A new report out this week highlights how neuro inclusion shapes the traveller experience and the bottom line. Called Calm in Motion: The Case for Neuro-Inclusive Business Travel, the report is based on research by consultancy firm temoji, which surveyed 70 business travellers who self-identified as neurodivergent, based mainly in the US and UK, plus six other countries. Respondents covered a broad range of professional roles, including travel buyers, suppliers and frequent travellers.

The study concludes that the commercial case is clear and that inclusive design fuels both human wellbeing and business growth. “For business travel suppliers, it is an opportunity to build loyalty; for corporate buyers and travellers, it is a path to unlocking the full potential of every traveller,” it says.

The report was researched and written by temoji’s Ian Jones, whose son was diagnosed with autism in 2009 and who recently received his own ADHD diagnosis.

He said the diagnosis was “a revelation that, on reflection, reframed much of my professional and personal life”.

“Curiosity about my son’s and the wider neuro-inclusive world evolved into a deep appreciation of how different brains experience the world, particularly the friction in environments designed for neurotypical norms. Given my deep connection to the corporate travel world, this is where I focused my attention,” he said.

“At its best, business travel connects people, ideas, and opportunity. Yet for many within the neurodivergent community, that connection often comes at a cost: sensory overload, unpredictability, and environments that sap energy rather than fuel performance.

“This paper is not designed to create sympathy or invoke special treatment. It is about design intelligence and how the industry can embed predictability, autonomy, and empathy into every stage of the traveller journey and that the result is of benefit to all.”

Key findings

• 81% experience fatigue through overstimulation when travelling, versus 55% in the general business travel population
• 58% cite delays and last-minute changes as major stressors due to loss of control 
• 51% find networking and social events exhausting, particularly when disclosure feels unsafe, versus 40% of the general working populous who cited networking as “hard to do”
• 42% say they would travel more frequently if their needs were better supported, whereas only 19% of the general populous expressed a desire to travel more frequently on business.

Business case for neuro inclusion

• 42% of respondents said they would travel more if their needs were better supported, whereas only 19% of the general business travel population expressed a desire to travel more frequently
• 51% said travel negatively affects family life due to post-trip fatigue, with other data suggesting for the general population this is 10% lower at 41%2
• 45% prefer virtual meetings, though 36% disagree, showing demand for better travel, not no travel. Whereas, within the broader population, statistics suggest that over 70%18 prefer to meet in person.

How to make business travel neuro inclusive

• Provide clear, consistent communication across all stages of the journey booking confirmations, pretrip guidance, and “what to expect” content.
• Use real-time updates (apps, SMS, digital boards) to reduce uncertainty around delays, gate changes, or meeting schedules.
• Embed sensory previews where possible such as 3D room tours, noise maps, or airport walkthroughs.
• Audit your existing traveller communications for clarity, simplicity, and tone. Avoid jargon and overload.
• Lower traveller anxiety, reduced errors, and higher satisfaction, and ultimately productivity, across all traveller groups.
• Enable self-service options that allow travellers to adjust preferences for lighting, sound, or communication method without needing to disclose.
• Offer quiet zones, flexible check-in/out, and alternative networking spaces.
• Champion platforms that prioritise user-led experiences and control over interaction modes.
• Review internal travel policies to ensure they empower rather than police traveller behaviour for example, allowing opt-outs from group dinners or large events without penalty.
• Train staff across the managed travel spectrum from buyer to supplier to recognise signs of sensory overload and respond appropriately.
• Adopt visible symbols of support such as the Hidden Disabilities Sunflower or IBCCES Certification to signal safety.
• Incorporate neuroinclusion criteria into supplier RFPs and performance reviews.
• Build feedback loops to capture neurodivergent traveller experiences and feed improvements back into product design.
• Implement a service culture that moves beyond compliance to genuine care building loyalty, advocacy, and differentiation in the marketplace.

temoji.co.uk