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1、Neurodiversity and the Workplace in Singapore:Unlocking Potential March 2025 By Sunil Chandrasekhar,Shobhit Shubhankar,Lee Jia Lin,Benjamin LeeBoston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities.BCG

2、was the pioneer in business strategy when it was founded in 1963.Today,we work closely with clients to embrace a transformational approach aimed at benefiting all stakeholdersempowering organizations to grow,build sustainable competitive advantage,and drive positive societal impact.Our diverse,globa

3、l teams bring deep industry and functional expertise and a range of perspectives that question the status quo and spark change.BCG delivers solutions through leading-edge management consulting,technology and design,and corporate and digital ventures.We work in a uniquely collaborative model across t

4、he firm and throughout all levels of the client organization,fueled by the goal of helping our clients thrive and enabling them to make the world a better place.SG Enable,the focal agency for disability and inclusion in Singapore,enables persons with disabilities to live,learn,work and play in an in

5、clusive society.The agency creates equitable opportunities for persons with disabilities through thought leadership,sustainable social innovation and impactful partnership.Guided by its core values of professionalism,innovation and empathy,SG Enable envisions a more inclusive Singapore and enabled l

6、ives.Set up by the Ministry of Social and Family Development in 2013,it is a registered charity and an Institution of a Public Character.SG Enable recognises the broader scope of neurodiversity in this report.We have contributed our knowledge and expertise in employment for persons with autism,in li

7、ne with our mission to enable persons with disabilities as set out in Singapores Enabling Masterplan 2030.For more information on SG Enable and its support for disability-inclusive employment,visit www.sgenable.sg/employment.Supported by:BOSTON CONSULTING GROUP 1Executive summary Neurodivergenceenco

8、mpassing conditions like attention deficit hyperactivity disorder(ADHD),dyslexia,and othersis more common than many would expect,with an estimated one in five individuals globally identifying as neurodivergent.1 Embracing workplace neurodiversity is not only an opportunity to unlock unique strengths

9、 like analytical precision,deeper focus,and heightened empathy,but also a pathway to fostering an inclusive and collaborative culture that benefits all employees.While significant progress has been made in Singapore,surveyed neurodivergent individuals have indicated there is opportunity for Singapor

10、ean workplaces to provide additional support2.By strengthening support measures towards more inclusive workplaces,Singaporean employers will be able to leverage the creativity,resilience,and unique problem-solving abilities of individuals with neurodiverse conditions.Additionally,only 49%of neurodiv

11、ergent employees disclose their conditions to employers3,often due to fear of social stigma or career repercussions.This lack of disclosure further perpetuates a vicious cycle where employers remain unaware,and support measures unimplemented.Addressing these gaps starts with leadership commitment,wh

12、ich is vital for spreading awareness,strengthening affiliation,establishing systematic changes and,subsequently,embedding neurodiversity as part of an organizations DNA.Notably,Singaporean employers are uniquely positioned to lead this transformation,given increasing government support and partnersh

13、ip opportunities with institutions.By embracing neurodiversity,businesses can create inclusive environments that drive innovations and unlock the full potential of the workforce.1 Doyle,N.(2020).Neurodiversity at work:A biopsychosocial model and the impact on working adults.British Medical Bulletin,

14、135(1),108125.https:/doi.org/10.1093/bmb/ldaa0212 BCG Survey on employees with neurodiverse conditions(2024)based on question“Which of these would be most helpful to you as a neurodivergent employee at work?;Which of the following activities/policies does your workplace have?”;n=753 BCG Survey on em

15、ployees with neurodiverse conditions(2024)based on question“Who,if anyone,have you told at work about your health condition?”;n=75BOSTON CONSULTING GROUP 2Understanding neurodiversityThe widespread prevalence of neurodivergence is partly attributed to a cultural shift toward recognizing and embracin

16、g neurodiversity in recent years.Search results for neurodiversity increased tenfold over the past five years,while search trends related to self-identification as neurodivergent have tripled in the same timeframeboth serving as indicators of growing acceptance,awareness,and exploration of diverse c

