Reasonable Adjustment (UK)
A change an employer makes to remove or reduce a disadvantage related to a worker's disability, as required by the Equality Act 2010, covering physical modifications, policy changes, and auxiliary aids.
- What Is a Reasonable Adjustment?
- Legal Framework: The Equality Act 2010
- Common Types of Reasonable Adjustments
- How to Handle a Reasonable Adjustment Request
- Access to Work: Government Funding for Adjustments
- Reasonable Adjustment (UK) vs Reasonable Accommodation (US)
- Reasonable Adjustments for Neurodivergent Employees
- UK Disability Employment Statistics [2026]
- Common Employer Mistakes with Reasonable Adjustments
- Frequently Asked Questions About Reasonable Adjustments
What Is a Reasonable Adjustment?
Key Takeaways
- ✓A reasonable adjustment is any change an employer makes to working arrangements or the physical workplace that removes or reduces a disadvantage caused by a worker's disability.
- ✓The Equality Act 2010 places a legal duty on UK employers to make reasonable adjustments when they know, or should reasonably know, that an employee has a disability.
- ✓There's no fixed list of adjustments. What counts as reasonable depends on the employer's size, resources, and the nature of the disadvantage.
- ✓Most adjustments cost little or nothing. The Business Disability Forum reports that 75% of workplace adjustments cost under GBP 500.
- ✓Failing to make adjustments isn't just bad practice. It's unlawful disability discrimination, and employment tribunals don't cap the compensation they can award.
Under UK law, a reasonable adjustment removes barriers that put a disabled person at a substantial disadvantage compared to someone who isn't disabled. The duty sits with the employer, not the employee. That's an important distinction. If a line manager knows or should know that someone has a disability, the duty to consider adjustments is already triggered, even if the employee hasn't made a formal request. The Equality Act 2010 identifies three types of duty. First, changing a provision, criterion, or practice (PCP) that causes disadvantage. Second, removing or altering a physical feature of the workplace. Third, providing an auxiliary aid or service. A PCP adjustment might mean changing shift patterns for someone with chronic fatigue. A physical feature change could be installing a ramp or adjusting desk height. An auxiliary aid might be screen-reading software or a British Sign Language interpreter. The word "reasonable" does a lot of heavy lifting here. Courts look at the size of the organisation, the cost of the adjustment, how practical it is, and how effective it would be. What's reasonable for a 5,000-person company isn't necessarily reasonable for a 10-person startup. But even small employers can't simply refuse without exploring options first.
Legal Framework: The Equality Act 2010
The duty to make reasonable adjustments is set out in sections 20-22 of the Equality Act 2010, supported by the Equality and Human Rights Commission (EHRC) Code of Practice.
Definition of disability under the Act
The Equality Act defines disability as a physical or mental impairment that has a substantial and long-term adverse effect on a person's ability to carry out normal day-to-day activities. "Long-term" means 12 months or more, likely to last 12 months or more, or likely to recur. Progressive conditions like cancer, HIV, and multiple sclerosis count from the point of diagnosis, regardless of current symptoms. Mental health conditions, learning disabilities, and neurodevelopmental conditions like autism and ADHD can all qualify. The bar for "substantial" is lower than most employers assume. It means "more than minor or trivial." Someone who can still do their job but takes significantly longer or experiences pain while doing it may well meet the threshold.
When the duty arises
The duty is anticipatory, not reactive. Employers shouldn't wait for a formal written request. If a manager notices an employee struggling with tasks they previously handled, or if an occupational health report flags a condition, the duty is already active. Constructive knowledge matters too. If an employer could reasonably be expected to know about a disability but chose not to investigate, a tribunal won't accept "we didn't know" as a defence. This is why training managers to recognise potential disability-related issues is so important.
What counts as "reasonable"
Tribunals weigh several factors: how effective the adjustment would be, how practical it is to make, the employer's financial and other resources, the cost of the adjustment relative to the employer's size, and whether any external funding (like Access to Work grants) is available. An adjustment doesn't have to be perfect or eliminate the disadvantage entirely. It just needs to be a reasonable step toward doing so. Employers who refuse without exploring alternatives, consulting the employee, or applying for government support will struggle to defend their position at tribunal.
