report - Diversity Best Practices · When Diversity Best Practices spoke to disability advocate and founder of Fifth Quadrant Analytics, Rich Donovan, he emphasized the untapped potential

research report

THE PREEMINENT ORGANIZATION FOR DIVERSITY THOUGHT LEADERS

Published By: Diversity Best Practices 2 Park Avenue, 10th Floor New York, NY 10016 DiversityBestPractices.com Copyright © 2013 by Diversity Best Practices. All rights reserved.

Global Best Practices: Initiatives for People with Disabilities

May 2013

“More than one billion people in the world live with some form of disability, of whom nearly 200

million experience considerable difficulties in functioning,” states the 2011 World Report on

Disability.1 “In the years ahead, disability will be an even greater concern because its

prevalence is on the rise.” The growing risk of disability is due, in part, to the ageing of the

populations of many nations, environmental factors, and the global increase in chronic health

conditions.

Three forces are transforming the world’s attitudes about disability and driving corporations to

focus on the needs of customers and employees with disabilities.

• The United Nations, the World Health Organization, the World Bank, and the world’s

nations, organizations, and businesses are promoting legislative, programmatic, and

social reforms to transform global concepts of disability.

• Advanced communications technologies enable the distribution of information to

distant locations, providing breakthrough assistive devices and systems.

• The economic power and enhanced cultural experiences of the disabilities

community offers enormous growth opportunities to local, national, and global

businesses.

The Business Case

At the same time, savvy corporations see these demands as opportunities, because they

recognize the business benefits to be seized. Diversity leaders and corporate strategists have

developed a strong business case for supporting this community and integrating people with

disabilities into the workforce:

• When compared to the general workforce, people with disabilities tend to be more

dependable, less likely to be injured, and have comparable or higher productivity

and retention rates.2

• People with disabilities bring unique perspectives and experiences to corporations.

• Companies that strategically integrate people with disabilities into their business

practices can improve their reputation as a conscientious, community-oriented

organization. Eighty-seven percent of respondents to a survey of more than 800

consumers indicated that they would prefer to do business with companies that hire

from this population. 3

• According to the U.S. Small Business Administration, employers can “take

advantage of various programs that encourage the recruitment and hiring of people

2 | P a g e Copyright © 2013 by Diversity Best Practices. All rights reserved.

with disabilities.”4 The Department of Labor and other local, state, and federal

government organizations have a variety of programs and resources that support

employer efforts to hire this population.

“Individuals with disabilities make great employees,” according to Thomas J. Donohue,

president and CEO of the U.S. Chamber of Commerce,. “In fact, employers report that the work

ethic of disabled employees has a positive effect on the morale and production of other

employees. Without a doubt, the employer community as a whole has made great progress in

removing stereotypes and misperceptions and successfully implementing diversity and inclusion

strategies.”5

However, the most compelling argument for supporting people with disabilities is found in the

marketplace. When Diversity Best Practices spoke to disability advocate and founder of Fifth

Quadrant Analytics, Rich Donovan, he emphasized the untapped potential of the emerging

global market of 1.1 billion people with disabilities. Donavan estimates that the friends and

family component of this segment is adds at least another 1.9 billion to the market. (Other

estimates are much higher.) Keeping with Donavan’s more conservative numbers, there still is a

$9 trillion market segment that’s often ignored.6 According to Donavan, businesses need to

focus on this marketing potential to create greater opportunities for this community: “In order to

create value, focus must shift from ‘soft’ platitudes around the ‘right thing to do’ to a measurable

plan focused on specific actions for profit-seeking entities to create value for shareholders in

PWD (people with disabilities) markets. Hiring, marketing, and product development occur in

boardrooms, not from a podium. Each firm has a different reason to act in disability.7 According

to The Economist, Donovan’s research has helped encourage financial analysts to take notice

of this burgeoning market. Donavan’s “Return on Disability” index tracks the performance of the

shares of 100 companies recognized for their treatment of employees and customers. The index

has outperformed the general market for the last five years, and Bloomberg recently included it

on its financial-information terminals.8

A Global Plan

Companies are leveraging these advantages and responding to the demands from governments

and disability advocates by adopting diversity best practices and developing comprehensive

disability plans, encompassing the six categories of best practices for supporting the community

of people with disabilities;


• Facility Accessibility

• Product Accessibility

• Recruitment and Hiring

• System Infrastructure, e.g., IT programs used by employees; telecom; etc.