17、ognitive experiences.5At the same time,high-profile global champions such as Microsoft founder Bill Gates acknowledging his own dyslexia have helped destigmatize and normalize neurodivergence.The collective shift gradually opened the door to a broader awareness of neurodiverse conditions.This has be

18、en further supported by a broadening diagnostic category of conditions,with greater understanding and more inclusive categories of assessment,leading to increasing diagnosis of ADHD,autism,and similar conditions.4 Doyle,N.(2020).Neurodiversity at work:A biopsychosocial model and the impact on workin

19、g adults.British Medical Bulletin,135(1),108125.https:/doi.org/10.1093/bmb/ldaa0215 Google Trends,Google Book Ngram.(n.d.).Retrieved from Google Trends,Google Book Ngram:https:/ has been gaining recognition in the growing drive to understand the natural differences in how people think,learn,and proc

20、ess information.Coined in the late 1990s,the term encompasses conditions such as autism,attention deficit hyperactivity disorder(ADHD),and dyslexia.As the term neurotypical describes individuals whose cognitive function falls within the prevalent societal norm,neurodivergent describes those whose co

21、gnitive function diverges from these norms.The specific experiences of neurodivergent individuals are uniquely personal,and there is no requirement for an official medical diagnosis to be considered neurodivergent.An estimated one in five4 of the global population could be categorized asneurodiverge

22、ntThis remarkable statistic highlights just how common neurodivergence is globally.In fact,it is more common than other widely recognized diagnoses such as diabetes or asthma.Exhibit 1.Exhibit 1:Estimated prevalence of neurodivergence conditions as compared to other common diagnoses 3 NEURODIVERSITY

23、 AND THE WORKPLACE IN SINGAPORE:UNLOCKING POTENTIALWe see a similar evolution of understanding and engagement with neurodivergence in Singapore.There was a 60 x increase in search interest in Singapore on the topic of neurodiversity from 2019 to 2024.Additionally,we see that Singapores engagement wi

24、th the topic of neurodiversity positions it at the progressive forefront of Southeast Asia,with analysis of a 20-year period ranking Singapore eighth globally in usage of the search term neurodiversity,seventh for Do I have ADHD,and seventh for Do I have autismthe most prominent in Southeast Asia,an

25、d a clear reflection of interest in the topic6.Why should employers care about workplaceneurodiversity?6 Google Trends.Retrieved from Google Trends:https:/.my/trends/7 BCG Survey on employees with neurodiverse conditions(2024)based on question“Have you disclosed your neurodiverse condition to your e

26、mployer?”;n=75Embracing neurodiversity can provide significant value to businesses in Singapore,unlocking new strengths,fresh talent pools,and enhancing overall culture.Unlock unique neurodivergent strengths.Neurodivergent individuals bring unique strengths that can transform workplaces in the way t

27、hey address problems or deliver solutions.Exhibit 2.By recognizing these abilities,companies can unlock innovation,improve performance,and gain a competitive edge.The value of neurodiversity in the workplaceExhibit 2:Examples of how each neurodiverse condition can bring about unique strengths and at

28、tributes to the workplaceDespite the growing incidence of neurodiversity,employers often underestimate the prevalence of neurodivergence in the workplace by half since only 50%of employees disclose to managers that they are neurodivergent.7 The poor visibility means businesses lose out on a substant

29、ial opportunity to support and uplift a portion of their workforce to reach their full potential,missing out on the array of unique capabilities and strengths that neurodivergent workers bring to the workplace.Each neurodiverse condition brings unique strengths and capabilities that neurotypicalindi

30、viduals do not exhibit;examples of capabilities that a neurodivergent individual has BOSTON CONSULTING GROUP 4Neurodiverse employees with autism may excel in pattern recognition,detail orientation,and deep focus,enhancing problem-solving and innovation.Those with ADHD may leverage hyper-focus for hi

31、gh-speed,precise work,adapt quickly,and embrace risk in dynamic environments.Dyslexic employees may demonstrate strong emotional intelligence,strategic thinking,and mechanical aptitude.These unique strengths highlight the benefits of neurodiversity in the workplace.Access to an untapped talent pool.

