March 3 2021 Neurodiversity Michael Fieldhouse Linkedin cominmichaelfieldhouse

March 3, 2021 Neurodiversity Michael Fieldhouse Linkedin. com/in/michaelfieldhouse Michael. Fieldhouse@dxc. com © 2018 DXC Technology Company. All rights reserved.

© 2018 DXC Technology Company. All rights reserved. March 3, 2021 2

The challenge • Between 2 - 3. 5 million cybersecurity job vacancies world wide by 2021 according number of sources • 1 million cybersecurity job vacancies in India by 2020 • 100, 000 unfilled cybersecurity positions in UK by 2020 • The number of NZ businesses in the sector topped 11, 000 in 2016 and direct employment grew to 29, 700. In the wider economy, nearly 75, 000 people are employed in ICT-related roles. © 2018 DXC Technology Company. All rights reserved. March 3, 2021 3 PD_1332 a-19

The skill gap (Society for Human Resource Management 2019) © 2018 DXC Technology Company. All rights reserved. March 3, 2021 4 PD_1332 a-19

The opportunity • 1 out of every 59 children have autism – 1 in 37 boys – 1 in 151 girls • ~50% have IQ scores with above average intelligence • Approximately 80% of autistic people are unemployed or underemployed • Approximately 25% are interested in STEM areas © 2018 DXC Technology Company. All rights reserved. March 3, 2021 5 PD_1332 a-19

Data points • 164, 000 Australians with autism and a prevalence rate of 2. 8% for those aged between 5 -14 years 81, 000 children, 2015 (ABS) • 31. 6% of autistic people are unemployed (more than 3 times the rate for all people with disability and almost 6 times that rate of people without a disability) • 29% of National Disability Insurance Scheme (NDIS) participants have identified with autism • 35% of autistic students will not reach year 11 and only 6. 5% have bachelors degree • 50 -70% of autistic people experience a co-occurring mental health condition • $11. 2 billion AUD was the economic cost of autism to Australia in 2010 (Synergies Economic Consulting, 2011) • 1. 69% children (1 in 59) children is diagnosed as being on the autism spectrum; 1 in 37 boys; 1 in 151 girls Notes – sourced from https: //www. aihw. gov. au/reports/disability/autism-in-australia/contents/autism 1. https: //www. autismspectrum. org. au/news/autism-prevalence-rate-estimated-40 -1 -70 -people 2. https: //www. autismspeaks. org/autism-facts-and-figures 3. https: //www. autismspeaks. org/autism-facts-and-figures 4. https: //www. autismspeaks. org/autism-facts-and-figures 5. https: //www. autismspeaks. org/autism-facts-and-figures 6. https: //www. aihw. gov. au/reports/disability/autism-in-australia/contents/autism © 2018 DXC Technology Company. All rights reserved. March 3, 2021 6 PD_1332 a-19

What is neurodiversity? A concept where neurological differences are to be recognized and respected as any other human variation. These differences can include those labeled with Dyspraxia, Dyslexia, Attention Deficit Hyperactivity Disorder, Dyscalculia, Autistic Spectrum, Tourette Syndrome, and other variations © 2018 DXC Technology Company. All rights reserved. March 3, 2021 7 PD_1332 a-19

Who is involved in neurodiversity? © 2018 DXC Technology Company. All rights reserved. March 3, 2021 8 PD_1332 a-19

Background DXC Dandelion Program • Program was started in 2013, we undertook a year’s worth of due diligence • Launched the program in 2014 - initially with 11 people • In 2014, we launched the world’s first evidence-based research study to support the program • In 2017, we open-sourced the program, and over 360+ organisation across 77 countries have now downloaded the program materials • In 2018, we announced the development of a mental health research project focusing on autism in the workplace • In 2018, we launched www. neurodiversityhub. org with a number of universities • In 2019, we have over 100+ people in the program and have provided 70+ work experience opportunities © 2018 DXC Technology Company. All rights reserved. March 3, 2021 9 PD_1332 a-19

What are the benefits of neurodiversity? • Diversity of thought • Innovation • Productivity • Co-worker engagement • Culture • Improvement in management and leadership skills with existing managers © 2018 DXC Technology Company. All rights reserved. March 3, 2021 10 PD_1332 a-19