Common Types of Reasonable Adjustments
Adjustments fall into broad categories, and the best ones are usually the simplest. Here's what UK employers most commonly put in place.
| Category | Examples | Typical Cost | Who Benefits |
|---|---|---|---|
| Working hours and patterns | Flexible start/finish times, part-time hours, phased return after absence, extra breaks | GBP 0 | Chronic pain, fatigue conditions, mental health conditions, carers of disabled dependants |
| Physical workspace | Adjustable desk, ergonomic chair, accessible parking, accessible toilets, quiet room | GBP 100-2,000 | Mobility impairments, musculoskeletal conditions, sensory conditions |
| Technology and equipment | Screen readers, speech-to-text software, large monitors, noise-cancelling headphones, adapted keyboards | GBP 50-1,500 | Visual impairments, hearing loss, dyslexia, ADHD, autism |
| Communication and information | Meeting notes in advance, written instructions, BSL interpreters, information in accessible formats | GBP 0-500 | Hearing impairments, processing differences, learning disabilities |
| Policy and process | Modified absence triggers, adjusted performance targets, exemption from certain tasks, redeployment to suitable role | GBP 0 | Any disability where standard policies create disadvantage |
| Remote and hybrid working | Permission to work from home, reduced commuting requirements, video call with captions | GBP 0-200 | Mobility impairments, energy-limiting conditions, anxiety disorders |
How to Handle a Reasonable Adjustment Request
A clear, consistent process protects both the employer and the employee. Here's what good practice looks like in UK workplaces.
Step 1: Have the conversation
When an employee discloses a disability or you notice signs that someone is struggling, start a private, supportive conversation. Don't assume you know what they need. Ask open questions: "What's making your work harder right now?" and "What changes do you think would help?" The employee usually has the best insight into what will work. Document the conversation. Many employers use an adjustment passport or workplace adjustment agreement that travels with the employee if they change teams or managers.
Step 2: Seek expert input if needed
For more complex cases, refer to occupational health for a professional assessment. You can also contact the employee's GP (with their written consent) or specialist disability organisations. The Business Disability Forum, RNIB, Scope, and Mind all provide employer guidance. Don't use occupational health referrals as a delaying tactic, though. If the adjustment is straightforward, just do it.
Step 3: Implement and fund
Apply for Access to Work funding through the DWP. This government scheme covers part or all of the cost of workplace adjustments, including support workers, equipment, travel, and mental health support. Many employers don't know it exists or assume it's only for small businesses. It's available to employers of all sizes, and the employee applies directly. Internal procurement shouldn't take months. Set a target of implementing adjustments within 2-4 weeks of agreement. Every week of delay is a week the employee continues working at a disadvantage.
Step 4: Review and update
Adjustments aren't one-and-done. Conditions change, roles evolve, and what worked a year ago may not work now. Schedule a review at least every 6-12 months, or sooner if the employee's role changes. Adjustment passports make this easier because all the information is in one document rather than buried in HR files.
Access to Work: Government Funding for Adjustments
Access to Work is the UK government's grant scheme that pays for workplace adjustments, and it's significantly underused. Many employers have never heard of it.
What it covers
The scheme covers practical support including assistive technology, support workers (sign language interpreters, job coaches, readers), travel costs when public transport isn't accessible, disability awareness training for colleagues, and mental health support services. Grants can reach up to GBP 66,000 per year per employee (2024-2025 rate), though most claims are far smaller. The average grant is around GBP 3,000-5,000. For new employees, the scheme can cover 100% of approved costs. For existing employees at larger organisations, there's usually a cost-sharing element.
How to apply
The employee applies directly through Gov.uk, not the employer. Applications can be made online, by phone, or through a BSL video relay service. Processing typically takes 2-6 weeks, though complex cases can take longer. Employers should proactively inform disabled employees about the scheme. Include it in offer letters, onboarding materials, and adjustment conversations. Many eligible employees simply don't know about it.
