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Setting ambitious targets, such as achieving 1% inclusive hires as well as providing 100% disability management training for people managers is on the agenda for Natalie Craig, MD, C&W Services Singapore.
The prevalence of disability in Singapore cannot be disputed and the numbers are expected to rise significantly by 2030. As of now, 3.4% of resident population in the 18-49 age group is disabled, and 13.3% in the 50 and above age group is disabled.
What happens to the disabled community as they reach the age of employment? Are they able to earn enough to sustain their living? Among resident persons with disabilities (PWDs) in the working ages of 15 to 64 in 2021 and 2022, on an average, 31.4% were employed, 3.0% were without a job and actively looking for one, and the remaining 65.7% were outside the labour force, with most of them citing poor health or disability as the main reason.
With the data telling a story, it's time for employers, and the entire ecosystem, to take action to change the numbers.
C&W Services Singapore, the facilities and engineering arm of Cushman & Wakefield, offering facilities management (FM), engineering solutions, and more, is an organisation where support for PWDs is ingrained into the value system - all the from the leadership to the way the workspace has been curated.
HRO's Aditi Sharma Kalra interviews Natalie Craig, Managing Director, C&W Services Singapore (pictured above) for an inside look on how the nation's industries can support the disabled community better, as well the specific initiatives undertaken by C&W Services that empower PWDs. Read on for the interview excerpts:
Q What are the specific initiatives undertaken by C&W Services that empower people with disabilities (PWDs)?
C&W Services is an integrated facilities management (FM) company that serves the built environment. As people of all abilities occupy and use the built environment, FM has an important role to ensure accessibility and adaptability and safety and risk management.
C&W Services has been on a significant learning journey over the last three years to become a provider with an inclusive approach to services. Our approach has comprised three specific areas.
Firstly, we established an employee resource group named, ‘Leading with Education and Awareness of Disability (LEAD)’. Despite being just a year old, LEAD has made a significant impact on our business, driving initiatives like disability awareness talks and disability management workshops.
With the support of my leadership team, I have set the business several ambitious targets, including achieving 1% inclusive hires by the end of 2023, providing 100% disability management training for people managers with PwDs in their team, and offering disability management training for 50% of all people managers over the next two years. Our LEAD group is the driving force to achieve these goals.
Secondly, we want to create an inclusive workforce. C&W Services has committed to a process of job redesign for five roles within our company, to broaden the roles available to PwDs. By redesigning job roles to accommodate common or frequent disabilities, we aim to make those roles more accessible to a wider group of PwDs which we hope will create an entry point into our company which can then develop into meaningful careers for PwDs.
Thirdly, C&W Services offers a barrier-free and highly accessible workplace through a complete and well-thought-out office transformation. Features such as height-adjustable desks, screen magnifiers, automatic doors, and a wheelchair-friendly ramp are part of our workplace design. We also have several murals in communal areas contributed by The Art Faculty, a social enterprise by The Autism Society of Singapore, and Mural Lingo, a multidisciplinary creative studio that creates social and environmental changes through its projects.
Our efforts so far have been recognised through the award of the Silver SG Enabling Mark, a national-level accreditation framework by SG Enable that benchmarks and recognises organisations for their best practices and outcomes in disability-inclusive employment. With further recommendations on enhancing our disability-inclusive workforce, we are committed to creating an even more accessible and inclusive workplace.
Q How can Singapore's employers do a better job in supporting the disabled community within the country? Perhaps some easy wins and some longer-term solutions.
Recent data shows that 71% of corporations acknowledge the positive impact of diversity, equity, and inclusion (DEI) on company culture, while 55% recognise its benefits for employee engagement. Despite this awareness, many companies struggle to effectively implement DEI policies.
One significant challenge is the underrepresentation of minority groups and PwDs in leadership positions, often due to misconceptions about their capabilities. To address this, companies can adopt targeted recruitment and promotion strategies, set diversity goals and metrics, and ensure diverse representation on selection committees.