• Accommodation policies and responsibilities

• Manager and employee training and awareness

This report focuses on issues to be considered in preparing a comprehensive, global plan and

provides an inventory of best practices that corporations have found effective in serving and

supporting this community.

Risk and Reward

Competing for a share of this market of one billion people carries all of the challenges of doing

business in a major market that has a comparable number of customers plus the distinctive

demands of the disability community. Multinationals need to recognize the cultural, attitudinal,

legal, religious, and ethical differences of the countries in which they do business and how they

relate to the nation’s disability community.

Diversity executives and thought leaders can guide their companies and help them make the

best decisions in regards to this community. Here are some thoughts about how to make the

best choices:

• When marketing to people with disabilities, be sure to discern whether developing new

products or services is appropriate or whether simple modifications to existing products

and services is a suitable choice. Modifying existing products and services is often less

costly than developing new offerings and such cost savings can be passed on to the

consumer. Modifications can foster inclusion for people with disabilities.

• Treat people with disabilities as consumers first and as people possessing impairments

only when conditions warrant. (Overt, insensitive attempts to accommodate impairments

often engender feelings of exclusion among people with disabilities9 ).

• Corporation leadership and diversity executives should be prepared to identify and stop

practices that members of this community could find offensive (e.g. halting an edgy

advertising campaign that could offend some segments of this population, even though

marketing supports it).


• Encourage executives to suspend judgment when first working with people with

disabilities and to see their unique characteristics as potential competitive advantages.

In developing a global plan, it’s important to recognize that different cultures have various

attitudes regarding people with disabilities. Attitudes are changing, and people throughout the

world are becoming more accepting and understanding of people with disabilities. However,

traditional beliefs can be deep-seated, especially among older generations, and this needs to be

taken into account in planning. Researchers have found that the following predispositions are

still evident:

• Many Westerners consider people with disabilities as childlike, less intelligent, and

dependent.10 A recent study found that Americans still have reservations about people

with serious mental health problems. For example, a majority of the public continues to

express an unwillingness to work closely with (62 percent) or socialize with (52 percent)

a person with schizophrenia. This lack of progress surprised the researchers because of

the significant increase in the percentage of people who attribute mental illness to

neurobiological causes.11

• Religion plays a role in some Asian cultures that view disabilities as punishment for

misconduct in a past life, and, in some cases, the source of a family’s disgrace.12 In rural

India, intellectually disabled males are “the butt of social ridicule,” and placed in the

category of not marriageable. In addition, “‘feeble-mindedness’ [is a] deviance

associated with hot temper, erratic behavior and impotence and people manifesting such

characteristics are described as mad or paagal.”13

• Islam has a very different view of disability, seeing it as neither a disgrace nor

appropriate to treat PWDs as the subject of ridicule. The Islamic view, however, creates

its own challenges in its perspective that disability “is … [a] test in front of God and that

one should be thankful under any circumstances, [which] limits the prospects of a rights-

based attitude, of feeling as having the right to have rights.” 14

• The World Bank reports that “social stigma and discrimination against persons with

disabilities is a common occurrence in [the Middle East and North Africa], not only in the

physical and cultural environment surrounding persons with disabilities, but even within


their own families. Thus, social exclusion limits the opportunities open to persons with

disability to participate as full and productive members of the society.”15 In fact, many

families in the Arab world still see persons with disabilities as a “source of shame, a

financial burden, even … a curse on their families . . . In colloquial language, the words

that denote different types of disabilities have become swear words.”16 These attitudes

are changing, but they are still prevalent.

