Inclusion in the workplace has long been framed as a moral duty. Increasingly, it is now recognised as a business-critical strategy. That was the message from a recent Neuroclusion webinar hosted by Everway, where leaders from Hearst, Bayer and Everway explored how organisations can embed neuroinclusion into the fabric of work.

Over the course of the hour, the panel offered a mix of personal insights, practical strategies and business outcomes that demonstrate why neurodiverse talent is no longer a “nice to have,” but central to workforce resilience and innovation.

Why neuroinclusion, why now?

Isabel Fields, ESG Manager at Hearst, opened the session by sharing the journey of Hearst’s neurodiversity hiring programme. Launched just two years ago as a 15-week internship, the programme has since expanded across multiple divisions.

Fields explained that the business case is undeniable:

• 85% of autistic people are unemployed or underemployed, representing vast untapped potential.
  
  
• Hiring employees with disabilities can boost retention by up to 90%.
  
  
• Productivity gains of 30% are achievable when neurodivergent talent is supported.

“In uncertain times, inclusion isn’t a distraction,” Fields said. “It’s a stabiliser and a growth driver.”

With over half of Generation Z identifying as neurodivergent, she argued that employers must act now to attract, retain and support the next generation of workers. For Hearst, the results go beyond metrics. Managers report stronger, more creative teams, and employees across the business express pride in working for an organisation that embraces difference.

Building inclusion into operations

Frank Justus, Global Co-Lead of Bayer’s Enable Business Resource Group, then offered a global perspective. With 90,000 employees across 80 markets, Bayer embeds accessibility and inclusion into its mission: “Health for all, hunger for none.”

Justus described how the Enable group now operates in 74 of those markets, supported by senior executive sponsorship and active involvement of people with lived experience of disability and neurodivergence. “We call ourselves ‘enabling all, excluding none’,” he explained. “Our goal is to build accessibility into every area of our business, from how we work to how we innovate.”

This approach has created a network of local champions while ensuring alignment with global strategy. For Justus, the personal is also professional: as both a parent of a neurodivergent son and the leader of Bayer’s global disability inclusion work, he underscored how building supportive environments unlocks potential not only for individuals but for entire organisations.

The human perspective

For Lisa Smyth, VP of Neuroinclusive Workplaces at Everway, the conversation is as much personal as professional. As a parent of three neurodivergent young adults, she has seen first-hand how easily workplaces can be designed without inclusion in mind.

Smyth highlighted the importance of practical support — from noise-cancelling headphones and flexible working arrangements to assistive technologies — as well as the need to normalise conversations about support. “At my daughter’s workplace, every new employee is asked on day one what they need to succeed,” she said. “That list might include a special chair, software, or headphones. Everyone gets the chance to think about what would help them. That’s the shift we need.”

She also reminded attendees that equipping managers with tools in manageable steps is critical. Breaking training into small, digestible modules, such as inclusive job description writing or accessible recruitment practices, makes learning stick and empowers managers to take action.

From initiative to imperative

A unifying theme across the discussion was that neuroinclusion should not sit on the margins of diversity, equity and inclusion (DEI) efforts. Instead, it must be a core part of how businesses attract, retain and enable talent. Fields emphasised that programmes succeed when they are built with both leaders and neurodivergent employees, not just for them. Justus demonstrated the importance of global leadership buy-in paired with local ownership. And Smyth reinforced the human impact of designing work environments where people are supported to thrive rather than forced to fit.

The conclusion was clear: neuroinclusion is not charity, it is strategy. Companies that embrace it will not only tap into overlooked talent pools but also future-proof themselves in a rapidly changing world of work.

As one panellist put it, “When employees see themselves reflected, valued and supported, engagement rises. Inclusion is not just the right thing to do, it’s a business advantage.”