Capability uplift stories from DXC Dandelion Program Jed Anita Remembers 100 IP addresses Taught herself C++ over weekend Samuel Solved an issues in couple of hours which a team had been trying to solve for 2 months Sarah Matt A data modeller who had no prior skills in this area is achieving greater output and capability than people in the same role with 15 years of experience A cyber security incident queue that had an 18 month backlog was cleared within 4 months when a new team was implemented. This is despite them being new trainees without prior cyber skills. © 2018 DXC Technology Company. All rights reserved. March 3, 2021 11 PD_1332 a-19

Life stories from the program Joseph Frank State volunteer fire fighting force Trainees have purchased houses in 2018 Richard Anna Bronze medal at the Special Olympics Trainees have had overseas holidays, visiting the USA, Korea and Europe Michelle Trainees have gained their drivers’ licenses and have purchased vehicles © 2018 DXC Technology Company. All rights reserved. March 3, 2021 12 PD_1332 a-19

Before starting a program or hiring initiative What expectations are you going to set? So often, companies focus on the “D” and not the “I” of Diversity & Inclusion • Community – What support will be available post hiring? – What are the goals of the program or hiring initiative? – Does the support match my needs? • Employer / Internally – What services and support can we provide? – What accommodations are we willing to make? – Are we willing to change processes? © 2018 DXC Technology Company. All rights reserved. Misalignment expectation which create issues for both parties March 3, 2021 13 PD_1332 a-19

Key questions to ask from the start Thinking about the intended end state first • What is the purpose of the program/initiative? E. g. fill an immediate need, corporate responsibility initiative, pilot, systematic change to create organisation inclusivity • Do you have permission or licence to change organisation processes? • What type of support, time and funds are you willing to provide to managers, co-workers and individuals? – This determines the risk profile of the candidates that organisation can attract, recruit and support – Determines the operating model – Remember autism is a developmental disorder, so the individuals will need time and support • Do you want to move from the pilot / program to it being embedded within the DNA of the organisation; e. g. inclusive hiring practices for autistic people within the graduate program These questions help provide the definition and mandate of the program (and should be reviewed annually) • How are you going to measure the success of the program? © 2018 DXC Technology Company. All rights reserved. March 3, 2021 14 PD_1332 a-19

Attraction, Recruiting/Assessing, On-boarding & Sustaining Individuals Recruit & Assess On-boarding Skill & Experience Building Job Mobility Sustainment Outcomes: • Attraction • Environmental concerns identified and addressed • Develop technical skills • Self Advocacy • Build experience & knowledge • Understanding the roles within the organisation • Improve executive functioning skills • Matching individual interests to jobs • Build adaptive skills • New manager and team training • Identify candidates • Assess candidates • Provide a recommendation and risk profile on candidates • Build first phase of adaptive skills; e. g. travelling to work and arriving on time • Build technical skills associated with the role • Build social relationships − Life skills such as nutrition & cooking • Transition plans − Financial planning − Travel planning © 2018 DXC Technology Company. All rights reserved. March 3, 2021 15 PD_1332 a-19

Operating models Program unit Program role: Program is contained within the lead business unit: • Attraction • Recruitment / Assess • Attraction, recruitment/assess, on-boarding, initial support and development (sustainment) is done within the business unit • Candidates then moved to, or show cased to business units (push model) • Organisational advantage: Allows for capability to build and refinement before scaling • Program advantage for individuals: consistent level of support Business Units: Business Unit • Disadvantage: Capability is built in one area • On boarding • Support, development and training of individuals and managers • Overall sustainment Business Unit Lead business unit Business Unit • Organisational advantage: capability is built in multiple locations Business Units: • Risks: Inconsistent support model, varying levels of capability within the business units, difficult to define success • Employees are transfer/selected at a time and/or development point (pull model) • What happens to candidates that are not distributed within the organisation? © 2018 DXC Technology Company. All rights reserved. March 3, 2021 16 PD_1332 a-19