• In Latin America, attitudes toward people with disabilities are often negative forcing

many of them to hide their impairments. 17

Governmental Reform

Government policy is helping drive these changes in attitude. During the 1960s and 1970s,

people with disabilities and disability rights organizations began seeking consensus on

overarching issues common to a range of disability categories. These efforts were particularly

effective in the United States where advocates convinced the national government to implement

Section 504 of the Rehabilitation Act of 1973 and adopt the Americans with Disabilities Act

(ADA) of 1990 and its 2008 amendments. The U.S. emphasis on antidiscrimination legislation

helped advance the social-cultural goals by employing environmental accessibility regulations to

enhance the standard of living and employment opportunities for people with disabilities.18

The United Nations has taken on an even bigger challenge. On December 13, 2006, the UN

General Assembly adopted The Convention on the Rights of Persons with Disabilities (CHRPD)

to ensure the full and equal enjoyment of all human rights and fundamental freedoms by all

persons with disabilities, and to promote respect for their inherent dignity. The convention

requires state parties “to develop, promulgate and monitor the implementation of minimum

standards and guidelines for the accessibility of facilities and services open or provided to the

public.” It also obliges state parties to “ensure that private entities that offer facilities and

services which are open or provided to the public take into account all aspects of accessibility

for persons with disabilities.19 With its 149 signatories, the CHRPD represents extraordinary

advancement for the disability community, because it signifies global recognition that disability is

an issue of human rights and development. The CHRPD affirms that persons with disabilities

experience worse socioeconomic outcomes and poverty than persons without them, and it

recognized the need to integrate the community more effectively into society and the workplace.


Many nations are addressing disability issues using more collective approaches. Norway, for

example, adopted redistributive policies in the Discrimination and Accessibility Act of 2008 and

the Working Environment Act of 2005. (Redistributive services use government funds to deliver

resources to different groups of the population to narrow socio-economic inequities among

these groups.) Using funds from the national budget, the Norwegian National Insurance

Scheme distributes resources and services primarily through public assistive technology centers

or employers.20

These national policies often affect companies doing business in the countries applying them. In

Brazil, for example, the Federal Constitution of 1988 guarantees financial support, social

integration, disability prevention, and comprehensive rehabilitation for people with disabilities. It

also provides healthcare and educational assistance and occupational training for people with

disabilities. It prohibits employment discrimination, requires the government to hire people with

disabilities, and mandates accessibility standards for public buildings, facilities, and

transportation. Law 7853 criminalized discrimination based on disability. Law 88213/91.112

requires employers with more than 100 workers to fill between 2 and 5 percent of its positions

with rehabilitated employees or employees with disabilities. The law is exerting some effect

because between 2003 and 2010, the number of companies that started to adopt special

programs for the hiring of people with disabilities jumped from 32 percent of the companies to

81 percent.21

Partnerships

Partnerships between businesses, nonprofits, and international institutions are also driving

change on behalf of people with disabilities. Computer giant Microsoft launched a program with

the Organization of American States (OAS) and its affiliate, the Trust for the Americas, to

provide technologies and training to people with disabilities, who number more than 50 million in

Latin America. Disability is the most significant indicator of socioeconomic status in the region,

as 80 percent of people with a disability in Latin America are unemployed. The Partnership in

Opportunities for Employment through Technology in the Americas (POETA) employs advanced

communications, information, and adaptive technologies to provide people with disabilities with

job skills and other support needed to find jobs, earn a living, and secure greater personal

independence. Launched as a pilot program in 2004 in Guatemala, POETA now has 200 public


and private sector partners and 52 training centers in 18 countries in Latin America and the

Caribbean.

Disability Planning and Best Practices

POETA is an example of one of the programs used by businesses throughout the world to

address the needs of people with disabilities and give them the resources they need to succeed.

At the same time, these practices are helping businesses enhance their brands, recruit and

retain more productive employees, strengthen their profitability, and create more diverse and

inclusive work places. Selecting the best practices is key to creating a superior disability plan.

Table One provides a selection of these best practices employed by some of the world’s most

respected companies to assist in the creation of a global plan. The table groups these practices

by employing six categories of best practices for supporting people with disabilities.


Table One: Global Best Practices for People with Disabilities

Company Best Practices

Accor Headquartered

outside Paris in Evry, France, Accor is one of the world’s leading

hoteliers.

