Group for Autism, Insurance, Investment and Neurodiversity (GAIN) – Written Evidence (AAC0209)

1. Introduction and Background

The Group for Autism, Insurance, Investment and Neurodiversity (GAIN) was founded in 2021 to radically improve the employment prospects for neurodivergent individuals. As a majority-led neurodivergent organisation, GAIN is an industry-specific community hub uniquely placed to champion neuroinclusive employment practices that align with industry needs and societal change. Our mission is to create pathways to employment and career progression where neurodivergent people feel a sense of belonging, are respected, and can thrive.

Since its inception, GAIN has grown to include 46 corporate members, connecting with over 80,000 employees and 2000+ individual members. Our community offers a vital hub for individuals and organisations seeking to co-create neuroinclusive workplaces and share good practice across the sector.

Our mission is grounded in robust evidence and lived experience. Two core tools guide this work: our annual individual member survey and the corporate neuroinclusion benchmark. These complementary data sources provide a powerful, real-time view of both the systemic barriers and the practical enablers that shape neurodivergent experiences in the workplace.

The individual survey captures insights directly from neurodivergent professionals across the insurance and investment industry, helping to surface key challenges, trends, and opportunities for change. In parallel, the benchmarking process, undertaken annually by a number of GAIN’s corporate members, offers an independent, structured assessment of organisational progress toward neuroinclusion. Together, these tools directly inform GAIN’s strategy, guide member support, showing measurable outcomes, as well as shaping the next steps in delivering long-term, sector-wide transformation. 

Creating Neuroinclusive Workplaces in Insurance and Investment

Over the three years, businesses across the insurance and investment industry have made measurable steps towards building more neuroinclusive workplaces, with notable successes and areas still requiring systemic focus. The 2024 GAIN Industry Benchmark reveals an industry working together towards neuroinclusion, demonstrating the commitment of forward-looking firms to cultivating environments where neurodivergent individuals can thrive, belong, and remain in meaningful employment. Investing in neuroinclusion not only foster fairer and more inclusive cultures but also offers measurable operational benefits.

1. Raising the Profile of Neurodiversity

Through the help of GAIN, Industry leaders have actively championed internal and external awareness campaigns to normalise conversations around neurodiversity. Many firms promoted GAIN events and training resources internally, commissioned articles authored by neurodivergent colleagues, using storytelling to drive cultural transformation. The result: company culture scored above 2 (on a 0–3 scale) among those in their second benchmarking year, showing substantial growth from earlier baselines.

Crucially, culture-building was not limited to passive awareness; it included story-sharing events, allyship workshops, parent events, and leadership-driven visibility efforts. This visibility played a critical role in enhancing employees’ sense of belonging, particularly in companies where neurodiversity ambassadors were elevated across leadership, management, and teams.

2. Leading from the Top

GAIN has consistently worked to encourage leadership from the top by meeting and convening industry-wide events including CEOs to champion change both across the industry and within their own organisations. This top-down approach has unlocked the door to many companies joining GAIN, enabling both the industry and each organisation to make meaningful progress towards neuroinclusion.

3. Embedding Inclusive Processes and Procedures

Our industry benchmark and individual survey showed in 2023 that adjustment processes were often inconsistent, opaque, and dependent on individual managers. By 2024, some companies have taken concrete steps to standardise and simplify these systems, examples include:

• Adjustment passports: portable, employee-owned records that remove repetitive disclosure and streamline support.
• "Own the Way You Work" initiatives: promoting at-will flexibility rather than reactive accommodations.
• Clearer ownership of adjustments: with better education for HR and line managers on their roles and responsibilities under the Equality Act.

These efforts yielded improved scores across HR practices, which rose from 1.03 in 2023 to 1.48 in 2024, and reached 1.54 for organisations undertaking their second benchmark review.

