Recueil des bonnes pratiques de neuroinclusion

Overview

Provide short, 15-minute resources to demystify neuroinclusion and clarify the concepts involved. These online modules offer best practices for integrating and supporting colleagues with ADHD, dyslexia, or autism.

In February 2025, Pernod Ricard launched a global campaign to raise awareness about disabilities. The campaign slogan, "It’s all about ConviviABILITY," was chosen to embed the topic within Pernod Ricard’s corporate culture and collective mindset, emphasizing abilities rather than disabilities.

For us, our employees are defined by their aptitudes, skills, and who they are as individuals—not by their health status. "It’s all about ConviviABILITY" encourages everyone to support colleagues living with a disability or health issue, reinforcing the idea that disability does not define capability.

The global campaign features five posters sharing the personal experiences of colleagues with disabilities - some openly, others anonymously.

Recognizing that disabilities are not always visible, these testimonials offer insight into the broad spectrum of disabilities in the workplace, including neurodiversity.

Overview

Awareness-raising and training initiatives that can be tailored to specific roles or audiences, in French and/or English, along with the development of shared tools and resources.

Goal: AI and digital accessibility—breaking down barriers to unlock everyone's potential.

Discover how digital accessibility and AI integrated into our work tools help break down barriers, foster inclusion, and boost everyone's efficiency. An initiative supporting the Siemens P&O 2030 ambition: a more inclusive, equitable, and high-performing environment.

Understand how AI and digital accessibility can assist employees in their daily work, and how tools designed and created for vulnerable individuals can benefit everyone by enabling them to work more easily, efficiently, and inclusively.

A project aligned with the Siemens P&O 2030 strategy: increasing efficiency, fostering inclusion, and improving the work experience for everyone.

Overview

Orange launched the Neuroteam program in 2022, featuring a multidisciplinary team with the goal of facilitating collaboration within teams, raising awareness to mitigate bias and stereotypes, enriching the talent pool, and fostering development and innovation. Sponsored by the HR Director and the CSR Director, the program is underpinned by a manifesto designed to drive the Group's commitment.

Neuroteam provides a space for raising awareness, fostering collective intelligence, and encouraging creativity, enabling the development of proposals to promote neurodiversity among managers, employees, and external stakeholders (partners, clients, suppliers, etc.). It is also a hub for innovation, grounded in the group’s research and a new form of voluntary contribution by neurodivergent employees.

The program’s governance body is a quarterly steering committee that brings together representatives from business lines and country entities, as well as members of our two ERGs.

To raise awareness among the widest possible number of employees, Orange offers, among other initiatives, e-learning modules on "neurodiversity and its implications in the workplace" and "inclusive recruitment," aimed at embracing the unique characteristics of every individual within the workforce, as well as a neurodiversity awareness quiz.

The "Neurodiversity and Workplace Implications" module provides an understanding of neurodiversity, the specific characteristics of different profiles, and the assets they bring to a team.

The "Mastering Inclusive Recruitment" module provides the skills and tools needed to adopt fair and inclusive recruitment practices, thereby fostering the attraction and retention of talent from diverse backgrounds and enabling them to thrive and contribute fully to the team's success.

This training initiative is reinforced by an "inclusive management self-assessment," which invites Orange Group’s 16,000 managers and project leaders to create their inclusive manager profile.

In addition, Orange shares testimonials from neurodivergent employees through an annual "neurodiversity allies" campaign. The goal is to mobilize the entire workforce by equipping employees to understand and actively support their neurodivergent colleagues.

Overview

Regularly offer lectures. Through personal accounts, expert insights, and shared experiences, these webinars provide a better understanding of neurodiversity and different cognitive processing styles.

Understanding, embracing, and valuing the diversity of cognitive functioning:

• Gain a better understanding of neurodiversity and different cognitive functioning styles;
• Move beyond preconceived ideas and avoid oversimplifications;
• Identify more neuroinclusive work practices;
• Provide points of reference for employees, managers, and teams;
• Raise awareness of the support and resources available at Thales.

For the past two years, in response to requests from many employees, this program has expanded to include staff members who are caregivers for neurodivergent individuals and to address the realities of caregiving.