Accommodation policies and responsibilities

• Since 1992, Accor has worked to “facilitate the integration of people with disabilities in the company and [strived] to accelerate recruitment, training, communication and sensitisation (sic) actions for recruiters.”22 The company has signed agreements with its employees to hire more people with disabilities (PWD) and provide special support to help them remain and advance at Accor. “Integration of people with disabilities” is one of the four diversity and inclusion priorities in the group’s International Diversity Charter for the years 2010 to 2015. Since June 2011, the corporation has used diversity indicators to measure the performance of group units bi-annually.23

• Accor hotels have wheelchair-accessible bedrooms and bathrooms, wide doorways, and lifts (elevators) with wide entrances.

Recruitment and hiring • Accor France’s Integrating the Disabled Project Team launched a project called Handicapte, which is an

information day for students with disabilities and offers permanent positions to select students who apply at the session.

• Accor collaborates with JobinLive to create video résumés for people with disabilities at no charge. • ACCOR’s Novotel Atlantis hotel works with the Shanghai Disabled Persons’ Federation to identify candidates for

on-the-job training for people with intellectual, physical, and hearing impairments.

Accommodation policies and responsibilities • To enhance communication with hearing-impaired employees and to better serve customers, the Formule 1

Morumbi Hotel in São Paulo, provides sign-language training to its managers and employees.

Manager and employee training and awareness • To reinforce its commitment to PWD and inform others about best practices, Accor has published Towards the All-

Inclusive Company (Vers l'Entreprise Inclusive) and Disability in my Company (Le Handicap Dans Mon Etablissement),24

• To enhance communication with hearing-impaired employees and to better serve customers, the Formule 1 Morumbi in São Paulo provides sign-language training to its managers and employees.

Product accessibility • The hotels also feature emergency devices, such as vibrating pillows in the place of alarms to wake hearing-

impaired guests, and induction loops for hearing-impaired persons attending events at its meeting facilities. Induction loops are electro-magnetic devices that enhance the clarity of hearing aids in noisy environments such as concerts, worship services, and high traffic public buildings.


Carrefour With 15,500 stores in 35 countries around the world, France’s Carrefour is the largest retailer in Europe. The retailer has 5,250 disabled employees in France and an additional 1,000 worldwide

Accommodation policies and responsibilities Carrefour and its global units

• Signed France’s first Mission Handicap Agreement, agreeing to establish a department to recruit and promote people with disabilities.

• Developed processes and measures to facilitate the day-to-day work and help employees with disabilities fully integrate into the professional world.

• Provides financial assistance to employees for buying assistive devices or equipment to promote accessibility. • Employs one disability specialist in each store who is responsible for recruiting people with disabilities and

assisting them in adjusting to their workplace. •

Recruitment and hiring Carrefour and its global units

• Has taken a proactive approach to hiring people with disabilities, by establishing annual targets for hiring. • Collaborates with community organizations and local officials to hire people with disabilities. (Since 2009, Carrefour

Thailand has partnered with community groups to hire at least one disabled person in each store; Carrefour Malaysia works with the United Nations Development Programme (UNDP, employs an additional 56 workers from this community.

Manager and employee training and awareness Carrefour and its global units

• Provides mandatory pre-employment disability sensitivity training sessions for all new store directors. • Actively participates in France’s National Week for Employment of Disabled Persons.

Product accessibility

• The Champion Service Packages’ service is a care hotline for people with disabilities and elderly individuals • Two of its convenience stores, Shopi and 8 à Huit, work in partnership with Fourmi Verte to provide home delivery

services to customers with disabilities

Cisco Cisco specializes in networking and communications technology and services, and is

one of the world’s largest technology

Accommodation policies and responsibilities • Cisco strives to achieve “disability confidence.” Cisco’s goal is to have a comprehensive understanding of how

disability impacts every aspect of its business and has made the commitment to eliminate all barriers that prevent its employees, customers, partners, and suppliers with disabilities from participating in and benefiting from its business25

• Cisco’s accessibility team ensures ongoing compliance with its accessibility standards.

