The numbers are clear:

• Around 1 in 7 people are disabled under the Equality Act and may need reasonable adjustments. ()
• Roughly 1 in 7 people are neurodivergent (including autism and ADHD). ()
• Around 1 in 5 adults (16–64) experience common mental health conditions such as anxiety or depression. (*)

This means that, according to stadistics, if you have a team of 7 people, one of them is recognised as disabled under the Eq.A and at least one of them experience anxiety, depression or other common mental health conditions.

Also, it means that if you have 7 clients, one of them is neurodivergent.

So inclusion and wellbeing are not just a legal or moral issue. It is a strategic one.

Also, measures for reasonable adjustments benefit not only those with special needs but everyone (*)

Thoughtful approach with distinct benefits

When you design your workplace, processes, and communications with people at the centre, you can expect:

• Higher retention and lower recruitment costs (acquiring a new customer can cost 5–7× more than retaining an existing one; the same logic applies to talent) (*)
• Better service quality and fewer operational problems
• Healthier relations with better conciliation processes when disagreements arise
• Stronger reputation with clients, partners, and regulators
• A more motivated team, working closer to full capacity
• Clearer differentiation from competitors who treat inclusion as a box-ticking exercise

In short: inclusive, wellbeing-focused practices are not a cost. They are an investment with visible ROI