Virgin Media 02’s Neurodiversity Network was set up seven years ago and is run by volunteers, alongside their day jobs, supported by the employer’s DE&I team.
We look at the ingredients behind its success in this case study.
Leadership support
The network is supported by a dedicated DE&I Partner and this governance model ensures the network has access to a central budget to deliver events, raise awareness and drive education across the organisation.
It also has committed sponsors from the senior leadership in the business; one from the Board, and three across the company’s wider leadership team.
“Their support really helps with both widening the reach of the network, but also to embed neuroinclusion at all levels,” says engineer Louis Graves, Co-Chair of the network.
“It really helps with both getting the message across at all levels of the business, and shows that the business is serious about supporting neurodivergent employees.”
Increasing understanding across the company
Understanding has been increased by working closely with the DE&I team to deliver neurodiversity workshops – not only for leaders, but for anyone in the organisation who wants to learn.
These sessions give employees a safe, open space to ask questions, hear lived experiences, and to challenge some of the stigma that can surround seeking or receiving a diagnosis.
The network also collaborated on creating neuroinclusive meeting guides, and practical toolkits designed to support colleagues who are newly diagnosed or exploring a diagnosis.
“One of the biggest benefits comes from working collaboratively across the workforce”, says Graves. “This cross‑functional approach helps embed neuroinclusion into everyday culture rather than keeping it as a standalone initiative.”
Advice on partnering with leadership
Graves has these tips:
- Bring leaders in early: sharing insights, employee stories, and the ‘why’ behind the work helps leaders understand the real impact and encourages them to become active supporters
- Give leaders clear, practical roles: whether that’s sponsoring an event, championing a campaign, or amplifying messages, leaders are most effective when they know exactly how they can contribute
- Use data and employee feedback: leaders respond well to evidence of what colleagues need and how initiatives are landing. It helps them feel grounded in the reality of the workforce
- Make it a partnership, not a pitch: invite leaders to co‑create solutions, ask questions, and share their own reflections. When leaders feel ownership, momentum grows quickly
“The result of these actions is a much more connected and supportive environment where employees feel seen, understood, and able to thrive and where leaders feel confident and equipped to play their part,” he says.
Other effective actions taken
Graves and his Co-Chair Liann Wintermeyer, a risk and compliance specialist, list the following actions as some of the most impactful so far:
- creating spaces in collaboration with facilities management and interior designers for the company’s new offices leading to developments like a designated ‘library space’ for quiet work, as well as quiet rooms for colleagues who are feeling overwhelmed or over stimulated
- working with the People team to introduce diagnostic assessments for a range of neurodiverse conditions through its private healthcare provider
- making these services also available to partners and children aged six and above if they’re covered under the plan
- working closely with the other ERGs to cover issues such as caring for neurodivergent children/family, neurodivergence in women, supporting neurodivergence in events such as Pride, etc
According to Wintermeyer “when employers recognise [that parenting a neurodivergent child is very different with particular demands] and create space for understanding and support, it makes a real difference”.
The network runs regular ‘cuppa and chat’ sessions with the company’s We Care ERG to discuss various topics.
“Providing this support isn’t a ‘nice to have’,” continues Wintermeyer. “It directly impacts wellbeing, resilience, employee retention and a sense of belonging. When people feel understood and supported at work, they’re better able to thrive both personally and professionally.”
Reasonable adjustments
‘Adjustment Passports’ have proved an effective way to ensure an employee gets the adjustments they need, while keeping the process supportive and non‑intrusive.
This approach works seamlessly with Virgin Media O2’s HR system. If an employee has an adjustment in place and their line manager moves on, or the employee changes roles, the adjustment automatically follows them. The new manager receives an email prompting them to have a conversation with the individual, so nothing gets lost or forgotten during transitions.
Adjustments are automatically reviewed every year, or sooner if the employee requests it.
“It means the support stays relevant, up to date, and genuinely helpful,” says Graves.
The employer’s workplace assessment also enables employees to get access to tools, such as IT accessories and specialist software. Both employees and line managers can also access specific coaching.
Biggest challenges
One of the biggest challenges has been building a consistent approach to neurodiversity because it’s taken time for the ERG to be fully embedded in the organisation. The appointment of a dedicated DE&I Partner has helped on this front.
“Now it is embedded, we’ve been able to share our lived experience and provide counsel on neuroinclusion, whether that’s been healthcare benefits or new office buildings” says Graves.
Biggest tips for setting up a Neurodiversity Network
- clear objectives
- well‑defined roles
Vision for the future
The employer is working towards a future where every employee is able to thrive because inclusion is simply the way that work is done.
As Wintermeyer says:
“That’s why we’ll continue working closely with our ERGs across Virgin Media O2 and beyond to amplify voices, champion equity, and create an environment where everyone feels they belong.”
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