E.ON has chosen to expand its collaboration with auticon to create a more neuroinclusive workplace. The initiative is part of the company’s strategy to ensure an inclusive working environment, where everyone can contribute to their full capacity. We met with Lisa Milesson who is in charge of this strategic initiative at E.ON.
Since 2021, E.ON has engaged a number of consultants from auticon. Auticon is a unique IT solutions provider. It exclusively only employs consultants with autism. When Lisa Milesson learnt that auticon also offered neuroinclusion services, she saw an opportunity to further develop the collaboration.
“Our collaboration gives E.ON access to a toolbox to build a more inclusive workplace,” says Lisa. “It advances our diversity efforts.”
For Lisa, who has been responsible for the company’s diversity and inclusion work for the past three years, neurodiversity is a natural part of that responsibility. Discussions about diversity often focus on gender and ethnicity, but neurodiversity is also an important area to address. The goal is to systematically embed a neuroinclusive perspective within the organisation.
“When you work in a neuroinclusive way, it automatically becomes inclusive for everyone,” Lisa explains. “You work in a way that takes into account how people process information and interpret their surroundings.”
At E.ON, working with inclusion is a strategic decision aimed at increasing psychological safety, which in turn has a positive impact on performance.
“When people feel safe, they perform very well. And that is exactly what we want.”
Lisa believes it is important to link initiatives to strategy and business value. She also emphasises the importance of choosing a supplier with practical experience.
“There are several perspectives on why we are driving this work, but above all it is a strategically important issue. Auticon has a unique area of expertise that should not be underestimated.”
All people have different cognitive profiles. We process information and learn in different ways. At auticon, this perspective is central. The focus is on shaping processes that work for all brains. Amongst these cognitive profiles are neurodivergent profiles which include people with autism, ADHD, or dyslexia.
In an internal survey, 20 per cent of E.ON’s employees stated that they identify with a neurodivergent profile. Lisa was not surprised by the result, but notes that there are clear benefits to having asked the question.
“There is real power in putting numbers to it,” she says. “It provides a clear answer on why this work matters.”
A greater understanding of neurodiversity shifts the focus to employees’ different strengths. It is not about diagnoses, but about creating conditions in which everyone can contribute to their full capacity.
“If we can increase the understanding of our differences by working in a more neuroinclusive way, we also create a more innovative working environment,” Lisa explains.
This strategic initiative began with a maturity assessment. During the assessment, auticon’s advisers worked together with E.ON. They reviewed the organisation’s processes, routines, as well as the organisational and social environment. The purpose is to assess how well the workplace is adapted for people with different cognitive profiles. The results are rated on a scale from 0 to 4.
“Several of our leaders say they can see that they have individuals in their teams who approach things differently. But they do not know how to support them. They lack the necessary knowledge.”
E.ON has now initiated a systematic effort. It is focused on increasing the organisation’s neuroinclusion maturity through concrete actions. As part of the collaboration, E.ON has developed a three-year plan. It includes several objectives and activities designed to contribute to a higher level of maturity.
Amongst other things, 25 per cent of managers will become certified as neuroconfident managers. These are leaders who are able to confidently lead and support employees with different cognitive profiles.
“We are also building a page on our intranet where we will gather lectures, articles, and tools that employees can try out,” Lisa explains.
E.ON will also train around 30 ambassadors who can support managers. In addition, they will evaluate a selected number of office environments to assess how well it meets different needs. In the coming year, central HR processes will be reviewed and adapted. These include recruitment, onboarding, and performance reviews.
At its core, the collaboration with auticon is about creating a workplace where everyone has the space and conditions they need to contribute their strengths. It also creates a platform for dialogue. Lisa notes that everyone benefits from these conversations, particularly when it comes to autism, which she feels is surrounded by many misconceptions.
“Something special happens when we start talking about this… When someone can explain how it works and others realise that this is merely a different way of thinking. We need to talk about this from multiple perspectives.”
There is strong curiosity about the brain and how it works. The main challenge has instead been a lack of time, especially amongst managers who are already under significant pressure. Lisa emphasises how important it is to plan for how the different initiatives are communicated internally.
She is proud of the level of engagement from senior leadership, managers, and employees alike.
“It is a topic that resonates with many people. The feedback has been overwhelmingly positive.”