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ción ADECCO and the company Terminales
Canarios).
One of the areas in which you speciali-
se is in Occupational Hazard Preven-
tion, an area where training is essential
for conducting activities, minimising
the probabilities of having an accident
or an occupational disease. How do
you focus this training and what other
measures do you implement to ensure
the success of prevention-related
work?
The concern of those in charge of the pre-
vention of occupational hazards for integra-
ting disability in this field and to improve its
management has been one of the other
changes that we have observed in recent
years. Our first recommendation is based
on training and knowledge about disability.
It is recommended that the prevention te-
chnician should have basic knowledge of
the different types of disabilities since this is
a variable that can have an impact on the
seriousness or probability of encountering
hazards. Another suggestion is fluid com-
munication between human resources and
the occupational hazards prevention de-
partment to ensure that data on workers’
health is confidential. It is possible to identi-
fy during the recruitment process the possi-
ble needs or adaptations for the job that, if
reported ahead of time, can prevent situa-
tions or consequences affecting the health
of the worker.
Fundación Prevent in collaboration with Fu-
llAudit has carried out several studies, draf-
ted manuals and created applications on
prevention and disability as a tool for con-
sultation and for supporting preventive ma-
nagement.
As to the effective incorporation of
people with disabilities and the crea-
tion of an integration culture, what are
the main elements that should be taken
into account by an organization and
the people who comprise it?
The basis for the success of the inclusion in
the workforce of people with disabilities is
that it should become a pillar of the corpo-
rate culture: this is the starting point to en-
sure that the teams in charge of people
management can successfully implement
the procedures and the diversity manage-
ment policies and, specifically, those rela-
ting to disability. The “active” commitment
of senior management and of the various
divisions is essential since they are the sou-
rces of the policies, procedures, and values
that mark the road to take and, most impor-
tantly, how to get there.
In this sense, when we talk about creating
an integration culture, it is necessary to be
extremely coherent with what we say and
what we do. Behaviours and actions should
be aligned with the culture, something that
is often not as easy as it should be.
Culture involves the entire organization and
all the people who comprise it. Talking
about incorporation in the workforce also
implies talking about the entire organization
and everyone who is part of it. It implies
thinking globally and transversally. Being an
inclusive company is not the sole responsi-
bility of human resources; it is the responsi-
bility of the entire organization and of each
of us as members of society.
At FCC we have launched the Healthy
Company Project by which we encou-
rage improving the quality of life of
people through healthy eating habits,
resting, and taking care of our health,
and in promoting physical activity and
sports. Practicing sports, precisely, is
one of the best ways to take care of our
mental, social, and physical health and
is also a very important tool for the in-
clusion of people with disabilities ba-
sed on adapted sports.
What is your experience and what can
you tell us about encouraging the prac-
tice of sports among those with disabi-
lities or among those who know them
and live with them?
Practicing sports is certainly a healthy habit
for everyone and its benefits are unquestio-
nable even more so when we talk about
sports and disability. Iván Hampanera, an
athlete with cerebral palsy as a result of an
Talking about inclusion in
the workforce means
talking about the entire
organization and
everybody in the
organization; it means
thinking globally
and transversally