What Are Reasonable Adjustments in the Workplace? (UK Guide)
Reasonable adjustments in the workplace are changes an employer makes to remove barriers that put a disabled person at a disadvantage at work. In the UK, employers have a legal duty to make reasonable adjustments under the Equality Act 2010.
This is not about “special treatment”. It’s about making work usable, so someone can do their job properly.
If you want the official definitions, start with:
Government guidance on reasonable adjustments: GOV.UK: reasonable adjustments for disabled workers
The legal duty itself: Equality Act 2010, Section 20
What does “reasonable adjustments” mean?
A reasonable adjustment is a practical change to:
the workplace (physical or digital),
the way work is organised, or
the support provided,
so a disabled person is not unfairly disadvantaged compared with someone who is not disabled.
ACAS puts it simply, and it’s worth reading their guide for real-world examples: ACAS: reasonable adjustments at work.
Who do reasonable adjustments apply to?
Reasonable adjustments can apply to:
job applicants (for interviews and assessments),
employees and workers (day-to-day work, training, promotion),
and sometimes contractors.
They also apply to a wide range of conditions, including many that are not obvious. Disability under the Equality Act includes physical or mental impairments with a substantial and long-term effect on day-to-day activities. Many people qualify without thinking of themselves as “disabled”.
When does an employer have to make reasonable adjustments?
The duty arises when a disabled person is placed at a substantial disadvantage because of:
a policy or way of working (for example, rigid start times or absence triggers),
a physical feature (for example, stairs or poor lighting),
or the lack of an aid or support (for example, assistive software).
A common misunderstanding is that adjustments only apply once there’s a formal diagnosis. In reality, the key is the impact at work and whether a practical change can reduce the disadvantage.
Employers also need to handle health and disability information carefully, because it is treated as special category data under UK GDPR (which is one reason to focus on barriers and solutions, rather than oversharing medical detail).
Examples of reasonable adjustments in the workplace
Reasonable adjustments are often straightforward. Examples include:
Changes to working patterns
Flexible start and finish times
More frequent breaks (including short movement breaks)
Phased return to work after absence
Home or hybrid working where feasible (ACAS covers this in their adjustments guidance: ACAS: reasonable adjustments and flexible working context here: ACAS: requesting home or hybrid working)
Changes to the workspace
Quieter desk location or access to a low-distraction space
Adjusted lighting (dimming, desk lamp, avoiding flicker)
Ergonomic equipment (chair, keyboard, sit-stand desk)
Noise reduction tools (including permission to wear headphones)
Changes to how work is managed and communicated
Written instructions as well as verbal
Clear priorities and fewer last-minute changes
Meeting agendas in advance and notes afterwards
Adjusted performance processes during periods of ill health
Tools and support
Speech-to-text or text-to-speech software
Screen readers or magnification
Captioning, interpreters, or communication support where needed
If you want employer-facing examples grounded in case-style scenarios, the EHRC has a solid set: EHRC: examples of reasonable adjustments in practice.
What counts as “reasonable”?
“Reasonable” is judged case by case. Employers are generally expected to consider:
whether the adjustment would actually reduce the disadvantage
whether it is practical
the cost, balanced against the organisation’s resources
genuine health and safety considerations
Size matters. A larger organisation is usually expected to do more than a small employer. Also, if one specific adjustment is not workable, the employer should still explore alternatives rather than stopping the conversation.
For deeper employer guidance, the Employment Statutory Code of Practice is the heavyweight reference: EHRC Employment Code of Practice (PDF).
How to request reasonable adjustments at work (simple approach)
You do not need legal language. Use plain English and keep it practical:
Describe the barrier (what’s hard, and when).
Describe the impact (what it stops you doing or makes harder).
Suggest 1–3 changes that would help.
Set a review point (for example, “Let’s try this for four weeks, then review.”)
If you’re a manager, a good next step is learning how to handle these requests confidently and consistently. This manager guide is a useful starting point: trymosaic.co/formanagers.
Why reasonable adjustments matter (for employers and employees)
Reasonable adjustments matter because they:
reduce avoidable absence and burnout
improve performance by removing friction
improve retention (replacing people is expensive)
reduce grievance and tribunal risk
create more usable systems that often help everyone, not only disabled staff
They’re also one of the simplest ways to build trust. People ask earlier when they believe the process is fair and predictable.
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No. They can apply during recruitment too, such as interview format, timing, location, and assessment methods.tion text goes here
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Not always. The legal test focuses on the impact of an impairment and the disadvantage it creates at work.
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An employer can refuse a specific adjustment if it is not reasonable, but they should explain why and discuss alternatives. A vague “no” with no options is where organisations get exposed.
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It can be, depending on the role and feasibility. ACAS covers flexible working and home/hybrid requests here: ACAS: requesting home or hybrid working.