32、Around 42%of employers globally expect talent availability during recruitment to decline between 2025 to 2030.8 Especially in Singapore,83%of employers reported difficulty finding the skilled talent they needed in 2023 and 42%started looking at alternative talent pools.9 To address this,employers ca

33、n consider tapping into the neurodivergent individuals(or PWDs more broadly)as a source of potential talent if they have the right support systems available.Build an inclusive culture for sustained success.The journey of embracing neurodivergence promotes a culture of inclusive understanding and col

34、laboration which translates to lower attrition,enhanced productivity,and stronger collaborationChallenges faced by neurodivergent employees in traditional workspacesShould companies persist in designing workspaces around neurotypicality,neurodivergent individuals might face certain challenges that i

35、nhibit their effectiveness and wellbeing at work.Exhibit 3.Such challenges are real and prevalent among existing Singaporean workplaces Almost two thirds(62%)of respondents highlighted being misunderstood as having a poor attitude because of neurodivergence,and more than half cited lack of accommoda

36、tive policies and a sense of fear or isolation at work.Exhibit 4.8World Economic Forum.(2025).The Future of Jobs report 2025.9ManpowerGroup.(2023).Singapore Talent Shortage Report 2023Exhibit 3:Four categories of challenges that neurodivergent employees might face at workWithout support,neurodiverge

37、nt employees face challenges that impact their working experience across four broad categories5 NEURODIVERSITY AND THE WORKPLACE IN SINGAPORE:UNLOCKING POTENTIALExhibit 4:Percentage of neurodivergent employees in Singapore who recognize certain challenges in their workplaceOpportunities to Provide A

38、dditional Employer Support for Neurodiversity in SingaporeDespite the growing prevalence of neurodivergence and immense potential benefit to organizations,there remains an opportunity for employers to further enhance workplace accessibility for neurodivergent employees.Our findings indicate that gre

39、ater efforts can be made to align workplace support measures more closely with the critical needs identified by neurodivergent employees.Exhibit 5.Greater efforts are required to align what neurodivergent employees need to succeed with employers existing initiatives and communication of support meas

40、uresPercentage of respondents that either agree/strongly agree that these are key challenges faced in the workplace as a neurodivergent employee in SingaporeExhibit 5:Percentage of neurodivergent employees in Singapore who perceive gaps in availability of support measures in Singaporean workplacesBO

41、STON CONSULTING GROUP 6At least 64%of neurodivergent employees surveyed do not have or are unaware of certain support measures available in their workplace,rising to 90%and more for measures like tailored career pathways or affiliation groupsFor instance,neurodivergent employees highlight reasonable

42、 accommodations as the most essential support measure,but while 99%believe these measures would be helpful,just 33%say they are available and 24%available to an acceptable standard.Channels to disclose(79%)is another key measure,but only 35%of employees indicated they had access.These findings indic

43、ate that while certain support measures like disclosure channels may or may not have been implemented by Singaporean workplaces,there is a general lack of awareness of their existence,hence emphasizing the need for greater communications on inclusive support measures.Disclosure rates as a reflection

44、 ofworkplace supportDisclosure is a personal choiceand should be kept so.75%of employees prefer a voluntary disclosure policy over a mandatory one as it protects their rights to share when they are readyto.Exhibit 6.The onus is on employers to create an inclusive environment with the appropriate sup

45、port for neurodiversity through tangible,structured support systems.This support means neurodivergent employees will feel safe sharing their conditions or asking for help at work.If neurodivergent employees dont feel comfortable sharing this information,then employers lack the oversight to recognize

46、 the importance of implementing these measurescreating a vicious cy-cle of challenges for both employer and employee.Less than half of neurodivergent employees surveyed had disclosed their condition primarily to their direct managersDisclosure rates do vary by employee conditionemployees with relati