Recruitment and hiring • A partnership between the U.S. Departments of Labor, Defense, and Veteran Affairs, and Cisco created the


companies. Transition Training Academy, which prepares recovering wounded veterans for entry-level jobs in the information technology industry. The program provides 18 hours of classroom instruction and 18 to 24 hours of web-based instruction in networking, computers, and desktop applications, along with career planning and assistance.26 All TTA courses and class materials are provided free of charge to warriors and their spouse or caregiver. 27

Product accessibility

• The company is committed to ensuring all products, services, websites, documentation, and facilities are made accessible to people with disabilities in either the basic design or the addition of assistive technology.

• Cisco drafted new web design requirements in 2009 to take accessibility into account. • The company provides training materials to its sales force and trains and consults with vendors to enhance the

accessibility and usability in its software products. • Cisco helps set international accessibility standards for computer technology.

System infrastructure, e.g., IT programs used by employees, telecom, etc.

• Cisco provides employees with access to a broad range of information technologies and communication tools to enable them to succeed.

• Cisco’s employee Intranet complies with the World Wide Web Consortium Web Accessibility Initiative. • According to a message from Cisco’s CSR organization, the company’s employees can use Cisco-certified

captioning technology (ClearCaptions) to hear and read their calls. This discrete technology ensures that only the employee knows when he or she is using captions.28

Manager and employee training and awareness • The company works to ensure that its entire workforce is aware of its inclusion and diversity policies and requires

all employees to subscribe to its Code of Business Conduct.

Deloitte Deloitte’s almost

200,000 professionals in

independent firms throughout the

world collaborate to provide audit,

consulting, financial advisory, risk management, and tax services to

selected clients.

System infrastructure, e.g. IT programs used by employees, telecom, etc. • Deloitte U.S. delivered services to the United States Olympic Committee USOC to “help provide a technology

platform for athletes to pursue their Olympic and Paralympic dreams.” 29 • Deloitte UK provided £1.7 million (nearly $2.6 million) to create the British Paralympic Association (BPA), the

largest disability program of its kind. They also raised £1 million ($1.5 million)in further funding through Deloitte Ride Across Britain. The company provided 750,000 hours of strategic insight and professional services for the 2012 Paralympic Games, as well as the Olympic Games. 30


Ernst & Young With 140,000 employees

worldwide, the firm is a global leader in

assurance, tax, transaction, and

advisory services.

Manager and employee training and awareness

• The firm developed a wide variety of tools and resources to its employees to help them develop abilities-friendly etiquette, language, and work habits. Samples of a brochure and poster are available on the Ernst & Young website.31 32

System infrastructure, e.g, IT programs used by employees telecom, etc. • On November 20, 2011, Ernst & Young became the first Big Four firm to sign the Business Taskforce

Accessibilities Technology (BTAT) Charter, which confirms that accessibility is embedded in all of its IT systems and ensures that all employees with disabilities can use its technologies.

Titan Industries, This manufacturer of timepieces in India focuses on hiring people with disabilities, who comprise 4 percent of Titan’s workforce (29 with physical disabilities; 84 with hearing/speech; and 4 visually impaired). The company found that workers with disabilities tend to be more loyal and job-focused than other employees.33

Accommodation policies and responsibilities • Titan Industries introduced a sensitivity program to overcome India’s traditional cultural disdain of people with

disabilities, and recruits and integrates them into its workforce. • The company ensured human resource policies were all non-discriminatory, including promotion and effective

grievance procedures.

Recruitment and hiring • The firm provides counseling sessions for workers and their families on the company, employment, and benefits

during the recruiting, hiring, and on-boarding process.

Facility accessibility • Titan Industries has created barrier-free workspaces, including the provision of handrails to support persons with

loco-motor disabilities.

Manager and employee training and awareness • The company housed employees with disabilities with non-disabled employees to encourage the full integration of

people with disabilities into the workforce. • Titan Industries provided sign language instruction to all supervisors working with hearing-impaired employees. As

a result, in the strapping department, for instance, it is difficult to determine who is hearing impaired and who isn’t, because nearly all employees use sign language.

• Titan Industries created programs to build technical competencies and computer literacy. • The company partnered with NGOs to create programs on disability awareness and personal development for

people with disabilities.34


Walgreens The largest drugstore chain in the United States, with fiscal 2012 sales of $72 billion.

