The Equality Act 2010 applies to all employers in Great Britain, regardless of size. Section 6 defines a “disabled person” as someone with a physical or mental impairment that has a substantial and long-term adverse effect on daily activities. Section 20 introduces the duty to make reasonable adjustments to three key areas: provisions, criteria or practices; physical features of premises; and auxiliary aids. Section 21 adds supplementary duties around planning and anticipating needs.
Under Section 20 of the Equality Act 2010, employers must take positive steps to remove barriers that put disabled staff or candidates at a disadvantage. Common types of reasonable adjustments include:
Each adjustment should be tailored to the individual’s needs and subject to a proportionality test: the impact of the barrier, the effectiveness of the proposed change, and any practical or financial constraints.
Requests for reasonable adjustments can be made orally or in writing at any time. While the Act doesn’t set a fixed deadline for a response, best practice calls for prompt action—ideally within two to four weeks of receiving sufficient information. Employers may ask for medical evidence to clarify functional limitations, but they must handle any health data in line with data-protection obligations. Open dialogue is key: regular check-ins help track progress and adapt adjustments as needed.
Disabled employees or applicants can bring claims to an Employment Tribunal, normally within three months minus one day from the date of the last discriminatory act. The Equality and Human Rights Commission (EHRC) can provide guidance, investigate systemic issues and issue compliance notices. Remedies in tribunal proceedings can include compensation for injury to feelings (no upper limit), lost earnings and recommendations for policy changes.
Managing reasonable adjustments requests under Equality Act 2010 can be complex—multiple forms, strict timelines, and cross-team coordination all add burden.
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Train managers on identifying informal requests. Awareness at first contact reduces delays and prevents oversight.
Keep a simple log of all requests and actions taken. A clear audit trail helps in-house teams and external reviewers alike.
Engage the individual in solution-finding rather than imposing one-size-fits-all changes. Collaborative dialogue often uncovers low-cost, high-impact adjustments.
Review adjustments periodically. Circumstances can change, so revisiting agreements every quarter keeps support aligned with actual needs.
Avoid common pitfalls: ignoring informal signals, delaying decisions, or applying blanket policies without assessing individual impact.