They provide concrete points of reference, help move beyond preconceived ideas, and contribute to sustainable inclusion.

Speaker

Oscar LANGLEY

International coach, author, and speaker; expert in ADHD, ODD, and atypical parenting.

Overview

Drawing on the expertise of the Fédération Française des Dys, FDJ UNITED has developed an educational guide focused on "Dys" disorders to raise awareness of neurodevelopmental disorders within the Group and foster a more inclusive work environment.

The guide, available in French and English, helps dispel misconceptions, fosters a better understanding of the impact of "Dys" disorders in the workplace, and disseminates practical support solutions—both human and technological.

It is part of the comprehensive approach to diversity, equity, inclusion, and the retention of employees with disabilities championed by FDJ UNITED.

Objectif :

• Raising awareness of Dys conditions among all employees
• Raise awareness about the various forms of "Dys" conditions (dyslexia, dysorthographia, dysphasia, dyspraxia, dysgraphia, etc.).
• Provide managers and teams with practical tools for support.
• Promote the recognition of individual needs and the implementation of appropriate accommodations.
• Improve the inclusion, well-being, and performance of the employees concerned.
• Contribute to combating stereotypes associated with invisible disabilities.

The impact:

• The guide adopts an educational approach combining explanations, testimonials, concrete examples, and advice directly applicable to daily professional life, making it easy for managers and teams to adopt.
• FDJ UNITED has chosen to make this guide publicly available. This public release allows for the sharing of best practices beyond the company and raises awareness of "Dys" conditions within a broader ecosystem.

Overview

InVersion is an awareness-raising web series created by Schneider Electric in partnership with the agency L’agenceT by Talentéo. It is aimed at all employees, with a particular focus on managers, HR teams, and work groups. Parts 2 and 3 specifically address learning disabilities (such as dyslexia) and autism, aiming to raise awareness of cognitive diversity, the realities of neurodivergence, and the conditions required for a truly neuroinclusive work environment.

The concept is based on reversing roles and standard norms: so-called "able-bodied" or neurotypical individuals become the minority in an environment designed around different ways of functioning. This shift highlights - with humor and self-deprecation - stereotypes, awkward interactions, and often unconscious mechanisms of exclusion. For parts 2 and 3, Schneider Electric launched an internal call for projects, with employees contributing to the scripts based on real-life professional situations. This collaborative approach enhances the authenticity of the messages and turns raising awareness into a participatory process.

InVersion aims to shift perceptions regarding invisible disabilities, neurodivergence, and cognitive diversity. The series helps employees identify the biases and implicit norms that can disadvantage certain individuals in areas such as communication, recruitment, work organization, and daily interactions. It encourages everyone to examine their practices, discuss needs rather than making assumptions about capabilities, and create more accessible and inclusive working conditions. More broadly, it helps highlight the value that diverse ways of thinking, learning, communicating, and solving problems bring to the collective.

InVersion offers an innovative, accessible, and memorable approach to raising awareness. The use of fiction and humor creates a sense of distance that facilitates discussion on sometimes sensitive topics without making the audience feel guilty. Employee input in writing parts 2 and 3 grounds the scenarios in reality, values ​​their practical expertise, and fosters collective buy-in. The series thus serves as a reusable resource for opening a dialogue about individual needs, workplace accommodations, management practices, and work organization.

It complements Schneider Electric’s other neuro-inclusion initiatives: raising awareness, inclusive recruitment and onboarding, academic partnerships, support for employee groups, and the development of neuro-inclusion coaching solutions. Its award at the 2024 Regards Croisés Festival also confirms the format’s impact beyond the company itself.

Overview

In November 2024, Carrefour Group launched an awareness-raising and training program titled "Reading Difficulties: Finding the Words to Talk About It," aimed at all employees. The program comprises several initiatives: an awareness campaign for all staff, an awareness guide for managers, an educational guide for all employees, digital tools and materials adapted for individuals with dyslexia, and personalized training for employees experiencing difficulties with the French language.

