Panagora and GRF | Empowering Change in the workplace

As the Global Rainbow Foundation (GRF) prepares to launch a new Collaborative Training Program in partnership with Panagora, we had the opportunity to discuss with Julian Tarbox, the Program Manager of GRF, the significance of this initiative and how it fits into GRF's broader mission. His insights offer a roadmap for creating more inclusive environments and making tangible improvements. 

Could you provide us with a brief overview of yourself and what led you to work with the Global Rainbow Foundation?  

My name is Julian, and my journey began in Australia, where I was managing a department within one of Australia’s largest banks.  About 12 years ago, I decided to get into the world of non-governmental organizations (NGOs), driven by a deep-seated passion for empowering people with disabilities.   

I travelled to India, where I met Enable India, a groundbreaking NGO dedicated to the empowerment of people with disabilities. I loved working and running workshops with companies and seeing how they start to change their thinking to help them build their ability to employ people with disabilities.   

When I first started working with Enable India, there was a huge amount of learning involved—learning how to work with deaf people, blind people, individuals with autism, these with intellectual disabilities, physical disabilities, and wheelchair users. I’m still working with Enable India, and there’s a huge alignment with my own values. I’ve seen countless people with disabilities change their lives in India.  

Back in 2018, the Global Rainbow Foundation (GRF) got in touch with Enable India, and I was able to get a recommendation to come to Mauritius. The Global Rainbow Foundation (GRF), founded by Professor Parsuramen in 2011, collaborates closely with Enable India. In 2019, I came across to help set up an employability chain here, applying the same methodologies used in India. GRF's mission extends beyond employment to providing medical services, counselling, and prosthetics tailored to individual needs.  Despite first setbacks due to the pandemic, in 2021, we started to see a lot of momentum, with companies wanting to build an inclusive workforce and People with disabilities approaching us through word of mouth.  

For me, personally, I love this work. Seeing a person with a disability six months or a year after they started work, you can see that they think differently about themselves and their work. Even within their own family, they are perceived as a breadwinner rather than a dependent.  

  

How would you define Inclusion to a 5-year-old?”  

‘Imagine you have brown eyes. Does it make sense for the kids with brown eyes to sit over there and play with toys that aren’t as nice, while kids with blue or green eyes sit over here and play with different toys? Or should we all play together?’  

Sometimes, when we ask children these kinds of questions, they don’t understand why adults want to separate ourselves into different groups. In Australia, where I grew up, schools practiced integration with people with disabilities from a very young age. I remember playing with kids who had different disabilities—it was quite ordinary. One of my friends even used a wheelchair for a couple of years. Here in Mauritius, we often see more separation. 

 

 

The Global Rainbow Foundation focuses on people’s abilities rather than their disabilities, according to a Facebook post made by the GRF (may). How easy is it to get that mindset across in Mauritian workspaces today?  

It’s a mindset that’s both easy and difficult. Most companies approach us with what we call open naivety, acknowledging that they have much to learn. We guide them through workshops and education, but there are always challenges. Some companies believe the process will be easier than it is.   

They underestimate the amount of change needed. Fortunately, most companies we work with are open-minded and willing to accept advice, which I believe is the most important factor. We do come across companies with preconceived ideas and specific processes they want to follow. That’s okay, but we have a specific approach we prefer to guide companies through. It’s easier when companies are open-hearted and willing to collaborate, but each company’s culture is different, which can make the process challenging.   

One common misconception about our work is that we’re simply collecting CVs of people with disabilities and sending them off to companies. My work is split right down the middle—50% of my efforts are dedicated to training PWD and helping them transition into the workforce, while the other 50% is focused on preparing companies to support these individuals effectively. We see ourselves as a bridge, supporting both sides: helping people with disabilities adjust their mindsets and prepare for work, while also guiding companies to change their mindsets and adapt their practices to be more inclusive.  

  

Looking at it from the vantage point of people with disabilities, what would you say are the main hurdles in securing a job today?  

People with disabilities often face discrimination in the hiring process. For instance, when a CV has gaps due to an accident or other reasons, it’s not a fair way to judge someone’s capability. The process can be incredibly discriminatory.  

Even with deaf individuals, there’s a misunderstanding. Just because someone uses sign language doesn’t mean they can’t understand. We need to recognize that communication methods vary, but that doesn’t diminish their ability.  

We hear from people with intellectual disabilities that their skills are not recognized. I know people with intellectual disabilities who have skills and abilities that I don’t have. If we forget the word ‘disability’ for a second, there are many abilities that you have and lots of inabilities, things you are not good at—same with me. We are just different. Isn’t it the same with people with disabilities? This is where I feel a lot of people within companies do not fully grasp the concept of embracing someone's abilities.  

For persons with hearing impairment, I see their communication as a strength, not an inability. They have taught me how to communicate more effectively. I use my gestures better, my expressions better, and I’ve become better at reading body language.  

Similarly, with each type of disability, there is something that each company can learn and improve upon—whether it is communication or teamwork. There is so much that people with disabilities can offer to companies, driving positive change and improvement.  

  

Are there differences whether we are talking about people with a physical disability or mental or cognitive illness?  

Absolutely, when I work with companies, we conduct what we call a job analysis. This helps us figure out which disability type might be best suited for specific job roles. It’s about matching the right skills to the right job.    

We don’t put deaf individuals in call centres, and we wouldn’t place someone with vision impairments in graphic design roles. It’s a matter of common sense and understanding the specific needs and strengths associated with each disability.   

There are many jobs where we can recommend people with disabilities with some minor modifications. Each disability type comes with its own set of strengths and challenges, and it’s about finding the right fit and making the necessary adjustments. For instance, within Eclosia, we’ve recently eased placements for five individuals with intellectual and learning disabilities, as well as physical disabilities, within Maurilait.   

  

The GRF and Panagora will soon embark on a Collaborative Training Program. Can you tell us a bit more about the role of these initiatives in GRF’s ecosystem?  

The term 'collaborative training' reflects the partnership between GRF, PWD, and the participating companies. This initiative is a prime example of global best practice. The collaborative training involves working closely with Panagora to train people with disabilities and set up a clear pathway for them to follow. Even after the training is complete, we continue to follow up and support individuals along their career pathways.  

 Panagora's recognition of the ability and potential of people with disability is something I truly admire. They’re not only supporting us in training these individuals but are also hopeful that some of them will eventually find employment within Panagora or other companies in the Eclosia Group. We’re very excited about the energy and support we’ve seen from NML, Avipro, Panagora, and the broader Eclosia Group. There’s a lot of enthusiasm to make a meaningful impact and help people with disabilities succeed in their careers.   

  

How could private companies do more to support inclusion in this country?  

One of the most important steps is to engage in open conversations about what changes need to be made to be more inclusive. It’s essential for companies to be willing to discuss and address these areas of improvement. The more companies are open to these conversations and collaborative approaches, the more successful we’ll be in creating an inclusive environment where people with disabilities can thrive.  

I fundamentally believe that the best way to empower someone is by helping them build their own economic independence. To provide long-term support, empowering someone to be self-sufficient is truly the most effective approach.  

  

What are your aspirations for the future of workplace inclusion in Mauritius?  

My aspiration is for every company in Mauritius to 'put their hand on their heart' and say that they have the ability to hire people with disabilities and they know how to do it. I don’t want my job to exist in the future. My hope is to help companies reach a point where they don’t need us anymore and where inclusion is something that becomes part of daily life. The knowledge and practices get passed down through generations. I see the positive things happening at companies, even amid challenges, and this mindset—being open-hearted and open-minded—can lead to lasting change.