Reasonable Adjustment (UK) vs Reasonable Accommodation (US)
The concepts are similar but the legal frameworks differ in important ways. Global organisations need to understand both.
| Factor | UK (Equality Act 2010) | US (ADA 1990) |
|---|---|---|
| Legal term | Reasonable adjustment | Reasonable accommodation |
| Employer size threshold | Applies to all employers, no minimum headcount | Applies to employers with 15+ employees |
| Disability definition | Substantial, long-term adverse effect on day-to-day activities | Substantially limits one or more major life activities |
| Duty type | Anticipatory: employer must act proactively | Reactive: triggered by employee request (usually) |
| Defence for refusal | Not reasonable given employer's resources and circumstances | Undue hardship (significant difficulty or expense) |
| Government funding | Access to Work (DWP), grants up to GBP 66K/year | Job Accommodation Network (JAN) provides advice; some state vocational rehab funding |
| Interactive process | Not formally required but strongly recommended by EHRC Code | Required by law: employer and employee must engage in dialogue |
| Enforcement | Employment tribunal, no cap on compensation | EEOC complaint, then federal court, compensatory and punitive damages (capped by employer size) |
Reasonable Adjustments for Neurodivergent Employees
Neurodiversity adjustments are the fastest-growing category of workplace adjustment requests. Most are low-cost and benefit the whole team.
ADHD
Common adjustments include flexible working hours (many people with ADHD have variable energy levels), noise-cancelling headphones, a quiet workspace option, written instructions for complex tasks, regular short check-ins rather than infrequent long meetings, and task management software. Breaking large projects into smaller chunks with interim deadlines helps prevent overwhelm. Many of these adjustments cost nothing.
Autism
Helpful adjustments often include predictable routines with advance notice of changes, clear and direct communication (avoid ambiguity and sarcasm in instructions), a sensory-friendly workspace (adjustable lighting, quiet area), written agendas before meetings, and the option to communicate by email or chat rather than phone. Some autistic employees benefit from a workplace mentor who can help decode unwritten social expectations.
Dyslexia and dyscalculia
Assistive technology makes the biggest difference: text-to-speech software, spell-checkers, dictation tools, and coloured screen overlays. Extra time for reading-heavy tasks, alternative formats for written materials (larger font, sans-serif typefaces, cream-coloured paper or screen backgrounds), and visual rather than text-heavy presentation of data all help. For dyscalculia, spreadsheet templates with built-in formulas, calculators, and graphs instead of raw number tables can remove significant barriers.
UK Disability Employment Statistics [2026]
These numbers highlight the scale of the disability employment gap and why reasonable adjustments matter at a systemic level.
Common Employer Mistakes with Reasonable Adjustments
Employment tribunal cases reveal the same errors over and over. Here's what to avoid.
- Waiting for a formal written request: The legal duty is triggered by knowledge of disability, not by a form being submitted. If a manager knows, the employer knows.
- Treating adjustments as a favour: Adjustments aren't discretionary perks. They're legal obligations. Framing them as special treatment creates resentment and discourages disclosure.
- Applying blanket absence policies: Using standard Bradford Factor thresholds to discipline someone for disability-related absence, without considering adjustment to the trigger points, is a textbook discrimination claim.
- Not applying for Access to Work: Many employers absorb costs they don't need to. The government scheme exists specifically to share the financial burden. Not using it is just poor resource management.
- One-size-fits-all approaches: Two employees with the same diagnosis may need completely different adjustments. Always base decisions on individual circumstances, not diagnostic labels.
- Removing adjustments when someone changes teams: Adjustment passports exist precisely to prevent this. The duty doesn't reset when an employee gets a new manager.
Frequently Asked Questions
Does the employee have to tell me their diagnosis?
Can I refuse a reasonable adjustment request?
Do adjustments apply during recruitment?
What about mental health conditions?
How long do I have to put an adjustment in place?
Are temporary conditions covered?
Written by Adithyan RK