4. Workplace Culture and Belonging

One of the most transformative areas highlighted was company culture. Previously, neurodivergent employees were significantly more likely to experience bullying and consider leaving due to it. In 2024, participating organisations were seeking to actively tackled this disparity through inclusive policies, training, and internal community-building via employee resource groups (ERGs). These actions are helping to close the gaps between neurotypical and neurodivergent experiences.

93% of GAIN members have neurodiversity ERGs, compared to 33% of non-members. Employees in firms with ERGs report significantly higher engagement, a greater sense of inclusion, and increased safety in disclosing their neurodivergence​.[1]

Where neurodivergent role models are present, workplace culture is rated significantly more inclusive. 73% of GAIN member employees identified at least one role model, and their presence was linked to lower intentions to leave the industry and stronger perceptions of company engagement​.[2] Across our corporate member base, a consistent pattern has emerged: organisations that implement neuroinclusive practices experience improvements in engagement, belonging, and workforce sustainability.

5. Psychological Safety at Work

When comparing the experiences of psychological safety of neurodivergent individuals working in organisation in Year 1 benchmarks to those in Year 2, a measurable improvement in overall reported safety can be seen. Particular improvements were noted in how safe individuals felt disclosing to their line manager or colleagues.[3]

Nevertheless, disclosure safety remains a concern. While 61–89% of neurodivergent employees now feel “safe” or “very safe” disclosing their identity, this is still lower than for neurotypical peers. Ongoing work is needed to ensure a psychologically safe environment for all.

6. Inclusive Design and Sensory Considerations

Tangible changes have been noted and shared by some corporate members on inclusive design and sensory consideration. Schemes, such as Zurich sensory maps have proved successful for not just neurodivergent employees but also the introduction of workspace reviews and proposals by corporate members are continuing to improve and address physical and sensory barriers. This included:

• Quiet rooms with appropriate equipment.
• Reduced foot traffic and better signage.
• Reviewing open-plan layouts and desk booking systems.

These changes, though sometimes slowed by return-to-office mandates, show how inclusive design can improve retention and productivity without large-scale overhauls.

7. Workplace Adjustments and Flexibility

When it comes to workplace adjustments and flexibility, GAIN’s 2024 Individual Member Survey shows that 75% of neurodivergent respondents shared that perform better with flexible or remote working. 57% of GAIN member employees shared they had their adjustment requests fully met, compared to only 40% in non-member firms[4].

Workplace adjustments are often low-cost or no-cost to implement, yet they have a significant impact, enabling individuals to perform at their best, feel valued, and remain in sustainable employment. Universal design principles within the remit of workplace adjustments are not only good for neurodivergent individuals but also beneficial people with other disabilities, as well as the wider workforce. According to the Access to Work data[5], most adjustments cost less than £500. Yet the return on investment is substantial: inclusive practices improve retention, reduce sickness absence, and boost employee engagement across the board. We actively support and encourage employers to embed these principles as standard, shifting from reactive accommodations to pro-active inclusion that drives performance, belonging, and long-term business resilience.

8. Training and Education through GAIN

Focusing on neuroinclusive training and education, GAIN’s bespoke training programs have been instrumental in increasing competency among line managers and HR professionals. In 2023, the “Dunning-Kruger effect”, where individuals overestimated their understanding of neurodiversity was widespread. By 2024, this was nearly eliminated, with line managers either showing improved knowledge or appropriately recognising their learning gaps.

Over 33% of line managers had previously expressed discomfort around certain adjustments; this figure dropped as firms undertook training on:

• Performance assessments through a neuroinclusive lens.
• The "double empathy problem."
• Inclusive recruitment and adjustments during interviews.

This shift signifies a deeper cultural embedding of inclusion as a standard, not an exception.