This action plan, aimed at employees experiencing difficulties with the French language, includes:

• We launched an awareness campaign aimed at all company employees. The goal of this internal communication initiative was to break the taboos surrounding reading difficulties, raise awareness of the fact that this issue is a reality within the company, and highlight the role we all play in such situations. A series of eight short sketches illustrating real-life scenarios involving reading difficulties faced by our employees was shared with the entire workforce.
• These short sketches were accompanied by an awareness-raising guide designed to equip managers with the tools to raise awareness, identify issues, and support employees facing difficulties, all while maintaining a supportive and caring approach. All employees also have access to an educational guide outlining the various types of reading difficulties and the internal support system. The sketches were distributed via various internal channels, such as office screens, our internal social network (Blink), posters, and Digiposte inserts.
• Carrefour provides all employees with access to specialized fonts - such as OpenDys - that aid reading, as well as conversion tools that enable text to be converted into speech and vice versa.
• Carrefour assists employees with "Dys" conditions (such as dyslexia or dyspraxia) who wish to obtain official recognition of their disability status (RQTH). Digital tools—such as voice-recognition software—and specialized equipment (including keyboards and digital pens designed for individuals with Dys conditions) have been included in the equipment catalog available to employees for workplace adaptations.
• A personalized, on-site training program in small groups has been created for employees who struggle with French. The course content was developed in collaboration with experts in basic skills training and is tailored to the employees' professional needs. Participation is voluntary and open to everyone.

Overview

Integrated into Capgemini’s broader people manager training, they are equipped with a baseline awareness of neurodiversity, how to respond to employees sharing their neurodivergence, and where to seek additional support for themselves and their employees.

Inclusion comes from the behaviors and actions of the people around us, and the relationship between a manager and their team member is one of the most decisive factors in making neuroinclusion a reality. This initiative aims to make neuroinclusion a standard practice integrated into daily activities, rather than an additional or optional topic.

Delivered by external experts, the training gives an overview of neurodiversity, universal adjustments, and support available. The focus is on how to be approachable for employees to share their neurodivergence, how to respond with respect and understanding, and how to access support if needed – not becoming a neurodiversity expert.

Capgemini don’t expect every manager to be a neurodiversity expert – instead, they focus on how to be approachable for employees to share their neurodivergence, how to respond with respect and understanding, and how to access support if needed. This makes the topic more approachable for people managers, and recognizes that managers may themselves be neurodivergent and require support or adjustments to succeed as people managers.

Overview

Capgemini has adopted universal design principles for its offices – ensuring sensory needs (lighting, noise, textures) are accounted for in space design by default and from the beginning.

The company offers a variety of workspaces to suit different needs.

Capgemini is creating flexible work environments to suit different needs, considering the full range of sensory factors and business needs – enabling colleagues to do their best work.

Quiet Zones are located away from high-traffic areas and equipped with soundproofing solutions, supported by signage outlining the etiquette for minimizing noise. These zones benefit colleagues who need to focus on a task, and neurodivergent colleagues who are sensitive to the noise which may be present in open-plan collaborative workspaces.

Sensory rooms are being created where possible, offering a dedicated space for colleagues to relax and reset in a calming environment – an additional option to the outdoor green spaces incorporated into Capgemini offices wherever possible. These rooms are open to all and are explicitly not bookable for meetings.

The quiet zones are appreciated by all colleagues as a dedicated space for focused work, with users reporting feeling more productive. It is also valued by noise-sensitive colleagues as an option where they don’t have to wear noise cancelling headphones all the time, as this can become uncomfortable for prolonged periods.

Sensory Rooms have proven popular with colleagues – offering a space to decompress and reset when they feel overloaded, contributing to a feeling of better well-being and ability to handle stressful work situations.

Capgemini has faced some challenges, including identifying appropriate spaces for quiet zones and ensuring the rules of the space are clear and respected by all users – for example is it acceptable to answer a call before moving outside the quiet zone or to a booth for the conversation. Sensory rooms have also required more communication than anticipated to ensure colleagues are aware of their existence.

These challenges are being navigated through ongoing dialogue with local teams to find a solution that works for their specific context.

Overview

The inclusive soundscape approach is a workplace design strategy applied to all of Orange’s real estate projects, whether involving new sites, transformations, renovations, or layout modifications.

Its inclusion in the 2025–2027 Agreement on the Employment and Integration of People with Disabilities establishes the audio-guided approach as a cornerstone of real estate accessibility.

