The Apprentice – you’re hired!

By Charles Clement

Charles Photo 

Recruiting the right candidate can be a challenging business. How do you make sure you get the right person with all of the skills necessary to do the job?

If you’ve been following the las t 12 weeks of The Apprentice you’ll see that more and more candidates are expected to show a diverse range of skills, not only technical abilities, but personal and social skills too. Just like Lord Sugar employers are increasingly using a diverse range of methods to test applicants. However, these can present all manner of challenges for disabled applicants. There is a legal duty to make adjustments for disabled candidates during the recruitment process. Let’s see what changes Lord Sugar could have made during the process.

First of all, there is the ‘brainstorming’ session at the start of each task. Everyone is vying to be heard and talking over each other and it can turn in to a bit of a bunfight. This could be really stressful for someone who feels anxious easily. The unstructured nature of these meetings may also cause problems for people who are hard of hearing. One of the most effective things here would be to do some planning beforehand. A clear agenda of what is going to be discussed and when would make the meetings a little less stressful and help deaf candidates keep track of what was happening. Another easy change that could be made would be to ask everyone to speak one at a time. This may help those who needed to lip read or use an interpreter. But wouldn’t these changes make the task easier for everyone? And just think how much more productive they would be.

Then there are all the tasks that require candidates to run around buildings or warehouses taking measurements on the fly or adding things up in their head – no calculators allowed. Now this is just asking for mistakes to be made – disabled or not. And if you have a condition such as dyslexia, this might be particularly challenging. Why not allow people some quiet time and space to double check figures and make sure they are right or, better still, allow them to use a calculator. I’m assuming that you wouldn’t ban calculators from the workplace too?

And what about the creative challenges such as creating and branding a product? Not everyone will feel comfortable with this type of challenge – particularly perhaps if you have Asperger’s Syndrome or autism, and might feel more comfortable working with figures or processes (although of course this isn’t the case for everyone). Often, people will only apply for roles they think that they can do; so if someone applies for a role as an accountant, don’t give them a generic test that requires creative thinking, unless that is required in the job.

With all this in mind, Lord Sugar might actually decide it would be reasonable to allow some candidates to bypass the process completely and do a work trial on the job. But I suppose that wouldn’t make very good television.

To ensure your recruitment process is inclusive and giving your business access the widest talent pool, contact Business Disability Forum (BDF) for more advice. BDF member organisations can get in touch with our Advice service on 020-7403-3020.

“Trust me, I’m a doctor” – what do your line managers do when they receive a fit note?

By Christopher Watkins


File it away and hope it sorts itself out? Panic and phone HR? Or, exactly what it tells them to do?

Fit notes, or ‘Statements of Fitness for Work’ (for those with too much time on their hands) are a potentially invaluable tool in supporting people with disabilities or long-term physical or mental health conditions, but only if they are used appropriately by the managers that receive them. None of the reactions mentioned above are particularly useful to the employer but are all too common in some organisations, particularly in environments where line managers often have responsibility for large teams with high turnover.

Sometimes they’re just ignored – or, if a colleague’s absence is related to a disability or long-term condition, managers can be nervous to get involved and sickness absence can be left unmanaged to continue indefinitely, often on full pay. This is costly for the employer and of no benefit to the employee, whose employment prospects can be damaged as they lose the opportunity to pursue their career with some simple workplace adjustments.

Two people having a conversation at a desk

Sometimes managers just panic and phone HR. This is probably the least legally risky approach, but can put unnecessary pressure on often overworked HR service centres handling relatively straightforward queries.

However, it is perhaps most unhelpful for line managers to simply take everything written on the fit note as ‘gospel’, following the advice without further consideration, sometimes to the detriment of both the employee and employer.

In the most concerning cases, if an employee is being repeatedly signed off sick by their GP for stress, the line manager’s reaction can be to refuse to let them work. If the employee’s stress is related to factors outside of work, however, being prevented from working can exasperate the situation, leading to unnecessary sickness absence despite the employee feeling they were able (and continually asking to) work. This can be a highly stressful – and expensive – situation for all involved, and highlights the potential damage that can be caused by a last-minute tick-box and barely legible scrawl from an over-worked GP on her last appointment before lunch (and yes, believe it or not, over 80% of fit notes are still handwritten in 2015, five years after they were introduced as the efficient digital alternative to their predecessor[1]).

