Work tools – we use modern IT solutions to support our daily work. Any member of the team can propose changes to the tools or the way they work and are used. However, in the end, the working principles adopted and accepted by all are applied by everyone.

Dresscode – dress is an individual matter for each of us when it comes to day-to-day work. However, if a meeting is planned (online, offline, in the office, out of the office, etc.), the dress code is as agreed by the organiser (e.g. suit, T-shirt without controversial message, etc.). The organiser of the event in question shall inform the others whether a particular dress code applies.

We don’t take things for granted – as members of the organisation, we remember and bear in mind that when dealing with the topic of autism every day, our level of knowledge in this area is at a different level to people for whom it is not an everyday occurrence. Therefore, we remember to construct our statements about the organisation’s activities and autistic people in a way that everyone can understand.

We do not swear, we do not insult others – while respecting the linguistic and cultural sensitivities and preferences of each team member, in our internal meetings and – even more so – with people outside our organisation, we do not use swear words or expressions that may be offensive or cause embarrassment to others attending the meeting. Also in jokes, in formal and informal situations, we try to make sure that other people are not upset.

Details are important – in our business, our professionalism is expressed, among other things, throughout our attention to details. This applies to working with our beneficiaries, colleagues (including people on the autism spectrum) and is also relevant in the context of project work (e.g. implementation of training editions, preparation of an offer, client report, etc.).

We do not talk about world views and politics – we respect each other’s views, religions, sexual preferences and political preferences. However, our organisation is ultimately concerned with supporting people with autism and that is our sole purpose. This is what we want to do as best we can. Therefore, any other issues that could perhaps divide us must not have any impact on the efficiency and effectiveness of our actions. For this reason, we do not discuss these topics in our meetings (whether project meetings or any other meetings), we do not encourage discussion of these types of topics on our company messengers and we refrain from any activity of this nature in our work.

We talk about autism responsibly – our organisation only deals with a narrow aspect related to the autism spectrum. Our aim is to support neuronontypical individuals demonstrating strong IT-related competences. However, we are mindful of the fact that there are many people who are so called “low-functioning” and we will never be able to help them through our activities because it is not in our mission and strategy. However, we remember these individuals and organisations. Therefore, if possible, we use our potential and efficiency to draw other people’s attention to this problem and create awareness in this direction as well, even though this is not our primary activity and goal.

Personal development and mutual inspiration are important to us – we want everyone’s time in our organisation to be a period of strong development. Not only our organisation, but also ourselves. We want to learn, broaden our horizons, gain new knowledge and experience. We always want to be open to new things and ideas. We draw from each other and, to the best of our ability as an organisation, support the personal development of everyone.

We put the team before our own egos – we respect each other’s individual goals and ambitions, both professional and personal. We support each other in defining and achieving them. However, we always prioritise the organisation’s goals above our own aspirations when working for the entity. We are building an entity that, regardless of its composition, now and in the future, will operate efficiently and will not depend in any area on the individual competence or knowledge of any of us. Only in this way do we have the chance to build an organisation that will stand even the longest test of time and cope with every challenge. And each of us, wherever we may be, can feel proud to have been part of it all and to have our contribution visible.

#ASpire to change reality – we want to have an impact on how the world around us looks. We know that individually we cannot change everything we would like to. We know that our individual views, opinions, judgements would not even allow us to change everything as we wish, because we differ as individuals and see certain things differently. However, we are sure of what we have in common and we know how to achieve a huge synergy effect in the field of autism, allowing us to change our immediate surroundings, our country and, in the future, our continent and the World. We aspire to this every day through our hard and efficient work.

Remote working – our work is all about commitment and efficiency, not whether someone is physically in the office. We feel comfortable together in the office as well as working remotely. We combine the two modes, giving ourselves free rein to choose. At the same time, we keep in mind that if our presence in the office is necessary or enables us to complete a given task in the most efficient way, then we only make the right choice and come to the office regardless of other considerations.

There are no stupid questions – any member of the team can ask the others anything related to our business at any time. Due to their role in the organisation, different people’s knowledge may be at a different level. This is clear and understandable to us, which is why we explain rather than ridicule or stigmatise.

Failures are the result of the inadequacies of our organisation, not people – every stumble, mistake or failure we make is a reason to think about how we can improve our organisation so that this does not happen again in the future. As team members, we do not blame each other, and even less so, we do not look for one culprit among us. The situation is intended to be an argument for improving our operations in a particular area through a change in management, process, procedure or any other aspect.

We care about the environment – we respect ourselves as well as the Planet. In our day-to-day activities, we try to keep its welfare in mind and dispose of resources prudently. We save water, we separate waste. We use energy-efficient equipment in the office. We are reusing incompletely printed sheets of paper, and trying to reset (rather than replace) printer toners that are still working. We work remotely when there is no need to consume fuel to commute to the office. The knowledge base is mainly created in digital form.

We respect our clients and their point of view and actions – it is not true that the client must always be right (especially in the context of working with people on the autism spectrum). But that is our role, to educate the customer and point them to the right solutions. Very often, this is what is being commissioned and the client has the right not to know. However, irrespective of signed agreements (or not) on company confidentiality, style and modus operandi, these matters are confidential to us and we do not unnecessarily refer to, comment on or discuss them, either within the team or – even less so – outside our organisation, whether in the course of an assignment or at any other time.

We help others through a business and sales mindset – in addition to the social aspect and the desire to help neuroatypical people, we always have the financial efficiency of our business in mind. Because it is only by treating our beneficiaries equally that we can raise public awareness of the competitive advantages of people on the autism spectrum. If we clearly define our business goals and market our services efficiently, we create an organisation that has the opportunity to reward all our colleagues for their hard work with dignity, as well as building our entity’s long-term position as an entity independent of state or European grants.

People are the most important thing – a business and sales approach, as well as proper management and above-average efficiency and effectiveness are the hallmarks of our organisation. They are very important to us and every day we try to raise them to an even higher level. But always and so above it all is to be a human being – be it any member of our team, our neuronontypical workers, our beneficiaries, their parents and care-takers, or any other person with whom we as asperIT have or will come into contact. We want to always remember this, and embedding it in our organisational culture is there to remind us every time.

We nurture relationships and build new ones – we know from our experience that it is important not only to work hard, but also to talk to people, meet new people and get together with them. This is important both in the context of promoting the Foundation’s mission, sales activities, developing business strategies and also because of our branding and awareness of autism. Therefore, whenever possible and there is an opportunity to do so, we try to meet people (off-line), talk (not write), dialogue and make friends. These activities are just as important and relevant as the hard and strenuous work ‘at the computer’.

Do not ride cutlery over plates – as this can disturb others and also damages the dishes. We respect that everyone is different and try to pay attention to the details that make us all enjoyable to work with.