As organisations move deeper into 2026, diversity, equity, and inclusion (DEI) is entering a new phase of maturity. What was once treated as a moral obligation or brand positioning exercise is now being recognised as a critical driver of organisational performance, resilience, and long-term sustainability.
However, a significant gap remains between intention and execution. Research suggests that while many organisations have DEI strategies, only a minority have formal systems to measure their impact.
Disability employment disparities
This gap is even more pronounced when looking at disability employment. According to the World Health Organization, over 1.3 billion people globally live with some form of disability. Employment rates for this group are consistently lower than for people without disabilities in many parts of the world, highlighting a persistent inclusion gap.
In South Africa, the disparity is equally concerning. People with disabilities make up approximately 7.5% of the population, yet they are significantly under‑represented in formal employment. Many sector and advocacy reports indicate that the share of people with disabilities in formal employment remains much lower than their population share, reflecting a structural disconnect between policy and practice.
This is where the concept of DEI becomes critical. By introducing impact as a core pillar, organisations are being challenged to move beyond representation and focus on measurable outcomes.
This shift requires organisations to ask intentional questions:
- Are employees with disabilities being promoted at the same rate as their peers?
- Are accessibility measures embedded into everyday operations?
- Are inclusion efforts reflected in leadership pipelines?
Linking inclusion to business systems and performance
Leading organisations in 2026 are embedding DEI into core business systems. Research shows that companies linking inclusion metrics to executive performance are 2.6 times more likely to see sustained progress. This includes tracking promotion rates, conducting pay equity audits, and measuring employee experience across diverse groups.
Beyond compliance, there is also a clear business case. Research shows that organisations with inclusive cultures are significantly more likely to outperform their peers financially and benefit from increased innovation due to diverse perspectives. For example, companies with high levels of gender or cultural diversity have been shown to be up to 35% more likely to deliver above‑average financial performance.
How I CAN supports disability employment and workplace inclusion
I CAN is playing a key role in helping organisations close the gap between intent and impact. Through structured training programmes, workplace integration initiatives, and ongoing support, I CAN enables businesses to build inclusive environments where individuals with disabilities can grow and succeed over the long term.
The focus is not only on access to employment, but also on career progression, retention, and meaningful participation.
Accountability: The future of DEI
The future of DEI will be defined by accountability. Stakeholders increasingly expect transparency, measurable progress, and tangible results. Organisations that succeed will be those that:
- Embed inclusion into daily operations
- Measure what matters
- Remain committed to continuous improvement
Inclusion is no longer about intention alone. It is about outcomes that are visible, measurable, and sustainable, especially in the context of disability employment and workplace inclusion.