In such situations, the problem is not that the GP is wrong; indeed, there may be sensible health and wellbeing reasons behind the employee being unable to work. The danger lies where line managers take the advice on the fit note – advice written to the employee – as binding rules that they needed to follow, rather than useful medical guidance to discuss with the employee. A conversation with the employee, the GP and possibly a second opinion from an Occupational Health advisor can improve understanding of the reasons behind the absence, helping the employee back to work as quickly and supportively as possible, and saving the business considerable expense and legal risk in the process.

Deeper still, perhaps the issue is that we can’t know how often this is happening as the problem itself is that these issues aren’t escalated or recorded until things start to go seriously wrong. One can imagine many more cases where an employee with a long-term health condition or disability isn’t able to receive the support they need because (at least for the 20% of fit notes produced digitally), ‘computer says no’.

There’s been some fascinating research in recent months by the Institute of Occupational Safety and Health (IOSH) and the University of Nottingham into this area with some helpful recommendations; the key message to me being that GPs complain that employers don’t act on their advice while employers complain the GPs don’t give them any useful information[2].

It may not be a solution, but surely a starting point here is to get GPs and employers talking to each other. Particularly with the advent of the government’s Fit for Work service, this is likely to only grow as an issue for employers as the quantity – and hopefully quality – of medical advice landing on managers’ desks increases. Like the introduction of fit notes in 2010, this is a potentially very useful and cost-effective tool if managers are properly briefed on how to use this information. If not, conflicting policies and advice from different sources may quickly prove counter-productive.

What measures have you taken to prepare your policies and inform your line managers?

For more information on managing sickness absence and disability visit: http://businessdisabilityforum.org.uk/advice-and-publications/publications/line-manager-guide-attendance-management/

You can talk to Christopher at christopherw@businessdisabilityforum.org.uk or Tweet him at @chrispydubbs


[1] Nottingham University research ‘Getting the best from the fitnote’ (2015), pp. 19 (http://www.iosh.co.uk/~/media/Documents/Books%20and%20resources/Published%20research/Getting%20the%20best%20from%20the%20fit%20note.pdf?la=en) accessed 18 August 2015

[2] http://www.iosh.co.uk/fitnote

It isn’t as simple as just saying employer culture needs to change

By George Selvanera


On Channel 4’s Leader’s Debate last month, a member of the studio audience asked “What do the Conservatives plan to do to get more disabled people into work?” Prime Minister David Cameron said:

“The culture of employers needs to change.”

I imagine it was a convenient shortcut for David Cameron to say the culture of employers needs to change. The ways culture needs to change, how these changes are made and the role of Government in influencing change – both directly and indirectly – doesn’t really make for a neat, short answer.

After all, it isn’t straightforward to make and sustain changes in systems, processes and practice generally, let alone when addressing disability – a wonderful catchall term for everything from dyslexia to dementia; to diabetes to wheelchair user; to mental ill health. That said, I am encouraged by increasing numbers of private and public organisations which are making real change, with more than a hundred large private and public sector employers using the Business Disability Forum (BDF) Disability Standard to help guide their disability performance improvement.

Office environment with focus on man working in foreground

Last year’s Government disability and health employment strategy wasn’t especially practical when it pointed to BDF Partners Sainsbury’s, BT and Lloyds Banking Group (LBG) as examples of businesses that have a strong record of recruiting disabled people and then called on other businesses to do the same.

Sainsbury’s, BT and LBG each have senior disability sponsors championing a whole organisation approach to improving their disability performance. They all have networks for their disabled staff that inform employee and customer innovations for disabled people. They all invest in improving the skills and confidence of line managers to manage the needs of staff members with disabilities and long-term health conditions. They all operate workplace adjustment processes that enable access to adjustments for employees so they can be productive and happy in the work environment. They also increasingly deploy disability-smart procurement processes. The latter point is essential given the number of outsourced functions that directly impact the ability of any business to deliver for disabled people in areas such as facilities management/property, technology, recruitment and occupational health. So yes, they do well in recruitment of disabled people, but it is because they are prioritising and investing in improving disability performance across the whole organisation.

Building disability confidence is a permanent work in progress, and at BDF, it is exciting to see the way in which businesses and public sector organisations are learning from each other – sometimes even competing with each other – to get better at how they recruit, retain and do business with disabled people.

