Version 1.0 | incorporated and Reviewed May 2026
Why This Policy Exists
Neurodivergent conditions such as ADHD, autism, dyslexia, dyspraxia, dyscalculia, and others are part of normal human variation. This policy sets out how we communicate, collaborate, and design our working practices so that every team member can contribute fully, regardless of how their brain is wired.
This policy applies to all employees, contractors, and trustees and
Unclear communication is a barrier for everyone, but it disproportionately affects neurodivergent colleagues. These are our baseline standards for all workplace communication.
→ [How We Communicate] for our detailed communication guide
When giving instructions by email, message, or document, always:
Use plain, direct language. Avoid jargon, idioms, or ambiguous phrases.
Break tasks into numbered steps rather than a block of text.
State the expected outcome clearly. For example: The result should be X.
Separate each distinct action. One instruction per sentence.
Highlight critical information using bold text. Do not rely on colour alone.
Avoid sarcasm or implied meaning in written communication.'
In meetings, calls, or in-person conversations:
State the purpose of the conversation at the start. For example: I want to discuss X and make a decision about Y.
Follow up verbal instructions in writing within 24 hours.
Allow processing time. Do not rush responses or fill silences immediately.
Avoid making assumptions about comprehension. Invite questions explicitly.
Confirm understanding by asking the person to summarise what was agreed, not just asking if that makes sense.
Share agendas at least 24 hours before any meeting.
Send pre-reading material at least 48 hours in advance.
State at the start whether cameras are optional or expected.
Provide a written summary or minutes within 48 hours of every meeting.
Do not require immediate verbal responses to complex questions in meetings. Allow colleagues to follow up in writing.
An Access Statement is a short, optional document that a team member can share to explain how they work best. Sharing one is entirely voluntary.
An Access Statement is a personal document, typically one page, where a team member can describe:
How they prefer to receive information and instructions
Communication styles that work best for them
Working patterns or environment preferences
Any adjustments that help them do their best work
How they prefer to give and receive feedback
Anything they would like colleagues to be aware of
Access Statements are not medical disclosures. A team member does not need to name a diagnosis or explain a condition to share one.
When a teammate shares an Access Statement:
Read it within 5 working days of it being shared.
Reflect on whether your current working style already meets their needs.
Adjust your approach where you can. Even small changes make a significant difference.
If you are unsure how to accommodate a preference, speak with your manager or People team.
Never share the contents of someone's Access Statement without their permission.
All team members are entitled to request reasonable adjustments. Adjustments do not require a formal diagnosis.
The following are examples only. Needs vary between individuals.
Area | Examples of Adjustments |
Environment | Quiet working space, reduced lighting, desk away from high-traffic areas, noise-cancelling headphones provided |
Communication | Written rather than verbal instructions, extra processing time, advance notice of agenda topics |
Time and Planning | Flexible start and finish times, calendar blocking for focus time, additional time for written tasks |
Technology | Text-to-speech software, grammar and spellcheck tools, task management tools, screen readers |
Meetings | Option to attend remotely, cameras off option, access to transcript or recording, questions sent in advance |
Workload | Chunked deadlines instead of one large deadline, regular check-ins to clarify priorities |
Social | Not required to attend all social events, quiet workspace during busy social periods |
Assume positive intent. If something feels unclear or unhelpful, raise it kindly and directly.
Never mock, dismiss, or make jokes at the expense of neurodivergent traits or behaviours.
Do not diagnose colleagues, suggest someone might be neurodivergent, or make assumptions.
Respect that someone may not disclose their neurodivergent identity. Inclusion applies regardless.
Model accessible behaviour even when no one has explicitly asked you to.
The whole team plays a critical role in creating an accessible environment. The following are required.
Responsibility | Detail |
Read Access Statements | Read every Access Statement and adapt your approach accordingly. |
Always include deadlines | Every task or information request to your team must include a specific deadline and priority level. |
Written follow-up | Follow up all verbal instructions in writing within 24 hours, or in an alternative timeframe agreed during the discussion. |
Regular check-ins | Ask: Is there anything about how we work together I can adjust to help you? |
Training | Complete the Neurodiversity Awareness training on the learning portal within 3 months of this policy being issued. |
Use this as a day-to-day reminder of key commitments.
Always Do | Never Do |
Include a deadline and priority in every request | Send requests without a deadline or urgency level |
Follow up verbal instructions in writing within 24 hours | Rely on someone remembering a verbal instruction |
Read your teammates' Access Statements | Ignore or forget to read an Access Statement |
Send meeting agendas 24 hours in advance | Spring agenda items or decisions on people without notice |
Use clear, step-by-step written instructions | Use sarcasm, idioms, or implied meaning in written messages |
Give processing time before expecting a response | Rush or pressure someone to respond immediately |
Respect confidentiality of Access Statements | Share Access Statement content without permission |
Policy Owner | Governance and HR Team |
Date Issued | May 2026 |
Review Date | Annually or following significant organisational change |
Related Documents | Access Statement Form | Neurodiversity Awareness Training |