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City & Guilds Neurodiversity Index Report 2025 Understanding the power of different minds and creating environments for everyone to thriveAbout the Neurodiversity Index The City & Guilds Neurodiversity Index is a pioneering tool designed to understand trends and provide organisations with a comprehensive measure of neuroinclusive practice. Now in its third year, the Index assesses current workplace strategies, policies, and cultures, offering insights into strengths and areas for development. It serves as a benchmark to drive meaningful change, ensuring that neurodivergent individuals are supported in ways that enhance both their well- being and productivity. With insights from both employers and employees, this report provides practical examples of how organisations can be proactive and anticipatory in their support of neurodivergent people. The principles and strategies recommended in this Index empower employers, educators, and policymakers to build a workplace culture that values neurodiversity. "It's great to be partnering with DoIT Solutions again on this third Neurodiversity Index. We want to create workplaces and environments where people can thrive. This Index is full of practical recommendations that can easily be implemented by individuals and organisations to make the most of neurodiverse talent in the workforce." Faiza Khan MBE, Executive Director, Corporate Affairs and Foundation, City & Guilds References •Access to Work •City and Guild Neurodiversity Index 2023 •City and Guilds Neurodiversity Index 2024 •Disability Confident Scheme •Do-IT Solutions •Equality Act 2010 •European Accessibility Act •Lever and Guerts 2016 •LinkedIn Neurodiversity 101 •World Economic Forum: The Future of Jobs Report 2025 •Website Accessibility 2 City & Guilds Neurodiversity Index Report 2025Contents About the Neurodiversity Index2 Forewords4 City & Guilds 4 Do-IT Solutions 5 Methodology6 The Results8 How well are workplaces and organisations understanding neurodiversity today?8 What training are we seeing?10 What are we learning across the employment lifecycle?13 Steps in the employment lifecycle16 The challenges of sustainable employment19 Understanding barriers to progress21 Case Study 1: Capgemini Invent UK24 Case Study 2: Harbour Energy26 What makes people thrive in the workplace?28 Recognising neurodivergence across the lifespan: challenges and opportunities30 Recommendations for workplaces32 Neuroinclusive recruitment practice32 Neuroinclusive workplace practice33 Parents and Carers34 Parents as carers34 Parenting or caring for a neurodivergent child35 Key themes36 Recommendations for parents or carers of a neurodivergent child36 Wider systemic actions38 Barometer38 Key Conclusions39 City & Guilds Neurodiversity Index Report 2025 3Foreword City & Guilds In 2023, we launched the Neurodiversity Index to track trends and measure the progress of neuroinclusion across UK workplaces. Now in its third year, it is encouraging to see growing engagement from a range of businesses who are both contributing to the survey findings and putting the report’s recommendations into action. This year we received more responses to our survey than ever before, demonstrating continued, and growing, interest on this topic. The findings in this report highlight both progress made and the challenges that remain. Awareness of neurodiversity at the senior leadership level is increasing, creating a growing consciousness in the workplace. This is creating a positive ripple effect throughout organisations. From organisations engaging in neuroinclusive practices, we have found that more individuals feel comfortable disclosing their neurodivergence at work and are receiving supportive responses. However, the two biggest barriers to further progress – lack of knowledge and competing organisational priorities – remind us that there is still work to be done. This report serves as a benchmark for change, showcasing what good practice looks like from both employer and employee perspectives. It also provides actionable recommendations for organisations to consider. We know that true inclusion is not just about opening doors – it’s about redesigning workplaces and learning spaces so that everyone has the tools and opportunities they need to succeed. It is our hope that the insights and recommendations within this Index will inspire leaders, employers and policy makers to create spaces where all minds can flourish. By embracing different ways of working and fostering inclusion at every level, we can empower neurodivergent individuals to reach their full potential, benefitting not only them but also the organisations in which they work. At City & Guilds, we are committed to helping people access and develop their skills. That purpose has remained the same since we were founded in 1878. We believe that everyone should have the opportunity to thrive in the workplace, and neuroinclusion plays a vital role in achieving this vision. Kirstie Donnelly MBE Chief Executive Officer, City & Guilds 4 City & Guilds Neurodiversity Index Report 2025Foreword Do-IT Solutions In today's workplaces, educational settings, and communities, neurodiversity is a vital consideration. Recognising, valuing, and supporting neurodivergent individuals is not just about inclusion – it is about enabling talent, fostering innovation, and creating environments where everyone can thrive. Professor Amanda Kirby MBBS MRCGP PhD FCGI Chief Executive Officer, Do-IT Solutions With talent shortages affecting many industries worldwide, attracting and retaining skilled individuals has never been more critical. Organisations that embrace neuroinclusion can tap into a wider, more diverse talent pool, ensuring they do not overlook individuals with unique skills and perspectives. There is growing recognition that the skills needed in future workplaces globally require creativity, problem- solving, and innovative thinking – skills often found in individuals with ‘spiky profiles.’ A spiky profile refers to individuals who excel in certain cognitive areas while facing challenges in others, some of which may be related to societal barriers. Rather than viewing these profiles as limitations, forward- thinking employers are recognising them as strengths that bring value and competitive advantage. The first step in becoming a neuroinclusive organisation is understanding why it matters. This requires actively challenging biases and assumptions that may unintentionally exclude neurodivergent talent at different stages of the employment lifecycle – from recruitment and onboarding to retention and career progression. In the UK, key legislation such as the Equality Act 2010 and the Health and Safety at Work Act 1974 sets the framework for workplace inclusion. At the same time, workplaces are seeing a significant rise in employment tribunals related to neurodiversity, demonstrating the growing awareness of workplace rights. Crucially, case law has shown that a formal diagnosis is not required for an individual to receive reasonable adjustments – a principle that is increasingly influencing employment practices globally. By using this Index, organisations can move beyond compliance and towards true neuroinclusion, where differences are not just accommodated but embraced as essential to success. City & Guilds Neurodiversity Index Report 2025 5Methodology The analysis and insights in the Neurodiversity Index are informed by quantitative and qualitative data. 335 1385 different employers completed the survey total respondents Survey An online anonymised survey via the Do-IT platform included carefully constructed questions to capture both employer and employee perspectives. The format allowed questions to be spoken according to participant preference as well as including other tools to increase accessibility. All participants were also offered help with completing the survey. The data was gathered after promoting the study to a range of organisations and on social media platforms such as LinkedIn. HR Directors, senior leaders and managers were specifically targeted. Do-IT Solutions also has a large following on LinkedIn and runs a HR/EDI group on the platform and Professor Amanda writes a weekly Neurodiversity 101 newsletter relating to neurodiversity with 169,000 followers. This approach allowed circulation to a wide range of organisations of all sizes and reach across the neurodivergent community. To extend the reach further the survey was also circulated to City & Guilds networks and distributed through research consultants Censuswide to capture more information. In total, there were 1385 total respondents. Of this, 335 different employers and 814 employees completed the survey. The data was collected from September 2024 to December 2024. This was a short collection time and represents a convenience sample. Insights in action Additional information was collected through case studies with Capgemini Invent UK and Harbour Energy which identified ‘what works’ approaches and feedback from HR & L&D managers on practical examples of success. All the data was combined and analysed and the key trends are presented in this report. Of those reporting they were neurodivergent or considered themselves to be: Individuals were allowed to select more than one condition. Twice as many males had DLD and twice as many females had DCD. There were relatively equal responses for the other conditions with slightly more males reporting Dyslexia than female respondents. 56% 36% 26% 18% 13% 10% said they had ADHD had ASC had Dyslexia had DLD had DCD had Dyscalculia 6%reported Tic Disorders 6 City & Guilds Neurodiversity Index Report 2025814 employees completed with representation from all age ranges, sexual orientation and ethnicity 43% 25% 43%66% 68% of employers were from organisations employing more than 250 people of employers were from the education and training sector and 23% were from banking, insurance and finance of respondents reported having one or more neurodivergent traits or conditions of respondents had a degree and/or postgraduate qualification of respondents identified as female Where did respondents come from? Age range of respondents:Gender of the respondents: APAC 10% 7% 4% 3% 2% North America 18-25 years Europe 26-35 years identified as male identified as non-binary identified as Gender fluid identified as Genderqueer identified as Gender non-conforming identified as Transgender male/man 56+ years Australia/Oceania Africa 5% 20% 26% 32% 17% 36-45 years 46-55 years 68% identified as female 25% 1.4% 0.9% 0.5% 0.4% 0.5% United Kingdom & Ireland73% City & Guilds Neurodiversity Index Report 2025 7The Results How well are workplaces and organisations understanding neurodiversity today? A drive from senior leadership Neuroinclusive practices start with senior leadership sending a clear message that their workplace is one with a strong desire to be neuroinclusive. There was a good indication that this year this is happening, with 44% of organisations reporting that someone in their senior leadership has expressed they were neurodivergent or they have family experience of dealing with neurodiversity. Examples of how awareness was being raised include: •Internal blog posts •Discussing it directly with their team •Through providing coaching support to others •Closed session with HR •Verbally communicated in meetings •HR manager shares at induction stage •Open and ongoing conversations about sharing strengths and challenges 8 City & Guilds Neurodiversity Index Report 2025Stating commitment of organisations reported they now have neurodiversity mentioned in their EDI policy document and 36% reported this year having a Neurodiversity Policy. However, 59% of respondents had not considered neurodiversity in the context of health and safety risks, which is an area that needs greater focus. Employment tribunals of employers from the UK were involved in employment tribunals relating to neurodiversity. For the first time we asked about organisations being involved with employment tribunals relating to neurodiversity. This is a marker we may need to watch in coming years. In the UK we have seen an exponential growth in this occurring with examples of challenges across the employee lifecycle. Barriers to neuroinclusion of employers reported a lack of knowledge and 30% reported a focus on other priorities, as barriers to neuroinclusion. 25% said that cost was also a barrier. Some of the other options include time and lengthy processes within the organisation. 38 % 13 % 39 % City & Guilds Neurodiversity Index Report 2025 9Next >