Ejecución y Control del proyecto

The company has several initiatives that relate to the enhancement of the employment experiences of EWDs. These initiatives are discussed and, where relevant, suggestions by participants on improving these initiatives are related.

5.1.6.1 Financial aid initiatives

The company has in the past (and will in the future) supported individual learners with disabilities with study bursaries, according to a senior manager ([230], p.N-91). One EWD reported that the company had sponsored individual EWDs in the company for sporting events ([231], p.N-92).

For on-the-job injuries or acquired disability in existing employees, the company has a Compensation for Occupational Injuries fund ([232], p.N-92). The fund ensures that an employee still receives an income during periods of recovery from injury, according to a HR manager. The company also has a capital fund that supplements the income of EWDs with job downgrade accommodations ([233], p.N-92).

5.1.6.2 Declaration of disability initiatives

Declaration of disability is an ongoing initiative at the company to assist with accommodating EWDs, according to two EWDs ([234], p.N-92). One EWD (participant 8), for example, described initial reluctance to declare his disability, but accepted the label to protect his job ([23], p.N-7):

R: And at one time, I mean I had had the accident months and months before anybody decided to say “hey man, you’re disabled, we can label you disabled”. I said “So, what the hell? Why label me disabled now?” But you see, if you are labelled disabled…yeah, so they said was, “But now you’re disabled, the company can’t get rid of you”. Because at the time, there was the recession and, well yeah, ok, that could be to my advantage, I mean if I’ve got a stiff leg, they might get rid of me, but if I'm, if they label me disabled, then they can’t...I said “Ok, go ahead”.

I: So you have no problem with that label now?

R: No, I’ve even got a blue sticker on my car.

The declaration drives, however, have not been completely effective in identifying all EWDs in company ([235], p.N-93), as also mentioned by participant 12:

I: And tell me about that registration process? Was it successful? Were you able to identify people with disabilities through that?

R: We were able to identify people with disability with that, but not to an extent that I personally think that, or believe that, we could have. I think we could have done more…Because employees also have some perception. Because we’ve gone through so many restructuring, whenever that process unfolds, they would have thought that if I come out as a person who know that I’ve got a certain specific disability, would not just come forth...Because I mean you’re volunteering things. It’s not something that you could have said it’s forced on me. For example...Now, employees would say but this might affect me negatively.

The declaration of hidden disabilities is also limited, according to two EWDs ([236], p.N-93). This lack of declaration can be attributed to the fear that employees may have of negative consequences when declaring ([235], p.N-93). Past disclosure of disability may have been inhibited due to perceived stigma associated with certain conditions. Three HR managers contributed to this theme. Two participants also said that a lack of clear communication and implication of disclosure have inhibited disclosure at the company ([237], p.N-94).

Participants made suggestions on declaration drives for the future. Future declaration drives have to first put EWDs at ease that declaring disability will not negatively influence their careers in the company, according to a HR participant ([238], p.N-94). EWDs should be encouraged to disclose their disability to help the company to manage accommodations (EWD) ([239], p.N-94).

5.1.6.3 Medical and wellness initiatives

One EWD also said that the company had medical care available to persons that acquire disability (temporary or permanent) ([244], p.N-95). Two HR participants indicated that the company accommodated and rehabilitated employees who acquired disability or medical conditions ([245], p.N-95). Two EWDs confirmed that the company contributed towards the medical aid of all employees, including EWDs ([240], p.N-94).

EWDs can also receive extended sick leave. One highly skilled EWD was allowed special medical leave and flexi-time accommodation to recover from his injury ([241], p.N-94). Another EWD mentioned that the company physiotherapist assisted in his recovery following injury ([242], p.N-95). This EWD was also given time off to visit the physio daily. A third EWD received an extended sick leave accommodation to recover after acquiring his disability ([243], p.N-95).

The company has a disability management programme ([246], p.N-96) and a comprehensive wellness programme ([247], p.N-96), according to two HR participants. The wellness programmes have good representation through committees in the company and there are monthly wellness meetings ([248], p.N-96).

5.1.6.4 Sensitisation and awareness raising initiatives

There was mixed feedback on sensitisation initiatives presented by the company. Three participants indicated that there had been no formal sensitisation training from the company on working with EWDs ([249], p.N-96). One manager of EWDs also never received any sensitisation from company on working with EWDs ([250], p.N-97). Two HR participants, however, confirmed that there had been some, but not enough sensitisation training for all stakeholders on disability ([251], p.N-97). A HR participant said that there had been limited sensitisation, in the form of road shows, of managers and HR on disabilities ([252], p.N-97). Awareness raising of staff and management have also started by presenting disability statistics and skills in the company’s area of operations ([253], p.N-97).

The company is increasing its awareness raising on all types of disabilities ([255], p.N-98). Two HR participants related that an EWD committee, as a part of employee wellness (and assisted by medical personnel), was tasked to build sensitisation at the company towards EWDs and other health-related issues ([254], p.N-97). Awareness raising will take the shape of sensitisation and diversity programmes presented to all staff, according to two EWDs ([255], p.N-98).

Several participants suggessed that awareness raising and actual interaction would help socialise and enhance company culture towards PWDs. (EWD) ([258], p.N-99). Proper sensitisation of management and targeting of problematic cultures could improve the integration of PWDs, according to three HR participants ([259], p.N-99). Awareness raising on different types of disability and challenges faced by PWDs must take place in the company, according to a HR participant ([269], p.N-102).

Participants suggested that strategies to prepare and change corporate culture for PWD integration were crucial. (HR) ([260], p.N-100). There is an existing health and safety drive initiative at the company and disability sensitisation can also take the same approach. (EWD) ([256], p.N-98). Using other minority integration measures that proved successful in socialising the culture was also suggested by two HR participants ([270], p.N-102). Annual disability campaigns can help raise awareness in company on PWDs ([265], p.N-101). These campaigns should expose other employees to uncomfortable experiences for PWDs.

Awareness raising on PWDs and their accommodation needs in company can be also be undertaken by an outside agency ([257], p.N-99).

Other suggestions by participants highlighted that sensitisation to disability had to be introduced on all levels of employment, according to two EWDs and three HR participants ([263], p.N-100). Sensitisation should also be aimed at management (suggested by one EWD and an HR participant) ([261], p.N-100).

Management should be convinced that it is their corporate responsibility to employ PWDs, according to a HR participant ([262], p.N-100). All levels of management should be targeted for raising awareness on disability ([264], p.N-101).

Finally, participants identified that EWDs themselves had a responsibility to raise their challenges and experiences in the company to raise awareness ([266], p.N-101). EWDs can, for example in a focus group, share their experiences and raise awareness of disability in company. (HR) ([267], p.N-102). Internal communication channels can be utilised by EWDs to sensitise employees on the experiences of EWDs in the

company ([268], p.N-102). Sensitisation can happen on group level, with EWDs sharing their stories ([271], p.N-103). Company-wide formal and generic disability sensitisation, however, is seen as impractical ([272], p.N-103).

5.1.6.5 Environmental access initiatives

The company is planning an external accessibility audit, according to a senior manager ([273], 104). This manager also mentioned that the company had done an internal accessibility audit ([274], p.N-104). They have developed a self-assessment accessibility template, based on national building standards for PWD access. The company has already conducted irregular internal and external audits on some environments that are frequented by EWDs ([275], p.N-105).