Another area that requires attention is the lack of inclusive work practices and policies. In addition to the efforts made by the Singapore government to foster inclusivity, companies can conduct regular audits of policies and processes to eliminate any discriminatory or biased practices. It is important to engage in ongoing dialogue with employees, actively seeking feedback to ensure that policies are inclusive and equitable.
Employee engagement poses a third challenge, exacerbated by the isolation brought about by remote work during the pandemic. To enhance engagement, companies can encourage open communication, involve employees in decision-making processes, and provide platforms for feedback and suggestions. Techniques such as town halls, focus groups, surveys, and mentorship programmes can be effective in fostering a sense of engagement.
Addressing these gaps requires a comprehensive and systematic approach, supported by leadership commitment, continuous education, and regular evaluation of DE&I policies and practices. Only through these efforts can companies create more equitable and inclusive workplaces in Singapore.
Q Could you share about your ecosystem partnerships with socially aware organisations, and what kind of impact are you hoping to create?
C&W Services is currently working with social sector agencies including SG Enable, Yellow Ribbon Singapore, Filos and SparkleCares to contribute towards a more diverse and inclusive society.
Our commitment to long-term partnerships with social service agencies (SSAs) is driven by a sincere desire to learn and improve. We understand that achieving true inclusivity requires continuous effort, empathy, and understanding. Through close collaboration with SSAs, we gain invaluable insights into the unique needs and challenges faced by different communities. This knowledge empowers us to refine our services, adapt our practices, and create environments that are truly inclusive and supportive. By working hand in hand with SSAs, we foster a culture of empathy and equality within our organisation, inspiring positive change in the FM industry and beyond.
We would encourage all organisations across industries to look for opportunities to expand their social contributions and practices. In our experience, we have found that accreditations like the Enabling Mark from SG Enable have helped us to clarify our goals and provided us with greater accountability to improve their disability-inclusive practices in the workplace. Such initiatives provide a valuable assessment for organisations to establish key performance indicators (KPIs) related to DEI, regularly assess progress, and transparently communicate results.
Organisations can also establish employee resource groups, much like our in-house initiative, LEAD to effectively drive awareness, education, and support for disabled employees. These groups can organise disability awareness talks, workshops, and initiatives that promote networking, career growth, and recruitment of individuals with disabilities.
Further, organisations can expand the roles available to persons with disabilities by redesigning their job scopes. This allows organisations to create better career opportunities for disabled individuals that suit their unique abilities and needs.
Lastly, it is important to create accessible environment for employees, both physically and digitally. Implementing height-adjustable desks, assistive technologies, automatic doors, ramps, and other accommodations are just some examples in this area. Collaborating with social enterprises to promote inclusive art and design can further enhance the physical workplace.
Companies should commit to ongoing improvements and adjustments based on feedback and evolving needs. Regular reviews of policies, practices, and physical spaces are crucial to maintain inclusive and accessible workplace for all employees.
Q How does disability-inclusive employment make business sense for corporates, and not mere philanthropy?
A diverse and inclusive employee base has significant benefits for the organisation. For C&W Services, we enjoy the benefits from greater experience, perspectives, ideas and representation of our diverse workforce. This drives a more equitable and sustainable corporate culture which in turn improves engagement, retention and increases productivity. Being an inclusive employer is not philanthropic. It is good business.
To ensure that disability-inclusive employment is not mere philanthropy, organisations can start by actively listening to their staff, understanding their concerns, and incorporating their feedback to drive meaningful change in the workplace. Engaging employees in defining organisational values and providing them with platforms, such as advocacy groups, allows them to contribute to shaping the company's culture. This approach is highly recommended as a starting point.
To enhance disability-inclusive practices, organisations can leverage programmes like the Enabling Mark. These initiatives provide valuable assessments that enable the establishment of key performance indicators (KPIs) related to diversity, equity, and inclusion (DEI). By regularly tracking progress and transparently communicating results, organisations promote measurability and accountability in their efforts.
Establishing employee resource groups, similar to LEAD, is an effective way to raise awareness, educate, and support disabled employees. These groups can facilitate disability awareness talks, workshops, and initiatives that foster networking, career growth, and the recruitment of persons with disabilities (PwDs).