47、vely hidden conditions like ADHD(i.e.,more internal symptoms that can also be masked by medication)are less likely to disclose than those with comparatively more observable traits,such as dyslexia and autism.The most common reason for non-disclosure is fear of repercussions and strained relationship

48、s.More than half of neurodivergent employees surveyed cited concerns about how disclosure might impact their career paths or relationships with colleagues as a top challenge.Exhibit 7.This is likely why 75%of neurodivergent employees prefer a system of voluntary disclosure.This underscores the criti

49、cal importance of fostering an inclusive and supportive workplace where employees feel safe to share their needs without fear of judgment or disadvantage.Exhibit 7:Percentage of neurodivergent employees in Singapore who agree with selected reasons explaining the lack of disclosure of neurodiverse co

50、nditions to Singaporean employersExhibit 6:Percentage of neurodivergent employees in Singapore who have disclosed to their managers Fear of influence on career and interpersonal relationships are key reasons for non-disclosure,highlighting the critical need for inclusive and supportive workplaces7 N

51、EURODIVERSITY AND THE WORKPLACE IN SINGAPORE:UNLOCKING POTENTIALHow are global firms implementing neurodiversity support today?Major companies are increasingly focusing on workplace inclusivity,reflecting growing recognition of the importance of inclusive spaces.In 2013,SAP launched its Autism at Wo

52、rk programone of the worlds foundational programs for neurodiverse employmentand today has over 100 talents with neurodiverse conditions,and a 90%retention rate.Financial giant J.P.Morgan Chase launched its program in 2015,and has grown to over 150 employees in eight countries with a 99%retention ra

53、te.Building this level of support is not an overnight feat.We see four distinct maturity stages along the evolution of support for neurodiversity that indicate where a company is.Exhibit 8.Exhibit 8:Evolution curve of employers embracing neurodiversity support measuresFour core elements for a neurod

54、iversity strategyAs companies mature in their workplace support measures for neurodiversity,this evolution is often guided by changes to four core elements:Leadership Champions,Community&Affiliation,Structural Offerings&Policies,and Career Pathways.Exhibit 9.Exhibit 9:List of core elements needed to

55、 move organizations up the maturity curve in its neurodiversity support Four core elements guiding employers neurodiversity strategyBOSTON CONSULTING GROUP 8These four elements provide a framework that will empower individuals with neurodiverse conditions and build a foundation of mutual understandi

56、ng and support across a business.Different industries and organisational sizes may require tailored approaches for each core element.The case studies that follow highlight measures implemented by local and global firms that follow these core elements;further details can be found in the appendix.Ulti

57、mately,the stage of a companys maturity in supporting neurodivergent talent is defined by how embedded these four core elements are within the organization.Exhibit 10.Progressing from a Change Catalyst to Inclusion Champion reflects deepening engagement and growing adoption of the four core elements

58、 within an organization.Leadership sponsorship is key and runs as a backbone across all levels of maturity.Creating Community and Affiliation is the next step,and engenders a more welcoming atmosphere for neurodivergent employees,while Developing Structural Offerings and Policies such as disclosure

59、channels reflect an evolution to become a Trusted Ally.Lastly,as a firm becomes more mature,it is ready to establish more systemic changes like mentorship programs or neurodiversity-specific work placement programs.A true Inclusion Champion has embedded all four elements as part of their companys DN

60、A,delivering comprehensive support as part of a genuinely inclusive organization.Exhibit 10:Stages along the evolution curve mapped to degree of core element embedmentMapping stages along the evolution curve to how embedded each core element is In an ideal world,this is how progression towards best-

61、in-class neurodiversity inclusion happens;in practice,companies might choose different elements based on their focus areas or resource limitations at the time9 NEURODIVERSITY AND THE WORKPLACE IN SINGAPORE:UNLOCKING POTENTIALIntegrate Diversity into Purpose.Businesses that recognize neurodiversity a

