Our projects not only optimize costs but truly transform organizations – from corporate culture to brand perception in the market. We create value that goes far beyond financial aspects.
The InnoThink model is based on building remote teams of qualified specialists with disabilities tailored to the client’s business needs. It allows companies to eliminate the PFRON penalty entirely, gain valuable employees, enhance organizational culture, and fulfill ESG and CSR objectives.
We measure the project from an agreed baseline covering the PFRON penalty, costs and work performed before implementation. The report shows savings, the value of completed work and total project cost, followed by the result: savings plus work value minus costs. Each component remains visible so that one number cannot conceal problems with quality or assumptions.
We value work using an agreed method, such as the cost of obtaining an equivalent accepted result. The same value is not counted again as a supplier saving. In the financial calculation, we do not add the nominal PFRON penalty to its grossed-up pre-tax equivalent. Employees are assessed against role-specific goals, quality, timeliness and a seven-hour working day.
Use facts and real results. Employees with disabilities often meet or exceed performance standards. InnoThink educates employers and presents successful case studies, proving that ability, not disability, defines effectiveness.
There is no single answer for an entire group. Performance depends on matching the person to the tasks, implementation quality, tools and management. We therefore set KPIs for a seven-hour working day and verify results using data. If someone does not meet the target, we respond as in any team: identify the cause, make an adjustment or make an employment decision.
At the outset, we define a good result in terms of volume, quality, timeliness and independence after implementation. The team receives feedback under the same accountability standards as other employees, with the agreed working arrangements taken into account. We do not promise the performance of a specific person before checking their competence and actual delivery.
Our experience shows high loyalty among employees with disabilities. They appreciate inclusive environments and often show lower turnover. Companies using the InnoThink model report improved retention and team stability.
We measure absence and retention using project data. In practice, work fit, predictability, the relationship with the manager and stable conditions matter more than the label attached to the employee.
For workforce planning, we use a process for cover and task handovers. We compare retention across similar roles and periods, taking team size into account.
It directly supports the “Social” pillar of ESG and CSR goals. Creating jobs for persons with disabilities showcases inclusion and strengthens the company’s social responsibility — building long-term value for all stakeholders.
Inclusive workplaces strengthen brand reputation and improve ESG scores. In ESG reports, companies can highlight concrete results (e.g., % of employees with disabilities), which enhance credibility with investors and clients, and boost employer branding.
It allows access to skilled professionals beyond the local area, avoids physical workplace adaptations, reduces costs, and increases satisfaction and productivity. Remote teams are often more flexible and loyal, creating operational and reputational value.
Companies observe increased engagement and reduced turnover. Diverse perspectives drive innovation. Hiring people with disabilities enhances company values of inclusion and empathy. It boosts employee pride in working for a socially responsible organization, enriching team cohesion.