9. Retention and Reduced Attrition

With one in seven people identifying as neurodivergent, often masking, a workplace that supports these employee needs, leads to higher job satisfaction, increased engagement, and greater retention. By unlocking and advocating for their unique strengths and challenges, companies can reduce turnover and absenteeism, creating a healthier, more productive work environment for neurodivergent employees.[6] The financial benefits for business can be realised by increasing retention and reducing sickness. Vitality’s Britain’s Healthiest Workplace Report highlighted in 2023, the estimated cost of sickness absence alone for UK businesses is £20.6 billion per year. Also, replacing an employee can cost between 30% to 200% of their annual salary. With the UK's average salary at £34,963 in 2023, this translates to replacement costs ranging from £10,500 to £70,000 per employee.[7]

In 2023, the GAIN individual survey showed 32% of neurodivergent employees considered leaving due to bullying, compared to 20% of neurotypical peers. In 2024, companies reporting second-year benchmarking progress indicated significantly lower attrition concerns, linked to better support, flexible environments, and visible leadership commitment.

Addressing Disparities

Despite progress, challenges persist. GAIN’s Individual 2024 survey revealed that neurodivergent employees are:

• More likely to face disciplinaries or be placed on performance plans. Neurodivergent respondents overall were more likely to have been passed over or rejected for promotion, and to have been placed on a performance improvement plan (PIP) or faced disciplinary action compared to neurotypical respondents.[8]
• Less likely to receive promotions (20% of neurodivergent respondents have never been promoted, while the majority of neurotypical respondents in the survey had received at least one promotion).[9]
• The 2024 GAIN Individual Member Survey provides clear evidence of salary disparities between neurotypical and neurodivergent individuals with neurodivergent individuals citing less than £35,000 as their annual salary. Neurotypical respondents were significantly more likely to earn over £100,000 per year, with 31% in that salary range.

GAIN member companies are beginning to show marked improvements in progression, with individual members reporting greater satisfaction, when neuroinclusive training and advocacy are in place.[10]

10. Recruitment: Making it Inclusive from the Start

GAIN member companies overall have worked to improve recruitment processes and experiences, with significant improvements seen among GAIN members in Year 2. Most members reviewed in 2024 had well-designed vacancy templates with reductions in word count, clearer job descriptions, and explicit invitations to request adjustments

More Work is Needed…

Notable improvements needed as shown in the GAIN Industry benchmark and Zurich’s employment survey underscore the barriers that remain at the recruitment stage[11]:

• 31% of respondents had not disclosed due to fear of being misunderstood.
• 27% experienced rude or dismissive comments from recruiters.
• Only 7% felt safe enough to unmask during interviews​.

GAIN recommended solutions that work include:

• Providing interview questions in advance
• Transparent salary and benefits information
• Offering choice between virtual or in-person interviews
• Avoiding long, multi-stage processes and unnecessary psychometric testing
• Skills-based measurement rather than experience-based

11. Corporate Member Testimonials

“In association with GAIN and our own Accessibility and Inclusion Network, we’ve reviewed the awareness, education and support we provide our colleagues in Zurich and have started a review of recruitment processes. We’re also proud to have worked with GAIN on several projects with other companies to raise awareness of neurodiversity and to increase opportunities for neurodivergent individuals.”

Mark Bailey, Accessibility and Inclusion Network Chair | Zurich

"QBE recognises the importance of an accessible working environment for all. To achieve this, neuro-inclusion must be a priority when driving cultural change. We are proud to have partnered with GAIN as an industry transformer, supporting in the awareness and action needed to support neurodivergent colleagues and customers across the market."

Harry Benham (he/him), Inclusion Manager INTL Culture & Employee Experience | European Operations, QBE

12. Individual Member Testimonial

"For me, finding GAIN meant finding the support, encouragement and understanding that is so vital in order to thrive as a neurodivergent professional. GAIN gives me and others a voice and is affecting real, beneficial change in the insurance industry".

