Julius Baer's Neurodiversity Guidebook is helping build confidence, educate managers, and create a workplace where every employee in the UK feels understood and supported. We spoke to the team behind it to learn what other organisations can take from their approach.
Many organisations start their neuroinclusion journey with awareness campaigns, employee resource groups, or one-off training sessions. Those first steps matter. But the real challenge is turning that momentum into something that reaches every employee, builds manager confidence, and creates a culture where people feel safe asking for support.
That's the challenge Julius Baer in the UK set out to solve. Their Neurodiversity Guidebook brings together practical guidance for employees and managers as part of a wider neuroinclusion strategy. We spoke to the team behind it about how they developed the guide, the thinking behind some of its most thoughtful decisions, and the lessons other organisations can learn from their experience.
An evolving neuroinclusion strategy
Neuroinclusion is clearly an important focus at Julius Baer. Can you tell us how that journey has evolved over the past few years?
Over the past three years, Julius Baer UK has advanced neuroinclusion through targeted initiatives, fostering a more supportive and inclusive workplace.
In 2023 we launched Neurodiversity Cafés in our London office with colleagues joining remotely from regional locations - regular educational sessions with guest speakers - that have become key platforms for awareness and peer learning. Complementing this, a dedicated Neurodiversity Community Page on our intranet provides easy access to resources, benefits, and updates.
Leadership commitment was strengthened by appointing an Executive Committee member as our official Neurodiversity Sponsor, ensuring visibility and advocacy at the highest level.
Employee support expanded when we updated our Bupa private medical insurance to include coverage for neurodiversity diagnostics, reducing barriers to assessment. We also rolled out Read&Write assistive technology (now part of Everway for Work) to all UK staff, with free access extended to family members, promoting wider impact.
Through partnerships with Inclusion in Finance, the British Dyslexia Association (BDA), and Talamo, we shaped informed practices and achieved the Silver Dyslexia Friendly Quality Mark from the BDA in 2025.
Collaboration with HR and Learning & Development led to mandatory neuroinclusion training for all UK line managers, delivered by external experts, and the publication of the JBI Neurodiversity Guidebook. Featuring practical guidance and accessible audio podcasts, the guide supports both employees and managers.
These steps mark our evolution from awareness-raising to embedding lasting cultural and organisational change - progress that reflects our ongoing commitment to inclusivity.
Our journey culminated in winning the award for ‘Best Initiative for Neurodiverse Wellbeing’ at the FT Adviser Workplace Excellence Awards earlier this year. We are honoured to have received this recognition.
Over time you've introduced a range of initiatives to help people learn, connect and support one another. One that stands out is your Working Families group, which has grown to include parents of neurodivergent children. What has that taught you about neuroinclusion in the workplace?
Our Neurodiversity Cafés, launched in in our London office in 2023[v1] , initially aimed to educate broadly - but quickly revealed four distinct audiences: colleagues who are neurodivergent, those curious but not disclosing, managers/HR, and parents of neurodivergent children.
The strongest response came from the latter group. Partnering with the Working Families network, we co-hosted targeted sessions that resonated deeply, drawing large, engaged audiences. This collaboration highlighted that many employees care passionately about neurodiversity through a parental lens - not just personal experience.
It showed us that inclusive support must extend beyond the individual to encompass families and caregivers. Listening closely to these needs helped us deliver more relevant content, foster empathy, and spark regional connections across the Julius Baer Group.
You've recently introduced Everway’s neuroinclusive technology as part of your workplace support. How does this complement the wider work you're doing around neuroinclusion?
The introduction of Everway’s assistive technology complements our broader strategy of support
In 2024, we launched the Read&Write software, made available to all UK staff through our software centre - no disclosure required.
This is critical: by removing barriers to access, we ensure that anyone who might benefit from tools such as text-to-speech and screen filters, can use them freely and privately. Making it standard for everyone reduces stigma and promotes inclusive design as a universal benefit.
Equally important, we recognised that many employees are supporting neurodivergent children at home. When we listened to feedback from our Neurodiversity Cafés, parents and carers emerged as our largest audience group. In response, we extended free Read&Write licences to family members, allowing staff to share the tool for their children’s education.
Creating the guidebook
With lots of initiatives already in place, what gap did you still feel needed to be filled? Why did you feel the time was right to create a Neurodiversity Guidebook?
There were two primary objectives behind the development of the guide. First, following a series of educational cafés we recognised a need to consolidate information around topics including: common neurodivergent conditions, how they present in the workplace, and how employees can request reasonable adjustments to enable their best performance. The aim was to create a single, accessible document, available to all employees, that brings together key insights in a clear and practical format.
We intended the guide to function as a self-service resource, allowing staff to engage with the content at their convenience and in a way that suits their individual learning preferences. This meant ensuring accessibility without requiring employees to reach out to HR or their line managers - or even to have attended one of the cafés.
Secondly, several members of the Neurodiversity Working Group are personally neurodivergent. Having navigated the processes of obtaining diagnoses and undergoing assessments for reasonable adjustments, we were able to reflect on our shared experiences. These perspectives helped shape the guide, enabling us to highlight the aspects most likely to benefit others going through similar journeys.
The guidebook reinforces Julius Baer’s commitment to fostering a neuroinclusive culture in the UK.
Disclosure and the conversation that follows were highlighted by the Neurodiversity Working Group as two important areas for the guidebook. Why do you feel those moments stood out, and how did they shape the guidebook?
