What did going from able bodied to disabled teach me about work?

Disability inclusion isn’t about just about kindness, it’s good business. Companies are missing out.

I know how suddenly life can change. In 2004, a car accident left me with life-altering injuries, reshaping not only my personal world but also my understanding of the professional one. Before that moment, I hadn’t really thought deeply about disability in the workplace—certainly not in the way I do now. But navigating life with disabilities has forced me to confront an uncomfortable truth: the UK workforce, even in 2025, is still failing millions of disabled people.

This is more than an issue of social justice; it is an economic opportunity. Across the UK, disabled people remain significantly less likely to be in employment than their non-disabled peers. The disability employment gap—sitting stubbornly at around 28 percentage points—represents an enormous loss of potential. It is an issue that directly affects our economic productivity, innovation, and financial sustainability. If we could close this gap even partially, the UK economy could see a boost of up to £50 billion annually.

UK businesses are currently struggling with one of the tightest labour markets in decades. Skills shortages exist in almost every sector, from technology and healthcare to retail and finance. And yet, millions of capable and skilled disabled people remain on the margins of the workforce, unable to access jobs not because of their ability, but because of systemic barriers that companies have yet to address.

Studies estimate that the exclusion of disabled workers costs the UK government several billions annually in lost tax revenue and increased welfare spending. Businesses, too, pay a price. Hiring and training new employees is an expensive process, with research suggesting that replacing a worker can cost up to £30,000 in lost productivity and recruitment fees. Yet, evidence shows that disabled employees often have higher retention rates and lower absenteeism than their non-disabled counterparts.

Yet, many businesses remain locked in outdated ways of thinking. Managers still assume that hiring disabled workers requires complex and costly adjustments, that performance might suffer, or that there simply aren’t enough qualified disabled candidates. The reality couldn’t be more different. Companies that actively seek out disabled talent report higher productivity, better retention, and improved innovation. This isn’t charity—it’s just good business.

Fewer than 5% of FTSE 100 executives publicly identify as disabled and only one NED. In boardrooms, where strategic decisions are made, disabled voices are almost entirely absent. This affects how businesses prioritise accessibility, workplace policies, and customer engagement. A more diverse leadership team leads to better decision-making, and yet disability remains the forgotten frontier of corporate inclusion efforts.

Beyond employment, businesses are also failing to engage effectively with disabled consumers. The purple pound, the spending power of disabled people and their families, is worth an estimated £274 billion annually in the UK alone. Yet, three-quarters of disabled customers have left a shop or service because of poor accessibility or customer service.

One of the biggest barriers to better disability inclusion is culture. Many businesses still operate with an outdated understanding of what disability means. There is a tendency to see it as a medical issue rather than a societal one, focusing on what individuals “can’t do” rather than what they can contribute.

But change is possible. There are more networks being created and more awareness being raised. A couple of weeks ago, I took part in a fantastic conference orchestrated by Sara Weller, a director of BT and someone who suffers from multiple sclerosis. Sara is the ONLY disabled FTSE 100 director. Sara pulled together a bunch of companies who are putting disability on their priority list - BT, Lloyds, Channel 4 all showed what works and how to take action. These companies have recognised that inclusive workplaces aren’t just better for disabled employees—they improve culture for everyone. Lloyds has built one of the UK’s most respected disability inclusion programs, investing in workplace adjustments and establishing internal networks for disabled employees. The result? A more engaged workforce, improved retention, and a stronger, more innovative business.

And yesterday I spoke at an event organised by Tech Nation to encourage and support disabled founders. It was a tough discussion with many of the entrepreneurs describing difficult meetings with investors. However, it was also an energetic discussion and I have no doubt there are many more innovative business ideas in the disabled community if they get the support they deserve.

In a completely different sphere, GCHQ, the UK’s intelligence and security organisation, has actively recruited neurodiverse employees, recognising that conditions like autism can provide unique skills for roles requiring pattern recognition and problem-solving. Rather than seeing disability as a challenge, they have embraced it as an advantage.

There are four areas that I think are important if we want to address the opportunities effectively.

First, the process of recruitment needs focus. Too often, disabled candidates are filtered out before they even have a chance to prove their abilities. Simple changes—like offering alternative interview formats, removing unnecessary qualification barriers, and training hiring managers in inclusive practices—can make a significant difference.

Second, workplace adjustments must become standard. The assumption that accommodating disabled employees is costly is simply false. In many cases, the necessary adjustments—like flexible working or assistive software, even doors that are operated by buttons—cost little or nothing. And where costs do exist, they are far outweighed by the benefits of higher retention and increased productivity.

Third, government incentives should be supportive. In Germany they have implemented mandatory disability hiring quotas, and while such measures remain controversial in the UK, financial incentives for inclusive hiring could be a game-changer. For example, tax breaks for companies that meet disability hiring targets could accelerate progress significantly.

Finally, leadership has to set the tone. We need more disabled executives in decision-making roles. Representation at the top matters because it shapes priorities, policies, and company culture. If businesses are serious about disability inclusion, must ensure that disabled employees have a pathway to leadership—not just entry-level jobs.

When I think back over the last two decades of my career, I realise that before my accident, I had a limited understanding of what it meant to live and work as a disabled person. I didn’t see the barriers because they weren’t in my way. Now, I sadly see them everywhere. If this takes a physical and emotional toll on me, someone with resources and support, it must be nearly impossible on those less fortunate. Every time I hear a chest thumping corporate leader rant about how only being in the office all the time is the only way to lead to a promotion, I think about how my own life demands flexibility and patience and a heavy dose of home working. How sad if other disabled people feel unable to have an ambitious working life because of a perception of an unrelenting corporate culture.

Disability inclusion is not a favour. It is not a handout. It is a strategic decision that benefits customers, employees and the economy. The question is no longer why should companies work hard to attract and retain disabled workers—it is why on earth wouldn’t they?