://www.dpa.org.sg/Publications/dictionary.asp?pgno=1&element=&word.p4-5

50 DialogueintheDark.(n.d.)MovingBeyondSight.Retrievedfromhttp://www.dialogue-in-the-dark.com/wp-content/uploads/DiD_ConceptIdea.pdf

51 EqualOpportunitiesCommission.(1995).CodeofPracticeonEmploymentundertheDisabilityDiscriminationOrdinance.Retrievedfromhttp://www.eoc.org.hk/EOC/GraphicsFolder/showcontent.aspx?content=CoPs%20on%20Employment(DDO)&fld=content#11.Point18‘Implementingpolicy’

52 SusanScott-Parker,AGuideforEmployers’Organisations,CommissionedbytheILO,February2004,p453 EqualOpportunitiesCommission.(1995).CodeofPracticeonEmploymentundertheDisabilityDiscrimination

Ordinance.Retrievedfromhttp://www.eoc.org.hk/EOC/GraphicsFolder/showcontent.aspx?content=CoPs%20on%20Employment(DDO)&fld=content#11.Point18‘Implementingpolicy’

54 InterviewwithAndrewSheard.TheBritishCouncilHongKong,December2010.55 EqualOpportunitiesCommission.(1995).CodeofPracticeonEmploymentundertheDisabilityDiscrimination

Ordinance.Retrievedfromhttp://www.eoc.org.hk/EOC/GraphicsFolder/showcontent.aspx?content=CoPs%20on%20Employment(DDO)&fld=content

56 UnitedNationsConventionontheRightsofPersonswithDisabilities.(n.d)ConventionontheRightsofPersonswithDisabilities.Retrievedfromhttp://www.un.org/disabilities/convention/conventionfull.shtml

57 UnitedNationsEnableRightsandDignityofPersonswithDisabilities.(n.d)ChapterFive:NationalLegislationandtheConvention.Retrievedfromhttp://www.un.org/disabilities/default.asp?id=236

58 SpringboardConsultingLLC,DiveinwithPrecision.(n.d).DiveDeeper-Workforce/Workplace.Retrievedfromhttp://www.consultspringboard.com/2009/workforce-workplace/

59 EqualOpportunitiesCommission.(1995).CodeofPracticeonEmploymentundertheDisabilityDiscriminationOrdinance.Retrievedfromhttp://www.eoc.org.hk/EOC/GraphicsFolder/showcontent.aspx?content=CoPs%20on%20Employment(DDO)&fld=content#11.Point11.3

60 ibid61 Chisholm,Wendy.(1999).UniversityofWisconsin-MadisonGreggVanderheidenTraceR&DCenter,W3C.Checklist

ofCheckpointsforWebContentAccessibilityGuidelines1.0.Retrievedfromhttp://www.w3.org/TR/WAI-WEBCONTENT/full-checklist.html

62 DisabledPerson’sAssociation.(n.d)UniversalWebAccessibilityHandbook.Retrievedfromhttp://www.dpa.org.sg/Publications/uwa.asp

For details of other publications produced by Community Business, please see:www.communitybusiness.org/library/publications.htm


Towards DisabilityCon�dence

“Corporations throughout the world are responding to the compelling business and ethical case for attracting and retaining employees from the widest possible pool of talent - including people with disabilities. They are also increasingly aware that disability confident companies which learn how to adapt for disabled applicants and colleagues will in turn help them to respond to the rising expectations of hundreds of millions of disabled people worldwide, as customers and stakeholders in the communities in which they do business. We are delighted to support Community Business to enable global business to work to the mutual benefit of business and people with disabilities everywhere.”

Susan Scott-Parker, The Employers’ Forum on Disability

Businesses that are creative and innovative in creating employment opportunities for disabled people at the same time empower the productivity of the entire workforce, thus responding constructively to the challenges of a society in which they do business. In turn businesses will achieve long term sustainable development. I commend Community Business for bringing this important subject to the attention of the corporate sector and am delighted to endorse this publication.

Joseph Kwok, Rehabilitation Advisory Committee of the Government ofHong Kong Special Administrative Region

“It is noteworthy that employers are not only opening up employment opportunities for PWDs but they are also starting to recognise the contribution that PWDs can make to their organisations. More encouragingly, employers are demonstrating heightened awareness of the value of hiring PWDs based on merit, focusing on what they can do, rather on what they cannot. To grow as responsible employers, we need to focus beyond the bottom line: we may want to look at the “top line” where our workers can strive to do their best. A company able to care for and put in the effort to bring out the best in their employees with disabilities will surely be a company that will bring out the best in all their workers.”

Shantha De Silva,Director of Operations - Singapore, Malaysia, Indonesia and Philippines, InterContinental Hotels Group.

Kate Vernon, Community Business

April 2011

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