These moments stand out because they represent the peak of emotional intensity for individuals preparing to disclose their neurodivergence. For many, discovering they are neurodivergent can come as a revelation - one that may take time to fully process and accept. Disclosing this identity to a manager or HR representative is therefore a deeply personal and courageous act, involving significant vulnerability and trust.
The recipient of the disclosure - whether a manager or HR colleague - may feel unprepared to navigate what can become an emotionally charged conversation. Despite good intentions, they may lack the necessary understanding or training to respond appropriately and supportively.
That is why both parties benefit from clarity: knowing what to expect, understanding each other’s perspective, recognising the significance of the disclosure, and appreciating the level of trust being placed in the conversation.
Our primary goal, therefore, was to reduce uncertainty and anxiety by normalising these discussions. By creating a structured, predictable pathway for disclosure, we aim to foster psychological safety - not by eliminating emotion entirely, but by ensuring it is met with empathy, respect, and informed support.
You created dedicated sections for both employees and managers. Why was it important to support both audiences, rather than focusing on one?
To support meaningful and respectful disclosure conversations, we developed two complementary guidance podcasts - one for staff members and one for managers.
The employee podcast offers a clear overview of the disclosure process, explaining why someone might choose to disclose, what kind of support can be accessed, and what information a manager may need in order to arrange reasonable adjustments. It also provides practical tips on how to prepare for the discussion, helping to make the process feel significantly less daunting.
The manager podcast introduces key neurodivergent (ND) conditions and explores both potential strengths and areas where additional support may be beneficial. However, it stresses that neurodivergence presents uniquely in each individual - there is no universal experience. Managers are reminded to adopt the principle of ‘ask, don’t assume’: no two neurodivergent employees will have identical needs.
Together, these paired resources offer a cohesive framework for navigating disclosure. By equipping both parties with tailored information and guidance, the podcasts promote psychological safety, mutual understanding, and a more inclusive workplace culture at Julius Baer.
The thoughtful decisions
One part of the guide explains that disclosure should be seen as a strength, not a risk. Why was it important to state that so clearly?
It was important for us to state this explicitly as we recognise that people think, learn, and process information in different ways and that we all bring different strengths to the workplace. Awareness of these differences allows us to support our employees and foster an inclusive environment where every employee can thrive.
Managers are introduced to the 'individual-first principle', recognising that no two people experience neurodivergence in the same way. How do you help managers balance individual needs with business requirements?
Managers are encouraged to explore how an individual’s neurodivergence affects their experience of work, focusing on practical impacts and support needs. The guide supports them in using open and empathetic questioning to create space for employees to share their insights - including any accommodations or solutions they may have already identified.
Managers are further supported by Human Resources and, where applicable, formal workplace assessments, to help balance operational requirements with individual needs in a fair and sustainable way.
One particularly thoughtful decision was making the manager podcasts available to employees as well. What led to that approach, and what message do you hope it sends to someone considering disclosure?
We believe it is essential to ensure transparency throughout the disclosure process, for all involved, and especially for the individual making the disclosure. To help demystify the experience, we chose to present the process from both the employee’s and manager’s perspectives. By illustrating how both parties contribute to a successful conversation, we aim to make the journey feel more understandable, predictable, and less daunting.
Accessibility clearly influenced the design of the guide, with podcasts sitting alongside written content. Why was offering different ways to access the information important?
As the guidebook is designed for neurodivergent colleagues, accessibility was paramount.
We firmly believe that neurodiversity enriches the workplace by bringing diverse perspectives and distinctive problem-solving approaches. Rather than simply stating this as a principle, we sought to demonstrate it in action. What better way to illustrate innovative thinking than by presenting the guide itself in a creative and unconventional format?
The impact
Have you already seen any changes in confidence, conversations or culture since launching the guidebook?
We launched the guidebook at a UK company-wide Townhall meeting, giving it visibility across the organisation. The participation of senior leaders underscored their endorsement of the initiative and provided us with a platform to communicate its purpose and value. The launch was met with positive feedback from both managers and colleagues.
The guidebook has also been integrated into our Management Training Programme, which includes a dedicated half-day session on neurodiversity. Delivered by an external subject-matter expert, the session covered key aspects of neurodiversity, including inclusive leadership practices, supporting neurodivergent employees, and managing disclosure conversations.
Members of the Neurodiversity Working Group joined the session to contribute their lived experiences, support peer discussions, and help contextualise the guidance.
The initiative has also sparked interest beyond the UK business, with colleagues from international offices across the Julius Baer Group reaching out for insight and guidance.
Advice for other organisations
What advice would you give to another organisation thinking about creating something similar?
We encourage other organisations to reflect on their progress in the neuroinclusion journey, considering the support they currently provide, the areas most pertinent to their employees and also their culture. While it took some time to integrate these elements, we are proud of the outcome and believe the guidebook contributes to a more inclusive working environment at Julius Baer.
Continue the conversation at Everway Unlocked
Every organisation's neuroinclusion journey looks different, but the most successful ones have something in common. They keep learning, they listen to employee experience, and they turn good intentions into practical action.
If you'd like more ideas from organisations leading the way, join us at Everway Unlocked. You'll hear from workplace leaders who are building more neuroinclusive organisations, sharing what's worked, what they've learned, and the practical steps you can take in your own workplace.