The RIDE project (2025-2026) focussed on the disability employment practices of nine major employers in the West Midlands including Amazon, HSBC, Premier Inn and Severn Trent Water and their links with special (Hereward, Derwen) or mainstream (Dudley) colleges through supported internship (SI) programmes. The final report highlights the key findings and makes recommendations for employers, colleges, job coaches and other stakeholders.
Context
There are currently 10.4 million disabled people in the UK, nearly a quarter of the working-age population. Just over half (53%) of them are in employment.
- Employment rates for people with learning disabilities in England are much lower, only 5-6%, which combines the rates for severe (3%), moderate (5%) and mild (9%) learning disabilities.
- The government’s disability employment target is 80%. At the current growth rate, this is achievable by 2053.
- There is a 29% gap between employment rates for disabled and non-disabled people.
- The number (3.9 million people) and percentage (50% more) of disabled people have grown rapidly since 2013.
Disabled people face significant structural and systemic barriers to accessing and sustaining employment:
- High and rising rates of long‑term sickness.
- 44% of disabled people feel that the benefits system provides inadequate support for those out of work due to disability or long‑term conditions. This undermines their engagement with employment programmes and creates additional psychological barriers to re‑entering the workforce.
- Proposed reductions to Personal Independence Payment (PIP) and other benefits risk pushing disabled people deeper into poverty and further from the labour market.
- Frequent long delays in administrative support.
- Many people on Universal Credit require intensive assistance such as home visits. Complex needs can hinder secure employment
Evidence shows that employing disabled people has clear social and economic benefits for individuals and for organisations. In contrast to non-inclusive companies, those that actively include disabled workers have 1.6 times higher revenues, double the economic profits, 2.6 times the net income and significantly greater productivity than their competitors.
Government initiatives such as Connect to Work have been shown to support financial independence, improve disabled people’s economic resilience, reduce poverty and boost confidence. Employment provides structure, social interaction and increased autonomy, all factors linked to improved wellbeing. There is a clear relationship between income and wellbeing. When disabled people move into paid work, they experience improvements in life satisfaction and stability.
References to data sources are included in the report.
Methods
The research team made whole-day visits to each employer to conduct one-to-one and focus group interviews with 41 staff (managing directors, CEOs, managers, heads of disability, employment coaches, mentors and colleagues) and 33 supported interns, apprentices, people on other schemes and other disabled, impaired, d/Deaf and neurodivergent employees.
The rich and nuanced interviews capture the experiences, thoughts, opinions, personalities and knowledges of supported interns and disabled employees, individuals and groups who are frequently marginalised. This report details the lived realities of their work-related lives, how they see themselves as employees, and how they interpret their roles and their wider worlds. The project positioned them as expert commentators, central to our understanding of disability employment. The project also included the voices of their colleagues, mentors, managers and other staff whose experiences and reflections are also a crucial part of this report. The collective voice of all participants illustrates to others how disability employment can and should be done.
Key findings
Organisations that meaningfully include d/Deaf, disabled, impaired and neurodivergent employees report clear operational, cultural and strategic benefits. Evidence from supported interns, disabled employees, colleagues, managers and Supported Employment Specialists shows that the most effective programmes share strong person‑centred practices, well‑structured support systems and flexible working environments.
- Person‑centred, structured approaches drive successful outcomes.
Supported interns and disabled employees thrive when work is predictable, clearly explained and broken into manageable steps. Demonstration‑based learning, consistent routines and matched placements enable individuals to gain confidence and contribute effectively.
- Collaboration with Supported Employment Specialists (SES) are fundamental to success.
SES play a crucial role in building bridges between colleges, supported interns, colleagues and managers. Their regular check‑ins, problem‑solving and relational support ensure smooth inductions, early intervention and sustained progression.
- Disabled employees contribute directly to productivity.
Supported interns frequently demonstrate strong focus, accuracy and reliability, improving workflows and easing pressure during busy periods. Many become long‑term employees who reduce turnover, strengthen workforce continuity and add valuable labour capacity.
- Inclusion enhances team cohesion and morale.
Colleagues working closely with supported interns describe how their teams have become more supportive, empathetic and collaborative. Mentors talk about their personal fulfilment, greater patience and enhanced job satisfaction. Managers and others describe how this contributes to stronger team cultures and improved retention.
- Inclusive workplaces become more positive and human‑centred.
The presence of supported interns creates ‘ripple effects’ that encourage patience, clearer communication and more thoughtful interactions in teams and entire organisations. They foster psychological safety and values‑driven cultures.
- Employment transforms supported interns’ confidence and independence.
Supported interns consistently gain confidence, social belonging and autonomy. They build technical and interpersonal skills and develop their employability and adult identities. They strengthen their long‑term aspirations which supports stable and loyal workforces.
- Mentors and supervisors develop stronger leadership skills.
Working with interns and disabled employees helps mentors and supervisors become more reflective, adaptive leaders. They develop clearer communication, patience and improved coaching skills which enhances the quality of management across teams.
- Inclusion strengthens organisational systems and reputations.
Disability employment drives improvements in accessibility, HR processes, communication pathways and Equality, Diversity and Inclusion (EDI) capabilities. Organisations benefit reputationally through stronger community relationships, demonstrable social value and more inclusive recruitment pipelines.
- Challenges are manageable with flexible support.
Supported interns reported challenges linked to sensory overload, travel, communication, executive functioning and social confidence. Colleagues and managers cited emotional labour, workload planning and information gaps. These issues were resolved through SES support, task redesign, role changes and improved communication.
- The right job match is the strongest predictor of success.
Across all perspectives, role‑fit emerged as the most important factor. When interns were placed in environments that matched their strengths and sensory needs, they excelled. Poor fits led to interns being overwhelmed or withdrawing. Effective role matching, reinforced by flexible support, ongoing review and job carving is central to the sustainable inclusion of interns.
Contact
For more information about the RIDE project, please contact Dr Liam Maloy: l.maloy@derby.ac.uk