The approach is based on a key observation: an environment can comply with acoustic standards while still causing cognitive fatigue, difficulty concentrating, stress, or a sense of discomfort.

This evolution reflects a fundamental shift in perspective: inclusion is no longer viewed as an adjustment made after the fact to address specific individual situations. Instead, it is becoming a structural requirement in the development and design of workspaces.

By incorporating diverse perceptions and sensory sensitivities — particularly those of people with disabilities or neurodivergent individuals — from the outset, the soundscape aims to prevent environment-induced disability and create spaces that are more legible, predictable, and comfortable for everyone.

The inclusive soundscape approach draws on the combined insights of acoustics, psychoacoustics, ergonomics, neuroscience, neuroarchitecture, and universal design.

The challenge, therefore, is no longer merely to reduce noise levels, but to address conversation intelligibility, the predictability of the atmosphere, the clarity of how spaces are used, and the ability for everyone to choose the environment that suits their immediate needs.

In Orange’s workspace design guidelines, disability is no longer viewed solely as an individual characteristic. It also stems from the interaction between an individual and an environment that can either facilitate or hinder their autonomy, comfort, and participation in professional life.

Rather than offering uniform layouts, Orange has designed a range of sound experiences that allow everyone to choose the environment best suited to their activity and their mood at the moment:

• calm, quiet spaces intended for individual work and activities requiring sustained concentration;
• private spaces — suitable for meetings, discussions, calls, and video conferences — which also serve a transitional and acoustic-shielding function;
• vibrant, dynamic, and lively spaces dedicated to meeting, socializing, creativity, learning, and informal collaboration.

To illustrate, meeting rooms that can be booked by any employee — and which may consequently generate higher noise levels—are generally located at the entrance to the office areas, near the elevators.

The layout of these environments is based on careful consideration of flows, transitions, and the relationships between spaces. Active areas are prioritized near entrances and gathering points; quiet zones are set apart from high-traffic routes; and private spaces serve as buffer zones that limit noise propagation.

Consistent sensory cues — colors, contrasts, lighting, materials, signage, and atmosphere —make spaces instantly recognizable and their uses intuitively understandable. They enhance the legibility, logical layout, and predictability of the route, while facilitating wayfinding and the adoption of appropriate behaviors.

This design helps limit cognitive fatigue and better reconcile two essential needs in hybrid organizations: collaboration and concentration. By giving employees greater control over their environment, the soundscape transforms sound —traditionally associated with a nuisance — into a managed element of the atmosphere and well-being.

Each person can move around and choose a space based on their activity, level of concentration, or sensory sensitivities at the time.

Overview

Quiet hours: In 2021, Carrefour introduced in-store quiet hours for autistic customers or those who prefer to shop in a calm environment. Four hours a day are designated as "quiet" in our hypermarkets and supermarkets (meaning no music, and restrictions on public address announcements and the use of cleaning equipment that emits audible signals). This initiative reflects our commitment to addressing the needs of all our customers and improving their shopping experience in our hypermarkets and supermarkets.

Inclusive signage: redesigning store signage to improve visibility and understanding for customers with disabilities. Measures include larger font sizes, enhanced contrast, and the use of pictograms (illustrations representing store aisles) to accompany text. This helps customers navigate the store more easily and reduces the stress and fatigue associated with the shopping experience.

Overview

In close partnership with the "Vivre et Travailler Autrement" association, this program aims to provide employment opportunities for autistic adults with intellectual disabilities — specifically those with severe intellectual disabilities. The initiative indirectly benefits the operational teams at industrial sites (employees, managers, and mentors) as well as the beneficiaries' families.

In 2019, L'Oréal launched the GLORIA program (Faire Grandir L'Oréal par l'Inclusion d'Adultes Autistes — Growing L'Oréal through the Inclusion of Autistic Adults). Its mission is to provide sustainable employment opportunities in mainstream work environments for autistic individuals — a group often far removed from the labor market, given that the unemployment rate for autistic people in France is estimated at 95%. By adapting the work environment and industrial processes, we leverage each employee's individual strengths to foster their social, personal, and professional autonomy.

