towards disability con˜dence - tafep - disability... · are demonstrating heightened awareness of...
TRANSCRIPT
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
www.communitybusiness.org�
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.
www.communitybusiness.org�
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
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A Resource Guide for Employers in Hong Kong and Singapore
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.
www.communitybusiness.org�
Towards Disability Confidence
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.
�www.communitybusiness.org
A Resource Guide for Employers in Hong Kong and Singapore
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
Towards Disability Confidence
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
A Resource Guide for Employers in Hong Kong and Singapore
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�
Towards Disability Confidence
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.”
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“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’.”
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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
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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
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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.”
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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.”
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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.
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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
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Case Study 2: Taking a Strategic Approach
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
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Case Study 3: Taking a Strategic Approach
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.”
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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.
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“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.
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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.
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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
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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
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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
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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.
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Case Study 7: Realising the Potential of Disabled Employees
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.
Case Study 8: Realising the Potential of Disabled Employees
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.
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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’.
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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.
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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
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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.
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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.
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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.
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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.
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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/
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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
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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
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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/
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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
http://www.efd.org.uk/disability/disability-facts6 ibid7 Vernon,Kate.(2010,March).Ageing:ImpactonCompaniesinAsia;p20-21.Downloadfullreportat:
http://www.communitybusiness.org/images/cb/publications/2010/Ageing.pdf8 EnablingMasterplan.(2006)ExecutiveSummary.Retrievedfrom
http://app1.mcys.gov.sg/Portals/0/Files/EM_ExecutiveSummary.pdf9 Employers’ForumonDisability.(2010).RealisingPotential.Retrievedfrom
http://www.efd.org.uk/survey/realising-potential-website10 HongKongMonthlyDigestofStatistics.(2009,February).PersonswithDisabilities
andChronicDiseasesinHongKong.Retrievedfromhttp://www.censtatd.gov.hk/freedownload.jsp?file=publication/feature_article/B70902FC2009XXXXB0100.pdf&title=Persons+with+Disabilities+and+Chronic+Diseases+in+Hong+Kong&issue=-&lang=1&c=1
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
http://socyberty.com/philosophy/confucianism-vs-buddhism/on6thJanuary,200818 Lam,C.(1992).VocationalRehabilitationDevelopmentinHongKong:ACross-culturalPerspective.Stillwater,OK:
NationalClearingHouseofRehabilitationTrainingMaterials.
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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
www.communitybusiness.org��
Towards Disability Confidence
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
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
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