Jonathan Hescott, Individual Member of GAIN

13. Areas for Continued Focus

Despite progress, there remain persistent challenges that require sustained focus and collaboration across the insurance and investment sector. Data from GAIN’s 2024 Individual Member Survey and benchmark reporting highlight the following priority areas:

• Recruitment Outcomes: Greater transparency and improved data collection are urgently needed across the sector. Many neurodivergent individuals report being deterred by common recruitment practices, such as multi-stage interviews, group tasks, and lack of salary transparency. For example, 48% of respondents stated that flexible or remote working was non-negotiable in job adverts, and candidates were significantly more likely to continue with an application if questions were sent in advance or adjustment needs were proactively addressed. Yet these inclusive practices are still not standard across the industry.
• Promotion and Pay Equity: Neurodivergent employees, especially women remain significantly underrepresented in higher salary brackets and leadership roles. According to GAIN’s 2024 data, 20% of neurodivergent respondents had never received a promotion, compared to 0% of neurotypical peers. Neurodivergent employees also face more performance improvement plans and disciplinary procedures, with neurodivergent men particularly affected. Career path ratios (promotions vs. lateral moves) were 2.75 for neurotypical men, but only 1.43–1.45 for neurodivergent men and women, indicating slower progression despite equal or higher levels of experience and capability.
• Psychological Safety: Workplace culture still does not consistently support neurodivergent employees to bring their authentic selves to work. Only 7% of respondents felt safe enough to fully unmask at work, with many describing masking as exhausting and harmful to their mental health and focus. While GAIN member organisations fare better, less than 50% of neurodivergent individuals overall feel safe raising complaints about bullying or mistreatment, compared to 84% of neurotypical peers.
• Intersectionality: Neurodivergent individuals from marginalised communities face layered barriers. In the 2024 survey, 31% of respondents identified as belonging to another marginalised group, with LGBTQ+ individuals representing the largest group at 15%. Comments throughout the survey highlighted how gender, race, sexuality, and disability identities intersect to magnify challenges in diagnosis, inclusion, and career progression. Inclusion strategies must be intersectional in approach to truly reflect and support the diversity within the neurodivergent community.

14. An Industry Focused on Neuroinclusion

Launched in 2024, the GAIN three-year strategy and plan is a collaboration with organisations and individual members to in enact the next phase of our acceleration towards a neuroinclusive industry, This ambitious strategy is built around four pillars

Building Belief: Through education and awareness-raising initiatives, GAIN aims to grow its community and promote the business benefits of neuroinclusion[12].

Harnessing Expertise: GAIN will leverage the expertise of its panel of service providers and community members to offer practical solutions and support to its members.

Creating Neuroinclusive Workspaces: GAIN will develop tools and resources to help members build neuroinclusive workspaces and establish best practices within the industry.

Growing Talent Streams: GAIN will focus on nurturing talent pipelines for the industry by supporting education leavers, individuals returning to work, and those transitioning into new career paths with an ambitious plan of 1000 roles filled in the sector by neurodivergent individuals.

Conclusion

The transformation towards neuroinclusive workplaces is not only possible, it is already happening within, driven by an industry collaboration, and a shared commitment. GAIN’s role as the first industry-specific hub dedicated to neurodiversity in insurance and investment has shown what can be achieved when organisations come together with a common purpose: to create meaningful pathways into work for neurodivergent individuals, and to shape environments where they can thrive.

This work goes far beyond meeting compliance. It’s about building workplaces where neurodivergent people belong, feel valued, and are empowered to excel. Where strengths are recognised, differences are respected, and every employee can contribute fully.

Although it is early days in this industry collaboration, GAIN and its members have already shown the positive impact of embedding neuroinclusion, from cultural change and leadership development to practical improvements in recruitment, retention, and psychological safety.

However, the journey doesn’t end here. To truly accelerate progress, we need continued effort and collaboration with individuals working in the sector, employers, professional bodies, and regulators. It is only with this collaboration and shared accountability; we will unlock the full potential of neurodivergent talent.

2nd June 2025