62、s a strategic asset can unlock new opportunities for innovation,talent acquisition,and inclusive growth.Creating an environment where both neurodivergent and neurotypical individuals thrive requires embedding neurodiversity into the core values of the organization.By doing so,companies move beyond m

63、ere compliance and towards a purpose-driven approach that enhances performance and engagement.Assess the Baseline.Establishing a clear understanding of the organizations starting point is critical for developing an effective neurodiversity strategy.Conducting an anonymous company-wide survey can pro

64、vide valuable insights into employee perceptions,awareness levels,and existing challenges.These findings serve as a benchmark for progress,allowing businesses to evaluate their standing relative to industry peers,align with best practices,and identify key areas for improvement.An inclusive path forw

65、ardWe have developed a path forward that lays out the eight elements of an inclusive organization that can help companies set themselves up for success.Case study 1:Deutsche BankDeutsche Bank has been a pioneer in recognizing and supporting neurodiversity as a cornerstone of workplace inclusion,with

66、 its introduction of work placement programs for Persons with Disabilities(PWDs)10 years ago.Since then,it has launched various initiatives to further accelerate inclusivity.dbEnable is Deutsche Banks flagship employee resource group that focuses on promoting disability inclusion including hiring,de

67、veloping talent,and creating a more inclusive and accessible workplace.The bank also launched the Neurodiversity Work program,an internship program in partnership with Autism Resource Centre to give a head start to neurodiverse talent.Another notable collaboration is with SG Enable,aimed at providin

68、g a talent pipeline through an internship program specifically catered for persons with disabilities.Deutsche Bank is also a founding member of the Singapore Business Network on DisAbility,which promotes advocacy and best practices for workplace inclusivity.Spotlight Program:Collaboration with Autis

69、m Resource CentreOne of Deutsche Banks most impactful initiatives was to launch a tailored work placement program for individuals with autism to provide both employment and on-the-job learning opportunities.Its objective was to unlock potential in a widely untapped talent pool and reinforce a more e

70、mpathetic and kinder company culture.Deutsche Bank has been deeply engaged in ensuring a seamless journey,with key program highlights such as:Thoughtful job design:Working closely with the Autism Resource Centre(ARC)to carve out job tasks and responsibilities that amplify the strengths of each neuro

71、divergent individual.Management training:Ensuring middle management with skills to support neurodivergent employees effectively in their day-to-day.Tailored onboarding process:Unique onboarding process,interns get to familiarize themselves with the office environment and job expectations through job

72、-shadowing before their start date.Job coaching:Professionals who work directly with interns are trained to provide onsite job support and guidance.Job coaches help interns navigate the workplace,offering real-time assistance and ensuring that individuals are able to build confidence in their roles.

73、These programs have benefited 50 to 60 persons with disabilities(PWDs)over the years and show potential for long-term sustainabilityaround 20%-25%of participants receive either contract extensions or conversion opportunities.9 NEURODIVERSITY AND THE WORKPLACE IN SINGAPORE:UNLOCKING POTENTIALBOSTON C

74、ONSULTING GROUP 10Case study 2:Visa Recognized as one of Fortune Magazines Worlds Most Admired Companies for 2024,Visa is celebrated for fostering a safe and productive working environment for employees and maintaining an inclusive environment with equal opportunity for all.This allows employees wit

75、h disabilities to request accommodations via safe and confidential channels provided by Visa,fostering a culture of trust and inclusivity that helps encourage employees to seek help.Visas efforts on neurodiversity have evolved from its broader focus on accessibility and include office accessibility

76、audits and the 2022 establishment of the“Viable”-the Employee Resource Group for disability in Asia-Pacific which as of 2025 has now grown to 380+active members.The company has also launched several initiatives like“Power of Conversations”where individuals share their experiences with neurodiversity

77、,company-wide awareness sessions on neurodiversity and available coaching support not only for employees who have neurodiverse conditions,but also for those in the role of parents or caregivers to individuals with neurodiverse conditions,and their dependents.Visa leads by embedding support and resou