We are working with a group of BDF Partners that include Royal Mail, EY, de Poel Community and the Department of Work and Pensions to understand more about what helps and what gets in the way of organisations retaining their disabled employees. This working group is overseeing a large scale research project where more than 140 private, public and third sector organisations nationally have participated and shared their perspectives about their own skills and confidence and the quality of their systems and processes in retaining and developing disabled employees. The research will be published in June (watch out for the launch date) and sets out just how important it is to have people with visible disabilities in workplaces, effective workplace adjustment processes and organisational policies that encourage disabled people to achieve at work. It also makes clear that many organisations are getting better and want to do more.

The Government could help too. At BDF, we are often told that Access to Work remains overly complex, unfriendly and in need of substantial improvement. While some of the recent changes to Access to Work are good – most notably the end of the 30-hour guidance and the potential development of IT portals, the opportunity to make Access to Work better for business and subsequently better for disabled people, was not taken up. It seems very odd not to have an employer helpdesk or workplace based assessments that involve the employer and the employee or an accreditation scheme that would reduce red tape for employers who have a positive record of employing disabled people and interacting with Access to Work. Further still, it is extremely bad policy to introduce caps that will limit businesses capacity to recruit disabled people and so disabled people that might have worked and contributed to the tax pot, instead risk consignment to benefits.

Similarly, the Government’s multi-billion pound Work Programme would benefit from Welfare to Work providers proactively engaging with employers to ensure they are skilled and confident in managing the impact of particular disabilities for individual candidates in the specific workplace, and have the knowledge needed to support disabled staff to perform at their best.

Indeed, this approach is something for the wider recruitment industry so that they are working with candidates and employers to ensure that candidates with the right skills for a particular job are being ‘pushed’ to organisations that are confident about managing the impacts of a particular disability within a particular role at their workplace. Again however, I am encouraged by BDF work with the Association of Professional Staffing Companies (APSCO) who are keen to build the skills, confidence and expertise of the recruitment profession to do just this. In a similar way, the Recruitment Industry Disability Initiative Awards (RIDI) spotlight and celebrate excellent recruitment practices that are making a difference in securing sustainable employment for disabled people.

Increasing the number of disabled people in work and being fulfilled and achieving at work won’t happen overnight and yes, David Cameron is right about the importance of culture. But it isn’t anywhere near as simple as that. We all have a role. Government does. All parts of an organisation do – not just their recruitment section, but facilities, procurement, HR, learning and development, senior leadership, communications, IT etc. Suppliers and partners do. And as customers, we all can by transacting with businesses that state and deliver on public commitments to recruit and retain disabled people.

A taboo too far? Supporting colleagues expressing suicidal feelings in the workplace

By Christopher Watkins


The words ‘stigma’ and ‘taboo’ are fast becoming something of a cliché in the world of mental health and employment, yet few could argue that there are some issues that managers and HR professionals feel uncomfortable dealing with. It is hard to think of a more difficult situation than a colleague expressing suicidal feelings in the workplace.

Last month saw the Office for National Statistics release data on the number of deaths recorded as suicide in 2013[1], showing suicide rates continuing to track upward since the recession in 2007. The groups at most risk (and seeing the greatest increase) are men between the age of 30 and 59; the group most likely to be in full-time employment. Suicide remains the most common cause of death for men under 35.

These figures are only the tip of the iceberg. It is estimated that only 1 in 10 attempts are fatal, and the majority of people experiencing suicidal feelings do not go on to attempt to take their own life. Collecting accurate statistics on this is next to impossible, but it is realistic to assume that in an organisation of 500 employees at least one will be experiencing suicidal feelings at any one time.

Colleagues having serious discussion

With recent ‘stigma busting’ campaigns working to encourage employees to be open about their mental health, it is reasonable to expect the number of employees expressing suicidal feelings to their manager or HR to increase. Our Business Disability Forum Advice Service has noticed this increase. While no manager or HR professional wants to find themselves having this conversation, the increasing openness of employees about these feelings presents an opportunity for intervention, support and ultimately prevention.

If you work in HR, this is an issue you are likely to come across at some point in your career – and it pays to be prepared. Navigating the initial conversation may be an intimidating experience. You are likely to feel out of your depth, but try to understand that the other person is probably feeling exactly the same way, particularly if this is something they are not used to speaking about. Don’t panic, judge or make assumptions; take the person seriously and accept that while you may not be able to help in the immediate term, you are very unlikely to make things worse.