These individuals currently hold key day-to-day operational roles, demonstrating great versatility in carrying out essential production, quality control, and logistics tasks. At the same time, this initiative facilitates structured skills development, ensuring their employability and fully integrating them into a certification-oriented training pathway — specifically the RAE program (Recognition of Prior Experiential Learning).

Overview

L'Oréal established the Junior Academy, an immersion program that invites neurodivergent ninth-grade students from the Cerene school network to go behind the scenes of an international company through the dynamic lens of digital marketing.

Throughout the year, they actively participate in an educational and practical program that simulates the product creation process, from initial design to launch. A ceremony was held in 2026 to present them with a computer to support their continued studies.

Overview

Nouveaux Collègues is a non-profit employers' association. We bring together employers committed to fostering inclusion in mainstream work environments. We support the professional development of individuals with mental health conditions through local administrative support services. Our goal is to scale up this initiative and increase employment rates in mainstream settings. Supported by AGEFIPH Innovation.

The goal is social integration and recovery through employment.

Nouveaux Collègues and its members foster sustainable employment, strengthen team cohesion, and transform management culture. Fostering inclusion to innovate and grow.

Overview

Weekly visits from an external coach specializing in neurodiversity, available to employees and managers who wish to consult them, to provide specialized support, guide employees, and answer their questions.

In their daily lives, neurodivergent individuals—and those around them — may encounter various challenges, such as: How do I interact with others? How do I adopt the right behavior? How do I get organized and successfully carry out daily activities?

The goal is to provide specialized support and thereby help create an inclusive environment that recognizes and values ​​the strengths of neurodivergent individuals, by offering tailored guidance and fostering a culture of understanding and acceptance.

Helping to unlock the full potential of neurodivergent individuals, to the benefit of the entire organization.

Overview

Support can be provided for all "Dys" conditions. Every employee is unique, and approaches must be tailored to foster an inclusive work environment and enable everyone to reach their full potential.

FDJ UNITED offers solutions to address inclusion challenges for employees with "Dys" conditions. Software specifically designed to make daily tasks easier can be made available to staff. Employees can receive support in identifying and testing the solutions best suited to their professional needs, working styles, and job requirements.

Human Resources offers consultations to employees affected by "Dys" conditions and their managers. These discussions aim to identify specific needs, assess work situations, and implement appropriate support measures. They also serve to raise manager awareness, thereby fostering effective and sustainable support.

When necessary — depending on the impact of "Dys" condititions on professional activities—the Disability Unit provides expertise and mobilizes appropriate resources, in coordination with local HR, the employee, their manager, and other relevant stakeholders.

To offer relevant, personalized accommodation solutions, FDJ UNITED can also draw on the expertise of specialized partners. Their support makes it possible to analyze the employee's needs in light of their specific condition(s) (dyslexia, dyspraxia, dysorthographia, dyscalculia, dysphasia, etc.) and the duties they perform.

This expertise helps identify the most suitable software solutions, organize demonstrations or testing phases, and formulate recommendations to optimize working conditions. The goal is to foster the employee's autonomy and professional efficiency through assistive tools tailored to their specific situation and work environment.

Overview

The first edition of the "Café des Aidants" was launched in May 2026, featuring a comprehensive, practical guide designed to support affected employees — particularly parents of children with "Dys" conditions.

Pernod Ricard has set up a "Caregivers' Café" to enable employees who are caregivers to share their experiences, ask questions, and discover the resources available to them.

For parents of neurodivergent children with learning disabilities (such as dyslexia, dyspraxia, etc.), the goal is to create a space for listening, support, and peer exchange. The inaugural edition attracted interest from 35 employees.

To build on this momentum, a dedicated Teams channel for caregivers has been created to facilitate communication, the sharing of useful resources, and mutual support in daily life.

The goal is to organize at least three coffee gatherings per year for employee caregivers in France.

Concept et parti pris :

The "Cognitive Diversity – Invisible & Complex" network is a voluntary space for listening, mutual support, sharing experiences, and driving action. It acknowledges the natural diversity in how people think, perceive, process information, learn, communicate, and interact. Its approach does not reduce neuroatypicality to a disability; it takes into account the obstacles the work environment can create, without denying the need for support or accommodations where they exist.