78、rces into existing processes and focuses on helping all employees,whether neurotypical or with neurodiverse conditions,to feel empowered at work.Some examples include:Inclusive leadership training with focus on neurodiversity,driven by business need:Visa integrates inclusive leadership training into

79、 its regular manager development programs.This training can be further enhanced when business function“champions”prioritise neurodiversity as a focus area during their annual strategy planning,guided by employee and business feedback.Working with business unit leadership and HR,the champion then dev

80、elops an action plan to execute initiatives and provide resources or training around neurodiversity.This approach creates a more accessible working environment that respects non-disclosure preferences of employees with neurodiverse conditions while building manager and employee competencies on this

81、topic.Normalised“team norms”conversations to express required working style accommodations:When new team members join,the team is encouraged to share working,communication,and feedback styles to ensure incorporation and awareness of different working styles.This allows anyone-including individuals w

82、ith neurodiverse conditions-to share preferences and boundaries,without the pressure of disclosing.Define a Long-Term Vision.A structured approach is necessary to drive sustained impact.Businesses should outline a clear vision for neurodiversity initiatives,defining milestones for the next one,three

83、,and five years.This vision should be supported by a detailed roadmap with time-based objectives to ensure continuous progress.Aligning these efforts with broader corporate strategies will help embed neurodiversity as a long-term business priority rather than a standalone initiative.Secure Leadershi

84、p Commitment.For neurodiversity efforts to gain traction,leadership buy-in is essential.Senior executives must be engaged early in the process to ensure alignment between strategic goals and operational execution.By demonstrating a commitment to neurodiversity at the highest levels,organizations can

85、 foster a culture of accountability and drive meaningful change across all departments.Operationalize Neurodiversity Initiatives with Accountability.With a clear strategy in place,businesses should focus on execution by assigning responsibilities and integrating neurodiversity objectives into perfor

86、mance management systems.Establishing accountability ensures that these initiatives are not seen as optional but are embedded into everyday operations.Linking progress on neurodiversity goals to performance reviews and incentives can further reinforce their importance.Develop Team Champions.Sustaine

87、d success requires a dedicated team to champion neurodiversity efforts.Organizations should establish a task force composed of passionate advocates with clearly defined roles and responsibilities.These champions will play a crucial role in driving awareness,facilitating initiatives,and ensuring alig

88、nment with organizational priorities.11 NEURODIVERSITY AND THE WORKPLACE IN SINGAPORE:UNLOCKING POTENTIALBuild Firm-Wide Awareness.Neurodiversity should not be confined to a select group but should be integrated into the broader corporate culture.Businesses should leverage internal communication cha

89、nnels such as newsletters,email campaigns,and training programs to educate employees about neurodiversity and its benefits.A well-in-formed workforce is better equipped to foster an inclusive and supportive environment.Track Progress Through Metrics&Insights:Measuring the effectiveness of neurodiver

90、sity initiatives is essential for continuous improvement.Organizations should establish key performance indicators(KPIs)to track employee engagement,participation levels,and satisfaction among neurodivergent employees.Implementing a dashboard to monitor these metrics will promote transparency,facili

91、tate informed decision-making,and ensure alignment with business objectives.Progress is not a straight line,but a self-reinforcing cycle of evolution.It is imperative to iterate and refresh the process based on new feedback,emerg-ing needs as well as other macro trends.Singaporean employers have acc

92、ess to a robust network of agencies,advocacy groups,and institutional support to facilitate the integration of neurodivergent individuals into the workforce.Various initiatives and programs have been established to assist businesses in fostering inclusive workplaces and optimizing job roles to bette

93、r support neurodivergent employees.For example,the Open Door Programme(ODP)administered by SG Enable provides grants to employers to redesign jobs,support course fees,and enable recruitment and job support services that attract and retain talents with disabilities.Skilling institutions also play a c