Establishing boundaries and responsibilities at this early stage is absolutely essential. This is not something you can keep to yourself and it is not your place to become the person’s counsellor. When an employee tells you personal information about their mental health and has asked you to respect their confidentiality, it is safest to do so; but, you should still speak to HR (or BDF’s Advice Service) about the situation without identifying the individual. It may be appropriate to breach the employee’s confidentiality if they are at risk or their health is affecting their employment, and whoever you speak to should be able to advise you on this.

If they are not already receiving support from elsewhere, refer the employee to appropriate help. Depending on the circumstances, this could be to their GP, local mental health services, your EAP or Samaritans. If you feel that someone is at immediate risk of harming themselves, you should always contact the emergency services by dialling 999.

Finally, remember that suicidal feelings are rarely a ‘one-off’; this is an on-going situation that you may be supporting the colleague through for some time. These feelings may also be indicative of mental ill-health, so after the initial meeting and any urgent action required, you should sit down with the employee to explore the ways in which you are able to offer support. They may also need reasonable adjustments to their role, such as flexible working, more regular 1:1 meetings with their line manager, or a Tailored Adjustment Agreement

Christopher leads our Mental health: Handling serious situations masterclass, which equips HR and diversity professionals with the skills and knowledge they need to handle unusual and complex situations, including colleagues who are exhibiting suicidal feelings or unusual behaviour.

BDF members can also contact Christopher for advice on cases they are dealing with on christopherw@businessdisabilityforum.org.uk or 020-7089-2482


[1] http://ons.gov.uk/ons/rel/subnational-health4/suicides-in-the-united-kingdom/2013-registrations/suicides-in-the-united-kingdom–2013-registrations.html

[2] https://www.disabilitystandard.com/resource-category/resource/tailored-adjustment-agreement/

It might be a cold 33 degrees celsius, but BDF’s latest work in Saudi Arabia is warming indeed

By George Selvanera


Business Disability Forum (BDF) Senior Disability Consultant Brendan Roach and myself have descended, again, on the Kingdom of Saudi Arabia (KSA) as part of a programme we are contributing to about improving KSA’s business disability confidence.

Jeddah Light (Jeddah Port Control Tower) is an active lighthouse in Jeddah, Saudi Arabia. With a height of approximately 113 metres (371 ft) it has a credible claim to be the world's tallest lighthouse

Led by the Ministry of Labor, the KSA business disability confidence programme explicitly links to efforts to increase the participation of Saudi nationals in the workforce, dominated as it is by expatriate workers. This is an urgent priority for KSA given the public sector can no longer absorb the 200,000 young people that leave university every year; with many millions more young people expected to join the labour force in the coming years. Arab News reported in October 2013 that KSA has 9.2 million expatriate workers making it the fourth most popular destination for expatriate workers worldwide with sector after sector dominated by expatriates.

Saudisation requires companies to employ a minimum quota of local workers: 7% in building, 24% in retail, 50% in insurance and 90% in banking, for example. Companies who fail to comply, risk penalties such as bans on recruiting foreign workers, while good performers are rewarded with financial and administrative support, designed to compensate for the extra cost of employing Saudis, who earn twice as much as their foreign counterparts.

To support the ‘Saudisation’ programme, a system of ‘4 to 1’ is in place which counts every 1 disabled Saudi person in employment as 4 non-disabled Saudi persons in employment. The Government recognises that many companies have created a cadre of phantom employees: disabled people who are paid to stay at home while counting towards the quota. With approximately 400,000 people accessing the Saudi equivalent of jobseekers allowance reporting they have impairments, the current system to encourage employment of disabled people is not working.

We have had the pleasure of working with a senior advisor to the Minister for Labor and a budding version of BDF – Qaderoon which is about 10 months old – who, working under the direction of the Minister for Labor, recognise that such a system is neither sustainable or appropriate. Like us, they recognise, that business needs access to the best talent and that the best companies need to be competent in how they interact with disabled people as employees, candidates and customers.

As I am sure you can appreciate, the context of work could not be more different. We have been privy to some terrible stories about the work and life situation of disabled people. I am struck by how a deaf worker at a large conglomerate attended work every day, even while sick and during annual leave, because he thought that he would not get paid when absent. He could not afford to not get paid. As no one had ever communicated with their deaf colleague, the situation persisted for several years.

