Lloyds Banking Group Neurodiversity Network Case Study

Case study for Autism Guernsey’s Neurodiversity Network Project, showcasing how organisations are supporting neurodivergent employees locally and further afield. 

Background 

ACCESS is the group-wide disability and neurodiversity network for Lloyds Banking Group. Within this established network sits a specific neurodiversity community, which was formed approximately four years ago. The community is led by Lee Brown, who is the co-chair of the ACCESS network.  

Lee explains, “At Lloyds Banking Group (LBG), we want to be the best-in-class leader in disability and neuro-inclusion. We’re committed to creating an inclusive workplace where our colleagues love to come and work, where they can be themselves and thrive”. 

Lee was motivated to lead this work due to his son, who is autistic and nonverbal. Lee recognised the very low levels of employment for autistic adults (20%) and the disconnect between the qualifications neurodivergent people hold and the employment opportunities available to them.  

His work with the community aims to drive cultural change in LBG but to drive societal change through inspiring other organisations to be more neuroinclusive too, ensuring neurodivergent people can reach their potential and influence organisational practice.  

LBG’s neurodiversity community now has approximately 2,500 members, forming part of a wider network that has existed for 15 years. 

How the Community Works 

The community operates through a structured approach to ensure support reaches all areas of the business.  

• Governance is supported by senior sponsorship and a clear written vision to promote a positive, inclusive culture. 

• Seven strategic workstreams align with this vision to deliver specific improvements.  

• Support is decentralised through 15 regional neurodivergent hubs across the UK, providing local safe spaces for staff.   

• A dedicated squad for graduates and apprentices provides social connection and peer support for colleagues early in their careers.  

• A community of around 800 parents and carers of neurodivergent children offers peer support and informs policy reviews.  

The Group also uses digital tools and assistive technology, such as AI, to support colleagues and help create an even playing field. 

Impact and Learning 

The network has achieved significant cultural change by reducing stigma and increasing openness. Senior neurodivergent leaders speak regularly about their experiences, which demonstrates inclusive leadership.  

Practical initiatives include the Group’s “This Is Me” disability and neuro-inclusion training, which has seen a significant uptake across the organisation and with the public (access the training here). A neurodiversity toolkit provides managers with practical adjustment guides and best practice for conversations. Furthermore, a mentoring scheme pairs 120 disabled and neurodivergent colleagues with senior mentors to support career progression.  

Benefit propositions have also been achieved, such as extending private healthcare cover to include neurodivergent assessments for dependents. Data shows that diagnostic disclosure has increased significantly, which allows the bank to better analyse and improve outcomes for neurodivergent staff.  

Lee's advice for other organisations is to avoid looking at issues in isolation. Effective support requires a joined-up response that addresses recruitment, management, and workspaces together.   

Looking Ahead 

Future goals focus on transformational rather than incremental change. This includes redesigning recruitment and performance management processes to be genuinely neuro-inclusive, such as using role-relevant assessments instead of standard competency-based interviews. 

The network will continue to work on making physical workspaces more neuro-inclusive and refining policies for parents and carers. Beyond the bank, there is a focus on sharing experiences with other organisations and Lee is committed to starting to see what can be done in an education setting to support neurodivergent children. The goal is to ensure the progress made is sustainable by building a strong leadership bench and encouraging engagement from younger cohorts. 

Case study drafted with permission from Lloyds Banking Group. 

Lee Brown from Lloyds Banking Group