94、rucial role in supporting workforce integration.Under the ODP,the Job Placement and Job Support(JPJS)services administered by SG Enable and Social Service Agency(SSA)partnersAutism Resource Centre,Movement for the Intellectually Disabled of Singapore(MINDS),and Society for the Physically Disabled(SP

95、D)-provide job matching,post-placement on-site job support to help these jobseekers adjust into their new role,and advise employers on adapting job tasks and the work environment to better suit the needs of employees with disabilities.Beyond direct employment support,enterprise ecosystems offer addi

96、tional avenues for shared learning and collaboration.The Singapore Business Network on Disability fosters a community of employers committed to workplace diversity,providing access to best practices,peer learning opportunities,and strategic guidance on building an inclusive workforce.By leveraging t

97、hese resources,businesses can take proactive steps toward creating workplaces that embrace neurodiversity,ensuring sustainable employment opportunities while driving innovation and inclusivity.BOSTON CONSULTING GROUP 12Case study 3:Singapore enable support for employers neurodiversity strategiesSG E

98、nable is the focal agency for disability and inclusion in Singapore.One of SG Enables key specializations is in building the disability-inclusive employment ecosystem to ensure persons with disabilities can access fair and equitable opportunities at work.The specialist agency in disability-inclusive

99、 employment,SG Enable drives initiatives through the 3R approachReady Persons with Disabilities,Ready Employers,and Ready Environment.SG Enable has a full suite of schemes,grants,and resources supporting companies on this journey towards becoming disability inclusive employers.It also launched the E

100、nabling Mark in 2020 to address the lack of a local accreditation framework and benchmark for employers to measure and enhance disability inclusiveness.Exhibit 11.It provides employers with a structured framework to implement inclusive practices and identifies strengths and areas for improvement.To

101、date,257 companies have been accredited,reflecting a growing commitment to inclusive employment in Singapore.The Enabling Mark seeks to:Incentivize organizations to build a positive corporate image with disability-inclusive hiring.Inspire employers to adopt the best practices in building an inclusiv

102、e workforce with leading organizations serving as role models.Inform and support organizations as they improve their inclusive employment practices.This is underscored by five core principles:Enabling Mark addresses physical,sensory,and intellectual disabilities,and primarily focuses on autism in it

103、s neurodivergent support.By encouraging companies to adopt inclusive hiring practices and clearly articulate their commitment to employing persons with disabilities,Enabling Mark helps expand the talent pool,increasing the likelihood of disability-inclusive employment.In turn,this contributes to Sin

104、gapores EMP2030 goal of achieving a 40%employment rate for persons with disabilities.While Enabling Mark has more direct applications for inclusive measures for those with autism,its broader practice recommendations can also be applied to accommodate other neurodivergent conditions.Exhibit 11:Enabli

105、ng Mark Framework13 NEURODIVERSITY AND THE WORKPLACE IN SINGAPORE:UNLOCKING POTENTIALConclusion:Opportunity to build a more inclusive workplace environmentOur study suggests that Singaporean companies have the opportunity to enhance their support measures in order to foster a more inclusive workplac

106、e environment.Neurodivergent employees bring valuable,often niche skills,and as such enhancing neurodiversity strategies can provide a path to capture untapped talent which can in turn unlock financial,cultural,and workforce benefits for a company.While improvements have been made in recognizing neu

107、rodiversity in recent years by the Singapore government and agencies,there remains room for Singaporean employers to further strengthen their efforts.There are still opportunities to improve workplaces that are designed around neurotypical norms,which may make it challenging for neurodivergent emplo

108、yees to access the support they need to thrive.Low disclosure rates suggest that some employees challenges may go unnoticed or unaddressed.By fostering more inclusive environments,employers have the opportunity to better support all employees,unlock untapped potential,and enhance overall workforce p

109、erformance.Singapores employers need to implement structural enablers and engage with institutional supporters to create better outcomes for all.Ultimately,these steps not only create better outcomes for neurodivergent employees,but contribute towards developing stronger,more innovative,and financia