I am also struck, however, by the willingness of the small group of leading KSA companies that we have interacted with having an openness to a different path. As in the UK and elsewhere, the motivations for participation in the programme to encourage disability confidence are diverse. Some view improving outcomes for disabled people through the prism of corporate social responsibility, some see the business benefits of access to the best possible talent, others see a chance to be part of a vanguard leading a different approach and others, simply enough, just want to do the right thing by all people, including disabled people.

What we have been delighted to find is that irrespective of the motivation, several of the businesses we have interacted with have recognised that disability confidence requires a whole organisation approach. Just as the leading lights of disability-smart organisations in the UK apply the Disability Standard to measure and focus improvement in their disability performance across the whole business, there is the start of an openness in Saudi Arabian companies to do similar.

Brendan and I have been helping design and test a KSA Disability Confidence Index for driving improvements in business disability confidence across the last 10 months. We have worked closely with 7 companies particularly in testing the Index and it’s been brilliant to learn that since visits we undertook in June 2014, for example:

  • An air conditioning company that had committed to engaging disabled customers in product design has developed a remote control for Braille users. They also are undertaking improvements to the facilities accessibility of at least three of their sites.
  • A pharma distribution company has increased the employment of disabled employees by nearly 50% to 73 and plans to increase by a further 100% to 150 by the end of this calendar year. There continues to be a 100% retention rate for these employees.
  • The CEO of a conglomerate with multiple brands has been meeting informally with disabled staff to signal commitment and to better understand the needs and priorities of staff.

Our current trip to KSA involves delivery of a 5-day induction training for auditors (two of which represent companies whose UK equivalents are BDF Partners). These auditors will have a role in assessing evidence that companies submit using the KSA Disability Confidence Index.

We have been really pleased at the way in which many of the auditors have actively participated in the learning and offered their own personal experiences of dyslexia, living with a cousin that is hard of hearing, living with a grandmother with Alzheimers, having work colleagues with disabilities etc. and how this has influenced their understanding about what is most fundamental to driving change in outcomes for disabled people – the power of personal contact and personal experience.

They also have seen how an accessible recruitment process relies on the know-how to offer and make appropriate adjustments, IT departments improving the accessibility of online application systems, accessible premises that permit candidates with mobility impairments being able to attend interviews and subsequent work, capable line managers that know where they can access support and guidance to confidently interact with their disabled colleague etc. They have understood that a whole organisation approach to understanding disability is essential.

These auditors have also made clear to us that they see the transformation in business practice and disability confidence as requiring many years. This realism is heartening. Just as their understanding about the power of personal contact with disabled people operating at all levels – in business, at home, as leaders, as customers, as family members – is essential to the transformation.

Between Brendan and I, we have had 10 trips to the Kingdom and worked across Jeddah, Riyadh and Dammam. At 33 degrees, this may well be the coldest weather we have experienced on our trips here, but it certainly is one of the most warming.

It’s just great to find that we are contributing to the beginnings of a different way for KSA business in how they interact with disabled people and where we are beginning to see the initial buds of positive change for business and disabled people. It won’t be easy and it won’t be quick, but it is beginning.

A step too far?- A comment on the recent Court of Appeal decision handed down in the matter of Paulley v First Group plc.

By Bela Gor


So the Court of Appeal has decided that bus companies are not required to expect that passengers move out of a wheelchair space on a bus to enable a wheelchair user to travel. The Court decided that it was “a step too far” to compel other passengers to vacate a wheelchair user’s space on a bus. One Judge said that he would “hope and expect” that drivers would do more than simply ask passengers to move but that the law did not require them to do so.

Man in wheelchair getting into a bus

The Court of Appeal’s decision seems inconsistent with the duty to make reasonable adjustments enshrined in law. Mr Paulley has the right under the Equality Act to travel on a bus and the duty to make reasonable adjustments enables that right. Is this not akin to the right that Rosa Parks should have had, as a black woman to sit at the front of the bus? To say that Mr Paulley’s ability to travel on a bus is dependent on the courtesy, unselfishness and moral niceness of other passengers is the same, surely, as saying that Rosa Parks could have sat at the front of the bus if nice white folk didn’t mind – no need for a right protected by law. The woman with the buggy didn’t have a legal right to occupy that space. She just chose to do so and chose not to move when asked and the driver and First Bus Co chose not to compel her to move.

