Why neuro-inclusive design is becoming a core office asset

As the workplace continues to evolve, the industry is rightly questioning what makes an office worth coming to at all. Overlooking how environments support the way our brains work risks becoming a costly mistake for anyone designing offices of the future.

Neurodiversity is no longer a marginal issue and should now be treated as a core component of workplace value. Employers increasingly recognise that productivity, wellbeing and inclusion do not look the same for everyone, yet office design has been slow to reflect this reality. In a market where employers are competing for talent, attendance and performance, this disconnect is becoming harder to ignore.

Neurodiversity is discussed more openly today than it was even a few years ago, but when it comes to office design, that conversation is often diluted. Attention still tends to focus on sectors where neurodivergent talent is perceived to be more prevalent, such as tech, finance and engineering.

In reality, neurodivergence cuts across all industries. In the UK, around 15% of the adult population is estimated to be neurodivergent, encompassing conditions such as autism, ADHD, dyslexia and dyspraxia. As awareness and diagnosis improve, this figure is widely expected to rise, not because neurodivergence itself is increasing, but because more people are being recognised and supported in the workforce.

Neurodiversity is often acknowledged in principle, but rarely embedded meaningfully into design decisions. The gap between intent and delivery is becoming increasingly difficult to justify

This growing recognition was reflected recently at a panel discussion hosted by ADP Consulting, where industry voices explored how workplace design is still lagging behind the diversity of cognitive needs it is meant to serve. A recurring theme was that neurodiversity is often acknowledged in principle, but rarely embedded meaningfully into design decisions. The gap between intent and delivery is becoming increasingly difficult to justify.

Recent data reinforces just how wide that gap remains. A 2024 report from the Chartered Institute of Personnel and Development found that while 53 percent of employees believe their organisation has an open and supportive climate for discussing neurodiversity, three in ten have not disclosed their neurodivergence to their line manager or HR.

At the same time, nine in 10 employers only become aware of a hire’s neurodivergence after employment has begun, suggesting that workplaces are still not designed with these needs in mind from the outset. The consequences are tangible. One third of respondents said their workplace experience related to neurodivergence had a negative impact on their mental wellbeing, while PeopleManagement.co.uk reports that 51% of employees surveyed have taken time off work because of their neurodivergence. These figures point to an environmental problem, not an individual one.

Inclusive design to date has largely centred on visible disabilities, with far less consideration given to cognitive and sensory differences. At the same time, hybrid working has shifted the role of the office from a default place of work to an intentional destination. Tenants and occupiers are now scrutinising space through the lenses of productivity, retention, wellbeing and social value more closely than ever before. Yet many offices still reflect a narrow view of how people should think, perform and interact at work.

Open-plan layouts remain the default. High-stimulus environments characterised by noise, visual clutter and constant movement are common, even though they can undermine focus for large parts of the workforce. Features intended to signal wellbeing, such as biophilia or breakout spaces, can feel performative rather than genuinely supportive. Too often, neuro-inclusive interventions are reduced to token gestures, with quiet rooms added as afterthoughts rather than integrated into a coherent design strategy.

Neuro-inclusive design rarely benefits only a small minority. Many of the principles that support neurodivergent workers also improve conditions for everyone

What is frequently overlooked is that neuro-inclusive design rarely benefits only a small minority. Many of the principles that support neurodivergent workers also improve conditions for everyone. The shift required is not only in design approach, but in mindset. Neuro-inclusivity needs to be framed less as a moral obligation and more as a commercial reality. Offices already optimise for factors such as energy efficiency and collaboration. Cognitive performance, mental focus and sensory regulation deserve the same level of attention.

This does not mean adopting a one-size-fits-all solution. Choice and control are fundamental. A successful workplace offers a range of spaces, from low-stimulation areas to more collaborative settings, supported by clear wayfinding and predictable layouts. Sensory considerations, particularly around lighting and acoustics, are critical. Crucially, these elements need to be addressed early in the design process rather than retrofitted later. This requires closer collaboration between developers, occupiers and design teams from the outset.

A long-term view is essential. Offices being designed today may still be in use decades from now, occupied by generations with different expectations of how workplaces should support them. The GSK HQ in Bloomsbury, for example, is a WELL focused, employee-centric building that was designed with inclusion and flexibility in mind. Optionality sits at its core in terms of wayfinding. Acoustic design was a major consideration with zoning to separate high energy collaborative areas from quieter work zones, plus sound absorbing materials throughout. The intentional extensive use of natural light, planting and views is not just aesthetic. Biophilic elements reduce stress, regulate attention and support wellbeing, particularly relevant for neurodivergent users.

Buildings that ignore neuro-inclusivity risk lower satisfaction, reduced attendance and declining relevance over time. Location and amenities alone will no longer define premium office space in London. As ESG reporting matures, scrutiny around social value will intensify and superficial approaches to inclusion will be harder to justify.

Legislation around inclusive design may follow, but neuro-inclusive workplaces should not be regulated into existence. The industry has an opportunity to lead rather than react, shaping offices that reflect how people actually think, focus and function. Those who succeed will be the ones who consider how our brains work, as well as the building.

Melani King is head of growth at ADP Consulting