Operating principles: confidentiality, respect for individual journeys, non-judgment, the right to participate without disclosing a diagnosis, freedom of speech and the right to withdraw, active listening, and co-construction based on the principle of "nothing about us without us." The network does not make diagnoses or prescribe medical solutions, nor does it replace healthcare providers, HR departments, or Disability Units (where applicable).

Governance

The network is driven by committed employee volunteers and supported by the Inclusion & Care Department. A designated point person acts as the liaison with internal stakeholders and Objectif Neuroinclusion. A quarterly steering committee monitors priorities, actions, and needs, while maintaining a streamlined governance structure to preserve the community's autonomy.

The time commitment remains voluntary and tailored to individual availability.

Target audience:

• Employees who identify as having a neuro-atypical profile (not necessarily linked to a disability);
• Employees wishing to share a personal experience as a caregiver-parent or a professional one, find peer support, or contribute to initiatives;
• Allies wishing to better understand neurodiversity and evolve collective practices within the company.

Objectives:

• Reduce isolation, encourage open expression, and strengthen the sense of belonging.
• Foster a better understanding of different modes of cognitive functioning and deconstruct stereotypes.
• Highlight the skills, success strategies, and contributions of neurodivergent individuals.
• To develop more inclusive management, communication, organizational, and integration practices based on lived experience.
• Refer, where necessary, to the relevant stakeholders and business support mechanisms.
• Contribute to a culture where everyone can express their needs without having to justify or reveal personal information.

Activities and facilitation methods:

• Quarterly community meetings, with an agenda co-created with its members.
• Internal community space for sharing articles, events, testimonials, and resources.
• Webinars and testimonials highlighting real-world examples of innovation, problem-solving, integration, and cooperation made possible by neurodivergence.
• Raising awareness among managers, HR professionals, recruiters, and work teams regarding biases, clear communication, flexibility, and personalized onboarding.
• Real-life trials: adaptation of the onboarding process, work organization, scheduling, sensory environment, and tools or human support based on needs.
• Integration with the internal ecosystem: Disability Mission, occupational health and prevention services, HR, managers, accessibility resources, and specialized support.
• External outreach through participation in the Objectif Neuroinclusion collective, to co-develop guidelines, share practices, and accelerate cross-company transformation.

Contributions and initial lessons:

• A safe space where people can interact without being reduced to a label.
• A better understanding of the potential discrepancies between the work environment and individual needs.
• Highlighting skills that are sometimes not readily apparent: systems thinking, creativity, analytical ability, attention to specific details, or complex problem-solving.
• Concrete avenues for improving onboarding, communication, cooperation, and job retention.
• A more mature dialogue between lived experience, management, occupational health, disability, and sustainable performance.

Key success factors and points to watch:

• Start from expressed needs, rather than a fixed definition of neuroatypicality.
• Directly involve the people concerned in the design, facilitation, and evaluation.
• Avoid generalizations: the same diagnosis does not result in the same needs, strengths, or lived experiences.
• Avoid idealizing: value talents without downplaying the difficulties, fatigue, discrimination, or need for adjustments.
• Distinguish between peer-support and professional expertise: train facilitators in active listening and designate clearly identified professional points of contact.
• Make the environment accessible by default: explicit communication, clarified expectations, materials prepared in advance, reasonable flexibility, and a variety of participation methods.

To inspire other companies: a replicable model

1. 1. Listen: anonymously gather needs and identify relevant volunteers;
2. 2. Define the scope: establish the purpose, confidentiality, network boundaries, and professional points of contact;
3. 3. Co-construct: choose the name, priorities, and initial formats together with the members;
4. 4. Keep the launch simple: an internal community, an initial meeting, and one useful action are enough to get started;
5. 5. Equip the ecosystem: raise awareness among managers, HR, and teams, and facilitate individualized adjustments;
6. 6. Measure without labeling: track utility, participation, and the evolution of practices - never diagnoses;
7. 7. Scaling up: sharing learnings - including challenges - to advance the entire ecosystem.

Our belief

Neuroinclusion does not rely on a single solution, but rather on a collective capacity to listen, adjust, and learn. Every company can start at its own level. By sharing both our successes and our trial-and-error experiences, we can accelerate the creation of work environments where neurodivergent individuals no longer have to choose between protecting themselves and contributing fully.