Disclaimer: this article is a translation from the original french piece published by Décision Achats.
Long limited to symbolic actions, the inclusion of people with disabilities is becoming a concrete performance lever for companies.
In the field of external expertise and consulting services, it opens a wide range of opportunities that remain largely under-exploited: a diversity of skills, profiles and solutions.
Opinion piece by Jonas Guyot, Sustainability Director at LittleBig Connection.
Each November, the European Week for the Employment of People with Disabilities (SEEPH in French) serves as a reminder of a reality too often overlooked: inclusion is no longer only a legal requirement, it has become a strong marker of responsible procurement.
By opening their supplier panels to organisations from the adapted and protected sectors, procurement teams gain access to qualified expertise while contributing to equal opportunities.
This shift is driven by two complementary logics:
• ethical, by strengthening the company’s social commitment;
• economic, by leveraging a pool of talent that remains significantly under-used.
More and more organisations are now integrating this inclusive dimension into their sourcing strategy. But the real question is how to deploy it effectively and why it has become a truly strategic lever, combining social impact, regulatory alignment and economic performance.
Available skills, but lacking visibility
Disability is not limited to visible situations. It encompasses six major categories: motor, sensory, psychological, intellectual, cognitive and chronic conditions.
And above all: 80% of disabilities are invisible.
Behind that statistic lie thousands of experts in data, cybersecurity, design, consulting, communication, digital accessibility, or web development.
Specialised companies such as Auticon, Acces Inclusive Tech, Itekway or Numerik-EA demonstrate every day that inclusion goes hand in hand with excellence.
Auticon, a European pioneer, now employs more than 550 autistic consultants across 15 countries, supporting clients like Allianz and Siemens on data and AI projects.
In France, Acces Inclusive Tech trains and employs professionals reconverting into IT and data roles — rare, high-demand and highly-skilled profiles.
Yet, according to the National Economic Observatory for inclusive procurement (GESAT network), only 5% of intellectual-services procurement today includes providers from the adapted sector.
A figure that reflects a lack of visibility far more than a lack of competence.
A clear regulatory framework, and a market still under-used
In France, the law of 11 February 2005 established the foundation for the employment obligation for people with disabilities.
Any company with at least 20 employees must employ 6% of workers with disabilities (OETH).
If not, it pays a contribution to Agefiph or FIPHFP — ranging from €4,500 to €6,090 per unfilled position, depending on company size.
Many organisations know that services carried out by adapted and protected-sector providers (EA, ESAT or self-employed disabled professionals — TIH) can reduce their disability contribution by up to 75%.
Yet few fully leverage this mechanism.
Agefiph data shows that less than a quarter of companies truly optimise this lever.
At European level, Directive 2014/24/EU on public procurement encourages Member States to reserve contracts for economic operators with at least 30% of employees with disabilities.
And the 2021–2030 European Disability Strategy sets a clear ambition: building a “Union of Equality” where access to employment and markets no longer depends on differences.
How can companies act concretely?
Identify the right partners
Procurement teams can rely on:
• the Marché de l’Inclusion, a public platform listing more than 7,000 inclusive organisations;
• sector-specific maps dedicated to inclusive external expertise — such as LittleBig Connection’s;
• internal disability officers responsible for implementing OETH policies.
Share RFPs early with inclusive providers
Given that some organisations have more limited administrative resources, sending RFPs ahead of time helps them prepare strong, well-structured proposals.
This approach fosters fairer competition.
Adapt sourcing and RFP processes
Inclusion also means revisiting evaluation frameworks:
• explicitly mentioning the possibility to work with EA, ESAT or TIH in RFPs,
• evaluating social value alongside cost,
• adopting multi-contract models (umbrella contracting, subcontracting, time-and-materials) tailored to the sector’s legal specificities.
Prepare onboarding and support
Inclusion requires organisational readiness:
• raising awareness among managers and teams,
• adapting working conditions (tools, rhythm, environment),
• relying on support mechanisms such as Auticon’s job coaches or Agefiph-funded adjustments (up to €3,000 per workstation).
Why this is a topic for the future
Beyond compliance, integrating disability into the procurement of external expertise allows companies to:
• address RSE/ESG requirements from international frameworks: ISO 26000, GRI 405, CSRD, and EU directives on non-financial reporting
• strengthen measurable social impact: inclusion, local employment, upskilling
• foster innovation: cognitive diversity is a proven creative driver
• enhance employer branding: 75% of employees say they are prouder of their company when it takes concrete action on inclusion (EY Diversity Barometer 2024)
Towards more fair and human procurement
A company’s performance is no longer measured only through operational efficiency, but also through its ability to create value for everyone.
Giving a place to professionals with disabilities in external expertise and consulting services means addressing an economic, human and societal need.
It means turning every project into an opportunity for inclusion and progress.
Disclaimer: this article is a translation from the original french piece published by Décision Achats.