Expanding the range of available roles through job scope redesign provides better career opportunities aligned with the unique abilities and needs of PwDs. By tailoring job descriptions and responsibilities, organizations can create a more inclusive and fulfilling work environment.
Companies should remain committed to ongoing improvements and adjustments based on feedback and evolving needs. Regular reviews of policies, practices, and physical spaces are essential to maintain an inclusive and accessible workplace for all employees.
Q You've grown through the ranks at C&W Services, from General Counsel, to APAC Chief Legal & Commercial Office, to MD. What are the most important leadership lessons you've learnt in this journey that keep you grounded?
I have enjoyed a wonderful and broad career at Cushman & Wakefield, and I’m humbled to lead C&W Services. It has been a very steep learning curve and a big but very rewarding challenge to move into a business leadership role. I’ve learned so many things, but I think most important are two key lessons:
1. Listen first – In my previous legal roles, I had significant experience and expertise to share with the business. In this new business role, I have far less experience in this industry than many of my direct reports. This means that I need to listen and learn from my colleagues. I need to rely on their experience and expertise. This is both humbling but also exciting to be able to leverage so much talent within the business.
2. Respect – Everyone in our business needs to feel valued for their contribution, no matter how junior or inexperienced they are. Ensuring that everyone is treated with respect, everyone’s contributions are valued drives a culture that benefits everyone and creates an engaging and productive workplace.
Q What advice would you give to someone interested in pursuing a career in facilities services management?
Facilities management is a great industry for anyone who values people, understands the importance of service and who enjoys problem solving. It is an ever-changing area which will always be critical to every aspect of our lives. I love it and I feel privileged to work in this area and service our communities. Now, with a greater focus on digitisation, and smart buildings, facilities management is also becoming more digital focus so for anyone who is also passionate about technology, there are also some very interesting developments happening right now.
Q How is technology disrupting your industry? Looking ahead, what do you see as the biggest talent-related challenges and opportunities for C&W Services in the next 5-10 years?
Technology is disrupting the facilities management (FM) industry through the integration of smart building technologies, automation, artificial intelligence (AI), and mobile technology. These advancements enable real-time monitoring, optimise resource allocation, automate routine tasks, provide predictive maintenance capabilities, and enhance collaboration and accessibility for FM professionals. This disruption improves efficiency, reduces operational costs, and creates healthier and more sustainable workplaces.
Over the next five years to 10 years, DEI policies in Singapore will place significant emphasis on three key areas: digitisation, the role of automation, and leveraging machine learning to support PwDs in the workplace. These focal points will be instrumental in not only attracting more PwDs to organisations but also in cultivating an inclusive environment that embraces diversity.
Digitisation will be a top priority, as DEI policies will actively encourage the development of digital infrastructure that ensures accessibility for all individuals. Organisations will work towards designing websites, applications, and communication channels that consider diverse abilities, adhering to web accessibility standards, and incorporating assistive technologies. Furthermore, alternative formats for information dissemination will be provided, guaranteeing equal access to opportunities and resources for everyone.
Organisations will also recognise the transformative potential of automation. DEI policies will promote the use of automation technologies to streamline workflows and eliminate repetitive tasks. By doing so, PwDs will be able to focus on meaningful work that aligns with their unique skills and abilities. Work processes will be adapted to support PwDs throughout their professional journey.
Additionally, machine learning will play a crucial role in supporting PwDs in the workplace. Organisations will actively highlight the importance of leveraging machine learning algorithms for real-time captioning, automatic transcription, and image recognition. These cutting-edge technologies will enhance accessibility, enabling individuals with hearing, visual, or cognitive impairments to access and interact with information more effectively. Machine learning-based tools and strategies will also be adopted to foster inclusive environments that empower PwDs to thrive and succeed.
By prioritising digitisation, automation, and machine learning, DEI policies will pave the way for the creation of inclusive workplaces that attract and empower PwDs. Through these initiatives, organisations will ensure accessibility, provide equal opportunities, and leverage technology for PwDs to apply their skills, make valuable contributions, and achieve their full potential.
Lead image / Provided (featuring the interviewee)
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