Reasonable Adjustments Under the Equality Act

Executive Summary

Reasonable adjustments are changes that help an employee with a health condition or disability to stay in work, return to work, or perform their role safely. For SMEs, they are essential for reducing sickness absence, preventing disputes, and meeting legal duties under the Equality Act 2010. Most adjustments are simple and low-cost. The challenge for employers is understanding what the law expects, what flexibility looks like in practice, and how to approach conversations constructively.

What this means for your business

Reasonable adjustments arise in many everyday situations: long-term health conditions, fluctuating symptoms, mental health issues, neurodiversity, pregnancy-related needs, and recovery from injury.

Common misunderstandings include:

Believing adjustments must be permanent.
Assuming they only apply to physical disabilities.
Thinking adjustments must be expensive or complex.
Expecting employees to "prove" their condition before considering changes.

Adjustments are about removing barriers that make work harder than it needs to be. They can be temporary or long-term, formal or informal, and tailored to the individual rather than the diagnosis.

The key distinction is between legal requirements and good practice. Employers must consider reasonable adjustments where the Equality Act applies, but many SMEs choose to offer supportive changes even when the legal threshold isn't met because it improves attendance, morale, and retention.

Legal and Statutory Requirements

Employers have a legal duty to make reasonable adjustments for disabled employees under the Equality Act 2010. A disability includes long-term physical or mental impairments with substantial impact on day-to-day activities. (Equality Act 2010, s.20)
Adjustments should remove or reduce workplace barriers and may relate to working hours, duties, equipment, or the work environment. (EHRC, 2023)
Employers must not ask for unnecessary medical detail; evidence should be proportionate. (ACAS, 2023)
Pregnancy-related needs are covered by separate health and safety duties, not the Equality Act. (HSE, 2024)

These requirements set the framework but do not prescribe specific actions. Judgement and context remain essential.

What managers can do

Managers often need reassurance rather than instruction. The following principles support fair and balanced decision-making:

Focus on what the employee can do, not only the limitations.
Approach adjustments as a collaborative conversation, not negotiation.
Temporary adjustments can support recovery while keeping arrangements under review.
Evidence should be proportionate. Avoid asking for a diagnosis or detailed medical history.
Documenting key points helps maintain clarity and fairness.
Adjustments should be practical and sustainable for the business; 'reasonable' does not mean agreeing to every request.
If an adjustment is not workable, explain why and explore alternatives.

These principles help managers act confidently without drifting into medical decision-making.

Examples

An employee with anxiety finds peak-time commuting difficult. The manager agrees a temporary shift to earlier hours, with a review after four weeks.
A warehouse operative recovering from a musculoskeletal injury is temporarily moved to lighter duties while they rebuild strength.
A neurodivergent employee is offered a quieter workspace and clearer written instructions to reduce sensory overload and ambiguity.
A pregnant employee experiencing fatigue is given more frequent short breaks and adjustments to manual handling tasks.

Common Pitfalls

SMEs often fall into avoidable traps:

Asking for diagnosis or detailed medical information.
Treating adjustments as 'all or nothing'.
Assuming the Equality Act only applies to visible or physical conditions.
Rejecting adjustments because they 'set a precedent'.
Failing to review temporary adjustments.
Believing adjustments must be expensive or specialist.

Avoiding these pitfalls protects both the employee and the business.

When to Consider Occupational Health Input

When symptoms persist or fluctuate, and it is unclear what adjustments would help.
When there is uncertainty about what is safe or sustainable.
When adjustments are disputed or not working.
When there may be Equality Act implications.
When managers need clarity on functional impact rather than diagnosis.

Occupational Health advice provides clarity and reassurance but does not replace ongoing effective managerial support.

Bringing It All Together

Reasonable adjustments work best when they are approached with clarity, openness, and proportionality. Most solutions are straightforward once the barrier is understood, and many adjustments are temporary or easily reviewed. Employers are not expected to have medical expertise, but they are expected to act fairly, consider options, and document decisions. A consistent, calm approach helps employees feel supported and helps organisations meet their legal duties while maintaining operational practicality.

References

ACAS (2023) Reasonable adjustments for disabled workers. Available at: https://www.acas.org.uk/reasonable-adjustments (Accessed: 22 April 2026).
Equality Act 2010, c.15. London: The Stationery Office. Available at: https://www.legislation.gov.uk/ukpga/2010/15/section/20
EHRC (2023) Employment statutory code of practice. Equality and Human Rights Commission. Available at: https://www.equalityhumanrights.com (Accessed: 22 April 2026).
HSE (2024) New and expectant mothers at work: A guide for employers. Health and Safety Executive. Available at: https://www.hse.gov.uk/mothers (Accessed: 22 April 2026).
Gov.uk (2024) Reasonable adjustments for disabled workers. UK Government. Available at: https://www.gov.uk/reasonable-adjustments-for-disabled-workers (Accessed: 22 April 2026).

OH Sam is a self-serve tool for practical workplace health advice and support. It does not replace clinical, legal or specialist occupational health advice.