Reasonable Adjustments in the UK

What They Are, What They Are Not, and What People Still Get Wrong

by Samia Ali

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Most people have heard of reasonable adjustments. Far fewer know what they actually cover or how far those rights extend. When the rules feel vague, many employees stay quiet, even when they are struggling. This short guide explains the essentials in clear language and brings in the evidence people often go searching for.

What reasonable adjustments are

The Equality Act 2010 requires employers to make reasonable adjustments when a disabled person faces a disadvantage at work. It is a legal duty, not a favour. The purpose is to remove or reduce barriers so that disabled employees can work on equal terms with their non-disabled colleagues.

The law is intentionally broad. It covers mental health, neurodivergence, long-term health conditions, sensory needs and physical impairments. A formal diagnosis is not required. The Equality and Human Rights Commission’s Statutory Code of Practice explains that employers must act when they know, or could reasonably be expected to know, that someone is disadvantaged.

These protections start before someone is hired. In Government Legal Department v Brookes (2017), a neurodivergent applicant challenged a recruitment test that did not accommodate her needs. The tribunal agreed. It confirmed that adjustments are part of the recruitment process, not something employers can wait to offer later.

What reasonable adjustments are not

Many of the barriers people face come from misunderstandings rather than the law itself.

Adjustments are not special treatment.
The duty exists to level the playing field, not tilt it.

They are not always costly.
The Business Disability Forum reported in 2024 that cost is rarely the main issue. Most adjustments are inexpensive. Delays usually come from unclear processes, not budgets.

They are not something employers can put off indefinitely.
Tribunals have found long delays discriminatory. In Lamb v Business Academy Bexley (2020), delaying a phased return contributed to the discrimination the employee experienced.

They are not limited to visible or physical disabilities.
The Equality Act focuses on the impact of a condition, not how it looks.

They do not rely on Access to Work.
Employers remain responsible even when Access to Work is delayed. The duty to adjust comes from the Equality Act, not from external funding.

Examples of Reasonable Adjustments That Many People Overlook

A lot of people imagine reasonable adjustments as specialist equipment or major changes. In reality, most adjustments are everyday shifts that make work more manageable. They are also widely recognised in EHRC guidance and national research, even though employees often do not realise they count.

Common examples include:

  • A quieter workspace or working from home
  • Noise-cancelling headphones
  • Screen breaks for migraines, chronic pain or sensory regulation
  • Clear written instructions instead of verbal-only updates
  • More predictable pacing or adjusted deadlines
  • Shorter meetings
  • Weekly check-ins
  • Email-first communication

These are simple, practical ways to reduce barriers at work. None of them require a diagnosis.

The things people still get wrong

A lot of uncertainty comes from assumptions that do not match the evidence.

Myth 1: A diagnosis must come first.
The law is based on the impact of your condition. The EHRC Code of Practice confirms that a diagnosis is not a requirement. The Brookes case also shows that adjustments may be needed before medical assessments are complete.

Myth 2: Employers must wait for Access to Work.
They do not. The Equality Act places the duty on the employer, regardless of Access to Work timescales.

Myth 3: It must be severe to qualify.
The test is whether your condition has a substantial and long-term effect on daily activities. This does not mean severe in the way people often imagine.

Myth 4: Support arrives quickly for most people.
The data paints a different picture. One in eight disabled employees waited more than a year for adjustments, according to the Business Disability Forum. The TUC found that over a third of disabled workers said lack of adjustments was their biggest workplace issue. Research from Scope in 2024 showed that more than half of employers still hold concerns about the capability of disabled employees. These concerns influence both workplace decisions and access to support.

What you can do next

If you think an adjustment would help, you can take a few simple steps today.

  1. Identify the barrier. For example, sensory overload, fatigue, communication clarity or pacing. If you want a clearer method for working out what the barrier is, we’ve outlined a practical framework in our article on matching your workplace needs to the right adjustments.
  2. Think of one or two changes that would remove or reduce that barrier.
  3. Put your request in writing. This creates a clear record for both you and your employer.
  4. Focus on what you need to carry out your role, rather than your diagnosis.
  5. Review the arrangement after a few weeks to see what is helping.

If you want a structured way to do this, including scripts and examples, the UK Workplace Adjustments Guide can help you move from uncertainty to a clear plan.

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