Recruitment and hiring • The company’s Retail Employees with Disabilities Initiative (REDI) prepares qualified candidates for employment

at Walgreens retail locations, as well as employment with other retailers that require similar skills. • As of October 25, 2012, more than 400 candidates had completed REDI training, 66 percent of which had

acquired the skills needed to perform a service clerk position in a similar retail setting and approximately 130 had been hired by Walgreens35


Endnotes 1 The 2011 World Report on Disability, the World Health Organization and the World Bank, 2011 (last accessed on April 30, 2013) http://www.who.int/disabilities/world_report/2011/en/index.html. 2 The Bureau for Employers’ Activities and Skills and Employability Department, International Labour Office, Disability in the Workplace: Company Practices, 2011. 3 Wittmer, Jenell and Leslie Wilson, “Turning Diversity into Dollars: A Business Case for Hiring People with Disabilities, T + D magazine, ASTD (American Society for Training & Development) February 14, 2010 (Last accessed May 1, 2013) http://www.astd.org/Publications/Magazines/TD/TD-Archive/2010/02/Turning-Diversity-Into-Dollars-a-Business-Case-for-Hiring-People-with-Disabilities 4 Small Business Administration, “Hiring People with Disabilities (last accessed on April 30, 2013) http://www.sba.gov/content/hiring-people-with-disabilities 5 Donohue, Thomas quoted in “U.S. Chamber Summit Highlights Employers’ Efforts to Hire and Retain Individuals with Disabilities, April 12, 2011 (last accessed on April 30, 2013) http://www.uschamber.com/press/releases/2011/april/us-chamber-summit-highlights-employers percentE2 percent80 percent99-efforts-hire-and-retain-individual 6 Interview with Rich Donovan on May 2, 2013. 7 Donovan, Rich, Emerging Giant—Big Is Not Enough: The Global Economics of Disability, Fifth Quadrant Analytics, The Return on Disability™ Company, March 1, 2012 (Last accessed May 1, 2013) http://www.thinkbeyondthelabel.com/Blog/file.axd?file=2012 percent2F5 percent2FThe+Global+Economics+of+Disability+2012.pdf 8 “The new green:Busines may find disability as important as environmentalism, September 8, 2012 ((Last accessed May 1, 2013) http://www.economist.com/node/21562229 9 Baker, Stacey Menzel, Holland Jonna, Kaufman-Scarborough, Carol, “How consumers with disabilities perceive "welcome" in retail servicescapes: a critical incident study,” The Journal of Services Marketing, 2007. 10Ostrove, Joan M., Crawford, Danette, "One lady was so busy staring at me she walked into a wall": Interability Relations from the Perspective of Women with Disabilities,” Disability Studies Quarterly, Summer, 2006. 11 . Pescosolido, Bernice A., Martin, Jack K., Long, J. Scott, Medina, Tait R., Phelan, Jo C., Link, Bruce G., "A Disease Like Any Other"? A Decade of Change in Public Reactions to Schizophrenia, Depression, and Alcohol Dependence,” American Journal of Psychiatry, September, 2010. 12Kenneth J. Parker, “Changing Attitudes Towards Persons with Disabilities in Asia, Disability Studies Quarterly, Fall 2001 13 Mehrotra, Nilika, Vaidya, Shubhangi, “Exploring Constructs of Intellectual Disability and Personhood in Haryana and Delhi,” Indian Journal of Gender Studies, 2008. 14 Hakim Guillermo, Sr. Economist, and Jaganjac, Nedim, Disability and Public Health Specialist, “A Note on Disability Issues in the Middle East and North Africa,” Human Development Department Human Development Department, The World Bank. 15 Hakim Guillermo, Sr. Economist, and Jaganjac, Nedim, Disability and Public Health Specialist, “A Note on Disability Issues in the Middle East and North Africa,” Human Development Department Human Development Department, The World Bank. 16 Hissa Al Thani, ‘Disability in the Arab Region: Current Situation and Prospects,” Adult Education and Development, Number 68 (Last accessed May 1, 2013) http://www.iiz-dvv.de/index.php?article_id=137&clang=1 Martinez, Aaron, “Disabled persons confront negative cultural attitudes,” Borderzine.com December 15, 2011 (Last accessed May 1, 2013) http://borderzine.com/2011/12/disabled-persons-confront-negative-cultural-attitudes/ 17 Martinez, Aaron, “Disabled persons confront negative cultural attitudes,” Borderzine.com December 15, 2011 (Last accessed May 1, 2013) http://borderzine.com/2011/12/disabled-persons-confront-negative-cultural-attitudes/ 18 Vedeler, Janikke Solstad, Schreuer, Naomi, “Policy in Action: Stories on the Workplace Accommodation Process,” Journal of Disability Policy Studies, February, 2011. 19 The United Nations Convention on the Rights of Persons with Disabilities, December 11, 2006 (last accessed on August 14, 2011. http://www.un.org/disabilities/default.asp?navid=14&pid=150 20 Vedeler, Janikke Solstad, Schreuer, Naomi, “Policy in Action: Stories on the Workplace Accommodation Process,” Journal of Disability Policy Studies, February, 2011. 21 Angela Johnson Meadows and Andrés T. Tapia, editors, Global Diversity Primer, Diversity Best Practices, 2011 22 Accor, “Accor and diversity: discrimination, disabled person” (last accessed April 30, 2013) http://www.accor.com/en/recruitment-and-careers/a-responsible-company/diversity.html


