This work describes and analyzes practices of a program undertaken by a Brazilian electricity company which has sought to include disabled people (DP) in its staff since 2005. The analysis connects the case study to: conceptual references concerning corporate social responsibility, diversity in organizations and paradigms about the social inclusion of DP; current norms regarding this subject and; similar initiatives in the corporate environment. It examines proposed activities for the implementation and/or improvement of DP recruitment programs, taking into consideration assumptions about the notion of the inclusive company and looking at six dimensions of accessibility. What is notable amongst the conclusions is the fact that, although the activities carried by the company go beyond welfare practices, they are not effectively inclusive, and the integration approach continues to dominate. The practices analysed reflect those generally found across the current corporate arena: organizational diversity is considered strategic for company sustainability and competition, but practices are still in the early stages, particularly for the professional inclusion of DP. This provides evidence for the relevance of learning through experience and reflecting on the responsibilities and pathways which advance diversity in the workplace.
Disabled people (DP); Professional inclusion; Corporate social responsibility (CSR)