110、lly successful organizations.BOSTON CONSULTING GROUP 14MethodologyThe findings of this report were informed by a survey of neurodivergent individuals and interviews with subject experts.The survey collected the responses of 75 neurodivergent individuals based in Singapore.Of the respondents surveyed

111、,85%were medically diagnosed as neurodivergent and 15%had self-diagnosed.Respondents included those with ADHD,dyslexia,and autism,and worked in companies varying from less than 200 employees to over 10,000 employees.Demographically,there was a 60-40 male/female split.The majority(44%)of employees we

112、re aged 25-34.Our findings supported by survey-driven insights15 NEURODIVERSITY AND THE WORKPLACE IN SINGAPORE:UNLOCKING POTENTIALAppendixWorkplace Support MeasuresWorkplace support measures are widely leveraged by leading firms in Singapore and around the globe.These measures are assessed within th

113、e four core elements of inclusive workplace practice,including Leadership Champions,Community and Affiliation,Stuctural Offerings and Policies,and Career Pathways.BOSTON CONSULTING GROUP 16BOSTON CONSULTING GROUP 16About the AuthorsAcknowledgementsWe would like to thank the SG Enable team for suppor

114、ting the creation of this white paper.We would especially like to acknowledge Ms Ku Geok Boon(Founding CEO,SG Enable,2013-2024)for her valuable insights on SG Enables 10-year journey to establish an ecosystem of employment support for persons with disabilities.We would also like to thank Dr Haslina

115、Mohamed Hassan(Board Director,SG Enable)and Ms.Cynthia Leow(Senior Director,Ministry of Social and Family Development)for their contributions during the development of this paper.Additionally,we would like to thank Hemavalli Padmanathan,Sheela Narayanan,Peh Qiuting,Hsu Zhong Wei,and Lim Wan Qi for t

116、heir contributions to this paper.Companies can partner with SG Enable to learn more about disability-inclusive hiring and receive resources,con-sultancy services and grant.To find out more,visit www.sgenable.sg/employmentIn addition,the authors would like to thank the following companies for their t

117、ime in sharing about their respective workplace support measures:Deutsche Bank,HSBC,the Ministry of Social and Family Development in Singapore,McCann Worldgroup,Suntory Global Spirits,and Visa.They would specifically like to acknowledge,Raily Tissera,Harikumar Rajasekhar,Kylie McGavin,Rashidah Ali,N

118、icole Golloso,Sidarth Khashu,Kunal Kerai,and Nanita Daswani for their contributions.The authors are also grateful to Jon Sugihara,Peter Cho,Peter Jameson,Akanksha Marwaha,Aisyah Rachmawati,Christine Lee,Maha Dhurairaj,and Eugenia Siah for their support in preparing this publication.The case study an

119、d appendix content provided in collaboration with our partners reflects information and insights shared by them and is aligned with their contributions.However,the broader findings,analysis,and perspectives expressed in the rest of this report are those of Boston Consulting Group and do not necessar

120、ily represent the views or endorsements of the companies referenced in the case studies.Sunil Chandrasekhar is a Managing Director and Partner(MDP)at Boston Consulting Group(BCG)and leads the SEA AccessAbilityBCG team.He can be contacted at Chandrasekhar.SShobhit Shubhankar is a Principal at Boston

121、Consulting Group(BCG)and leads the SEA AccessAbilityBCG team as the SEA System Node.He can be contacted at Shubhankar.SLee Jia Lin is a Consultant at Boston Consulting Group(BCG).She can be contacted at Lee.JiaLBenjamin Lee is an Associate at Boston Consulting Group(BCG).He can be contacted at Lee.BFor information or permission to reprint,please contact BCG at .To find the latest BCG content and register to receive e-alerts on this topic or others,please visit .Boston Consulting Group 2025.All rights reserved.03/251 NEURODIVERSITY AND THE WORKPLACE IN SINGAPORE:UNLOCKING POTENTIAL