If bus companies don’t have to have a policy to allow wheelchair users to travel then many disabled people won’t be able to guarantee that they can get to work on time or to meetings, hospital appointments or as in this case, a family lunch.

If the final decision of the Court is that the choice of non-disabled people supersedes the rights of disabled people protected by the Equality Act then where does this leave disabled people in this country? Expect to see more on this case.


Join Bela for a discussion on recent key developments in employment and disability at our Legal Workshop on 14 January. Click here to book online or call 020 7403 3020.

Why small businesses should forget the myth that hiring disabled people is ‘too hard’

This Saturday 6 December is Small Business Saturday in the UK. The aim of the day is to encourage consumers to support small businesses in their communities, and highlight the success of those that are getting things right for their customers.

Operating a small business can be tough – running on tight margins, competing with large businesses and dealing with high staff turnover are just a few of the many concerns on the minds of small business owners.

Image of a small business owner smiling on showroom floor

Recruiting for roles in a small business can be particularly hard when juggling these multiple priorities with day-to-day operations; it’s often tempting to settle for the person recommended by a friend or your neighbour’s relative who’s looking for work, just to temporarily fill the void.

If your business takes a similar approach to recruitment, you could be missing an opportunity to tap into the huge market of disabled talent here in the UK. There are 5.2 disabled people of working age in the UK, 53.7% of whom are not currently employed[i]. That’s a sizeable talent pool of 2.8 million people that might have the ideal attitude, skills and experience for your role.

In the past, the financial implications of making a hiring decision has prompted many small business operators to hesitate offering jobs to disabled people, regardless of whether or not they were the best person for the job[ii]. With 42% of disabled people looking for work naming employer attitudes as a barrier to successfully gaining employment[iii], initiatives such as the Department of Work and Pension’s (DWP) ‘Disability Confident’ campaign are looking to change assumptions about hiring disabled people.

Launched by the Prime Minister in July 2013, Disability Confident aims to dispel the myths about the complexities of employing disabled people, and increase awareness of the support available to employers of disabled people.

Part of this campaign involves bringing employers, including small business owners, together to discuss the support on offer from government and organisations like Business Disability Forum to improve employment outcomes for disabled people.

Image of an employee in a wheelchair holding a pot of flowers in a garden centre

The most significant support for small business employers comes in the form of ‘Access to Work’ (AtW): a labour-market intervention that provides grants to employers which can be used to pay for practical support for staff that have a disability, health or mental health condition. The types of support covered by AtW grants include the purchase of special equipment, a support worker to help disabled staff members in the workplace, and fares to work for staff who cannot use public transport.

Businesses with up to 50 employees do not have to contribute towards the cost of Access to Work grants, making it a viable and attractive option for small businesses thinking of employing a disabled person.

Recent changes to AtW have made the scheme even more appealing to small business; the ‘standard list’ of items AtW would not fund, which included vital equipment such as software and chairs, was withdrawn in 2013.

Once your business has made the decision to hire a disabled person, you may find that guidance and support is still needed to enable that person to be successful in their role, whether it be in the form of disability training for other staff or guidance for the new employee’s line manager.

Business Disability Forum offers a wide range of publications, tools and training to employers of disabled people. Our line manager guides can provide staff in your small business with practical advice on the best way to work with, manage and support disabled staff members.

In early 2015, we will also be launching a new suite of e-learning products suitable for small and medium sized businesses. E-learning is an ideal solution for SMEs, as it can be more cost and time effective than sending staff to face-to-face training. It’s a resource that can be used to train new staff, as refresher training for existing staff, or even to train your suppliers.

To enquire about our products and services for small business, contact us via email to enquiries@businessdisabilityforum.co.uk or call 020 7089 2452.

[i] Department of Work and Pensions, ‘Disability facts and figures’, 16 January 2014: https://www.gov.uk/government/publications/disability-facts-and-figures/disability-facts-and-figures#employment

[ii] BBC News, ‘Moves to help more disabled people into the workplace’, 18 July 2013: http://www.bbc.co.uk/news/business-23355252

[iii] Department of Work and Pensions, ‘National drive to boost disability employment: first ever Disability Confident roadshow tours Britain’, 21 November 2013: https://www.gov.uk/government/news/national-drive-to-boost-disability-employment-first-ever-disability-confident-roadshow-tours-britain