23 Accor, New Frontiers in Hospitality:2011 Annual Report (last accessed April 30, 2013) http://www.accor.com/fileadmin/user_upload/Contenus_Accor/Finance/Documentation/2012/EN/2011_annual_report.pdf 24 The Bureau for Employers’ Activities and Skills and Employability Department, International Labour Office, Disability in the Workplace: Company Practices, 2011. 25 The Bureau for Employers’ Activities and Skills and Employability Department, International Labour Office, Disability in the Workplace: Company Practices, 2011. 26 CISCO 2008 Corporate Social Responsibility Report , CISCO (Last accessed May 25, 2012) http://www.cisco.com/web/about/ac227/csr2008/cisco-and-society/education-passport/transition-training-academy.html 27 Wounded Warrior Project, “Transition Training Program” (last accessed February 19, 2013) http://www.woundedwarriorproject.org/programs/transition-training-academy.aspx 28 Contact from Cisco CSR on May 2, 2013. 29 Deloitte “Sponsoring Olympic Dreams: Preparing for the Greatest Show on Earth (last accessed February 19, 2013) http://www.deloitte.com/view/en_US/us/About/olympics/index.htm 30 Deloitte, This Is It: Our London Story (last accessed February 19, 2013) http://www.deloitte.com/assets/Dcom-UnitedKingdom/Local percent20Assets/Documents/About percent20Deloitte/uk_about_london2012_this-is-it.pdf 31 “Looking for a disabilities friendly workplace”, Ernst & Young website, last accessed May 3, 2013 http://www.ey.com/Publication/vwLUAssets/Looking_for_a_disabilities-friendly_workplace/$FILE/Disabilities-friendly-workplace.pdf 32 Ernst& Young Poster on Abilities-Friendly Etiquette, last accessed May 3, 2013 http://www.ey.com/Publication/vwLUAssets/Are_you_prepared/$FILE/Are-you-prepared.pdf 33 Human Development Unit—South Asia Region, “People with Disabilities in India: From Commitments to outcomes,” The World Bank, May, 2007 (last accessed on May 2, 2013). http://go.worldbank.org/QPJ4PWFGZ0 34 Human Development Unit—South Asia Region, “People with Disabilities in India: From Commitments to outcomes,” The World Bank, May, 2007 (last accessed on May 2, 2013). http://go.worldbank.org/QPJ4PWFGZ0 35 Diversity Best Practices, “Walgreens Helps Create More Job Opportunities for People with Disabilities”, October 25, 2012 (last accessed on May 2, 2013). http://www.diversitybestpractices.com/news-articles/walgreens-helps-create-more-job-opportunities-people-disabilities