Key Elements to Success • Establish a safe and inclusive environment for people on the spectrum – Co-workers and managers have the appropriate training and support – Individuals have the appropriate support and training to adjust and grow • Promote social relationships / friends with other individuals on the spectrum • Appropriate mental health support in place • Provide support and training to assist with conflict resolution and performance management discussions • Individuals have a mentor / support person • Implementation of individual development plans covering not only technical skills, but executive functioning and adaptive skills © 2018 DXC Technology Company. All rights reserved. March 3, 2021 17 PD_1332 a-19

Streams of Activities There are two main activity streams: Preparing the organisation • GOAL: Create an inclusive and safe environment for the individuals coming into the organisation • What is required to make this happen? – Communication and change plan – Create understanding about autism in the workplace – Upskill co-workers and managers – Ensure there is appropriate support for co-workers and managers – Provision of organisational support tools and processes e. g. Employee Assistance Program Attraction, recruiting, on-boarding and sustainment of the individual • GOAL: Recruiting the best people possible for the organisation to sustain and leverage their strengths • What is required to make this happen? – Recruit and assess – On-board them effectively – Provide the appropriate support to help adjustment, development and growth We need to be willing to change things to ensure we meet these goals © 2018 DXC Technology Company. All rights reserved. March 3, 2021 18 PD_1332 a-19

Preparing the Organisation Key activities • Where is the need? Understanding which business units are to hire these individuals and the types of roles and scope of tasks • Establish a working group covering HR, Internal Marketing, the Business • Develop and maintain an internal and external communications plan – How will the current workers learn about the initiative? • Executive messaging, press releases, town halls • Front door communications e. g. call centre, website contacts – Marketing assets • Website, brochure, one pager, email address – Existing employees who are on the spectrum • What happens when they disclose? (Ensure their manager has access to training) – Develop a summary of the initiative for executives – How do people get involved in the initiative? • Can they refer friends to the program? – How do people refer to the initiative? – How do we communicate to unsuccessful candidates? • Establish a training plan for the location • Define a support plan for the co-workers and managers • Review our Employee Assistance Program to ensure that they have the appropriate skills to enable support © 2018 DXC Technology Company. All rights reserved. March 3, 2021 19 PD_1332 a-19

Attraction Communication and Stakeholder Plan Change Plan Outcomes: • Existing employees understand the program • Expectations are set with stakeholders — Executives — Community Who are the stakeholders? What are their current expectations? What does success look like them? How do we communicate to the employees? - Brochure, website, email, town halls, press releases Frequency of communication? How do we handle internal and external queries? — Co-workers — Managers © 2018 DXC Technology Company. All rights reserved. March 3, 2021 20 PD_1332 a-19

Attraction What type of talent are you after? Outcomes: What form of the talent/program? e. g. work experience, internship, employment • Sourcing candidates that meets the profile of program • A respectful unsuccessful process Does the program develop talent? If so what support and time is going to be given to the individuals? (remembering this is a developmental disorder); this is part of the definition of the program What sourcing pools? Universities and community colleges that have autism programs; or your existing sourcing pools Are you willing to source raw talent? Who is going to do the sourcing? Human resources, the program? How are you going to be respectful in declining applications? © 2018 DXC Technology Company. All rights reserved. March 3, 2021 21 PD_1332 a-19

Recruiting / Assessing Recruit & Assess What roles and tasks are we hiring for? What skills are we are looking for? Outcomes: What skills are most valuable? • Identify candidates What work examples could test out these skills? • Assess candidates • Provide a recommendation and risk profile on candidates What executive functioning skills are needed? E. g. Able to work in an agile team What are the potential stressors / blockers in the work / tasks that would be performed? What accommodations and support are required for each of the individuals? Are we looking for interns / Co-ops? Are we looking at a ‘try before you buy’ scheme? e. g. contract arrangement © 2018 DXC Technology Company. All rights reserved. March 3, 2021 22 PD_1332 a-19

