Neurodivergent people can be reluctant travellers, with noise, stress-busting delays and sensory overload taking its toll

At the same time, businesses increasingly value neuro-atypical employees who often bring innovation, creativity and dedication to the workplace. It’s why there‘s a new imperative to adapt travel policies and programmes for these people.   

The case for inclusive travel makes economic sense for suppliers, including hotels, airlines, ground transport, as well as travel management firms, since this is one of the last untapped markets for growth; 42% of neurodivergent business travellers said they would travel more if their needs were met, according to a report, Calm in Motion, by consultancy firm temoji.   

Historically, business travel has been designed around neurotypical employees, partly because two-thirds of neurodivergent workers choose not to let colleagues know about their condition, reveals research by Birkbeck University. With such invisibility, it begs the questions, how do suppliers approach neurodiversity, and what does best practice look like? 

“The most important mindset shift is to not rely on disclosure to drive inclusion. Travel managers should assume cognitive diversity as a baseline condition for their workforce. If one in four people are neurodivergent, your travel programme is already serving them, whether you know it or not,” explains Ian Jones, a consultant at temoji.   

“Best practice should be embedded, not bolted on. Neuro-inclusion works when it’s invisible, when the experience feels simply calmer, clearer and more controllable for all travellers. Right now we’re beginning to see meaningful progress across the travel ecosystem.” 

Mapping out what works 

It starts out with a rethink of travel policy, building in more flexibility, choice and inclusive practices where possible. Best practice is particularly characterised by inclusive design.  

“It’s always worth involving neurodivergent travellers in such a review. Internal training and building awareness for employees and travel-booking teams is also vital, so they understand neurodivergent needs,” says Katie Blount, Director of People Experience at Clarity Business Travel. 

Let’s not forget rigid, compliance-heavy policies can unintentionally penalise such travellers. In the past, corporate travel has been focused on efficiency and standardisation. 

“If one in four people are neurodivergent, your travel programme is already serving them, whether you know it or not”

“Neurodivergent travellers may experience difficulty with uncertainty, disruption, crowded or noisy environments, unfamiliar layouts and multi-stage journeys involving many suppliers. Group travel and tightly managed itineraries can intensify these challenges, particularly when individuals feel unable to ask for flexibility,” explains Kerry Dougles, Head of Programme at the Institute of Travel Management.  

“There is also an internal challenge within organisations: the perception that flexibility may be misused. However, organisations with mature inclusive programmes do not see widespread abuse. Instead, they see improved traveller confidence, safety and wellbeing.” 

Raised awareness 

There is now a move towards more sensory-aware travel programmes. “Our policy reduces cognitive friction by mandating a 15-day booking lead time to help with predictability. Using central invoicing also removes the stress of manual expense reports,” says Evelyn Hamilton, Global Bid Manager at Transcom. “An allowance towards noise-cancelling headphones and 24/7 access to an agent when there’s a disruption can help. There doesn’t have to be many additions to a travel policy, but small modifications can have a big effect.”  

The booking process should also be crystal clear, with ‘what to expect’ information pre-trip. Real-time updates can reduce uncertainty, but they shouldn’t be too frequent so as not to overload the neurodivergent traveller.  

“Booking tools also need to be decluttered and predictable. For someone with ADHD, complex user-interface flows or last-minute changes can cause real stress,” explains Scott Wylie, Chief Technology Officer for TripStax. “Clearly defined ‘reasonable adjustments’ such as; early boarding, private transfers and written itineraries can also make a difference.” 

Calm it down  

When it comes to air travel, the flexibility to choose quieter flights on quieter routes is valued, as is simplified check-in procedures. 

“Airlines such as Virgin Atlantic and British Airways already use Hidden Disabilities schemes, which involves identifying travellers with the sunflower lanyard. Some airports also offer special assistance services for calmer navigation,” states John Stephenson, Managing Director at YTC.  

“Real-time updates can reduce uncertainty, but they shouldn’t be too frequent so as not to overload the neurodivergent traveller”

BA also offers step-by-step visual guides explaining the airport and flight experience, while United Airlines has rehearsal programmes allowing travellers to practise airport formalities in low-stress environments. Other carriers have embedded discreet self-disclosure options into the booking process, so crew can anticipate passenger needs without confirming them in person.  

“At a number of airports we provide multi-sensory rooms that have calming lighting, reduced noise and, in some cases, an aircraft mock-up to help customers familiarise themselves with the cabin,” says a Delta Airlines spokesperson.  

There’s opportunity in rail travel as well. “Some operators now provide a tunnel sensory guide, listing tunnels and how long you will pass through them. This can really help those with autism or sensory processing sensitivities,” says Tiffany Casson, Account Manager at Inntel. 

Reducing the pressure 

Hotels are now offering digital check-in and check-out, virtual room and facility tours, flexible room location requests and access to calm rooms. The aim is to reduce sensory stress and help improve traveller preparation. Hyatt is a standout brand in this regard.  

“Properties can sometimes accommodate requests such as pre-drawn curtains, adjusted lighting, having the TV turned off, or a guided room orientation upon arrival. The issue is that neurodiversity looks different for everyone, so there’s no one-size-fits-all solution. Best practice centres on empathy, accessibility and personalisation,” states Kayleigh Rogers, Consulting Manager at Amex GBT.   

Hotels are also leading the way with specially trained staff and more structured check-in environments, as seen with Radisson. Events and venues sometimes offer toolkits and wellbeing hubs for those attending meetings. 

“Allowing travellers to access quiet zones in hotels may cost extra, but they can be worth it. Also allowing food deliveries to rooms can help them avoid noisy communal environments,” says Hamilton at Transcom.  

“When travellers are invited to share their experiences, you get practical improvements”

When it comes to ground transport companies such as Uber, Blacklane and Bolt now offer ‘quiet modes’ to minimise social interaction with drivers.  

“Policies that allow taxis where public transport may not be the most practical option for an individual neurodivergent traveller can make a difference, as can flexibility for late-night or unfamiliar journeys, since this reduces cognitive load,” details ITM’s Douglas. 

She adds: “Travel management companies are also investing in specialist teams and training to support such travellers, offering personalised planning and proactive disruption management.”   

Admitting that catering for neurodivergent travellers is a work in progress is a good thing. Crucially, best practice involves using post-trip insights and internal engagement to continually refine and fine-tune programmes.    

“We’ve seen success where travel managers establish a regular forum to gather feedback. When travellers are invited to share their experiences, you get practical improvements,” stresses Tara Fisher, Senior Vice President for Customer Success at Corporate Travel Management (CTM). 

So, what does the future hold? The use of artificial intelligence could help neurodivergent travellers, building  personalised itineraries around sensory preferences. What’s interesting is that catering for neurodiversity is just another part of the travel management journey, where these travellers aren’t offered special treatment. Instead everyone is catered for, where an all-embracing, inclusive offering is on the table.