Why Being Inclusive is Good for Business, Not Just Good to Do

Paul Nunnari shows that disability inclusion is both justice and competitive advantage: one in five Australians identify as having a disability; when families, friends, and carers are included, the community influences almost half of purchases. More than half of consumers reward authentic representation (56% trust; 53% buying intent), while 51% lose trust when it’s wrong. The mandate is clear: Inclusion isn’t charity—make barrier removal a core business decision to win loyalty and stop excusing exclusionary systems.

Inclusion starts long before a customer reaches the counter. The article rejects “hero” narratives and focuses on specific fixes: declutter entrances and aisles, place a rest chair at the counter, and use clear high-contrast signage. Universal design proves access helps everyone—delivery drivers, parents with prams, and tired customers—by removing barriers rather than demanding individuals “overcome.”

Hiring practices often exclude before interviews begin. The article calls out inflated requirements (like demanding a driver’s licence when no driving is involved), assumptions about capability, and rigid interview formats. “Adjustments” are equal access, not special treatment, and inclusive hiring surfaces loyal, creative problem-solvers—people with disability who have navigated inaccessible systems and bring that problem-solving strength to small teams.

Representation in marketing is operational, not decoration. Inclusively Made’s report shows 93% of certified productions cast talent with disability, generating 943 days of paid work and over $500,000 in economic impact. Small businesses can lead with simple moves: add alt-text, try Easy Read, include real customers with disability, and test sites with a screen reader. Community Builders can embed these habits to widen belonging and strengthen local economies.

Read the Full Article: Why Being Inclusive is Good for Business, Not Just Good to Do.
By: Paul Nunnari