On-boarding Who are the co-workers and managers? Rollout training and education plan to co-workers, managers, mentors, HR officers and other areas e. g. physical security staff Outcomes: • Environmental concerns identified and addressed • Build first phase of adaptive skills; e. g. travelling to work and arriving on time • Build technical skills associated with the role • Build social relationships What adjustments need to be done to induction processes to help with the on-boarding? E. g. how do we link context to their roles & tasks Who are going to be the technical mentors? Who are the secondary / backup technical mentors? Environment concerns and other accommodations (e. g. sensory) have been addressed What are the unwritten rules that need to be explicit? E. g. Reading your corporate email in the morning, morning teas etc… Establishing social relationships with other individuals in the program? E. g. Pizza on Friday Define the support boundaries and responsibilities with the individuals, managers and mentors © 2018 DXC Technology Company. All rights reserved. March 3, 2021 23 PD_1332 a-19

Sustainment Understanding the roles in the organization. Understanding the potential of the individuals. Outcomes: Creating the ability to self advocate. • Job / career mobility How do we define job satisfaction? • Self advocacy What skills are required for job / career mobility? • Retention • Job satisfaction Executive functioning & adaptive skills. • Productivity What is the mental health support model? • Employee engagement What is the ongoing training plan / approach for new co-workers, managers and mentors? • Low stress on co-workers and managers • Neurodiversity built into the DNA of the organisation How to assist them to deal with change and the anxiety associated with it? How is performance management undertaken? How is capability assessment done? E. g. SFIA. © 2018 DXC Technology Company. All rights reserved. March 3, 2021 24 PD_1332 a-19

Co-workers, Managers & Mentors Support Requirements • What training is going to be provided to co-workers, managers and mentors? • How is the training going to be reinforced? • What happens if there an issue? • How will performance management reviews be conducted? • What is the process to exit an individual? And what support does that person get? • What mental health training and support will the managers and mentors receive? • What is the process to access the Employee Assistance Program? And does the Employee Assistance Program have the appropriate support and skills; e. g. psychologists that specialise in autism © 2018 DXC Technology Company. All rights reserved. March 3, 2021 25 PD_1332 a-19

Individual Support Requirements • What autism traits are going to be hard to support in our • How will the individual be supported through change and anxiety? environment? E. g. focus on repetitive tasks • What support plan will be developed for the individuals? • Is there going to be a centralised and/or decentralised model? – Technical • How will support be provided initially and then – Executive functioning on-going? – Adaptive skills • How will the individual be supported if there is an issue? • How will the support framework be reviewed? • How will the individual be supported in a performance management discussion? • Who will provide the support? © 2018 DXC Technology Company. All rights reserved. March 3, 2021 26 PD_1332 a-19

Phase 1 Timeline 0 to 12 months Obtain Executive Sponsorship Where we are at? Establish a working group Understand work and tasks Discovery Define the pilot © 2018 DXC Technology Company. All rights reserved. Kick off plan Develop a plan March 3, 2021 27 PD_1332 a-19

Phase 2 Timeline 12 to 24 months Obtain executive sponsorship Develop plan broader rollout Review pilot Make the adjustments Establish working group © 2018 DXC Technology Company. All rights reserved. Kick off Obtain business line endorsement March 3, 2021 28 PD_1332 a-19

Next Steps – Step 1 Defining Our Pilot • Where do we want to hire? • What does the pipeline of work look like for the next 12 months? • What types of tasks and work will be done? • What skills are needed? What skills are most valuable? • What does success look like in the job / task? • Is there downtime in the work? If there is downtime, what happens in the downtime? • What are blockers / stressors in the work / tasks? What creates anxiety? • How many people would be hired? • Do the managers and co-workers have time to provide technical and on the job mentoring? (Very important) • How are people rewarded for success? • Is there existing work to be done / backlog? If not who will define the new work packages? © 2018 DXC Technology Company. All rights reserved. March 3, 2021 29 PD_1332 a-19

About DXC Technology (DXC: NYSE) is the world’s leading independent, end-to-end IT services company, serving nearly 6, 000 private and public-sector clients from a diverse array of industries across 70 countries. The company’s technology independence, global talent and extensive partner network deliver transformative digital offerings and solutions that help clients harness the power of innovation to thrive on change. DXC Technology is recognized among the best corporate citizens globally. For more information, visit dxc. technology. © 2018 DXC Technology Company. All rights reserved. March 3, 2021 30

© 2018 DXC Technology Company. All rights reserved.