THE HEALTH ISSUE
Think outside the box
There is an ever-growing need to support neurodivergent drivers through fleet strategy. Teodora Byrne, fines executive at Fleet Service GB – and founder of SENDwise Hub – explains why
In today’s fast-paced transport and logistics sector, there’s growing recognition that no two drivers – or brains for that matter – are the same. For neurodivergent professionals, fleet work can offer both unique opportunities and significant challenges. But with thoughtful strategy, businesses can create environments where neurodivergent drivers thrive. And when the drivers thrive, so does the business.
Neurodivergence is an umbrella term that includes ADHD, autism, dyslexia, Tourette’s and many more. It affects how people experience, process and respond to the world around them. In the context of fleets, that might mean a driver with ADHD struggling with rigid time tracking systems, or an autistic colleague experiencing overload from sensory input and chaotic handover processes.
But neurodivergent minds also bring powerful strengths – from hyperfocus and pattern recognition to creative problem-solving and a strong sense of loyalty when supported well. The key is designing fleet systems that acknowledge these differences and include neurodivergent voices in the conversation.
Adapting fleet practices
Simple adjustments in vehicle specification and route planning can make a world of difference for neurodivergent professionals. Vehicles with quieter cabins or dimmable lighting options help reduce sensory fatigue. Clear, visually structured route plans and interfaces with voice control or high-contrast displays support diverse processing styles.
Flexible scheduling is another game-changer. Neurodivergent drivers often benefit from predictable routines and advanced notice of any changes, especially if they struggle with executive functioning or anxiety. Businesses that offer flexibility, where possible, are likely to see better performance and retention.
We need to remember it is not just about vehicles and shifts, but the spaces between: depots and transitional areas. These environments can be quite disorganised and overwhelming, so small changes such as clear signage, quiet rooms, visual communication boards or structured check-in processes can make these spaces more manageable.
“Neurodivergent minds bring powerful strengths – from hyperfocus and pattern recognition to creative problem-solving and a strong sense of loyalty when supported well”
Teodora Byrne Fines executive at Fleet Service GB and founder of SENDwise Hub
Training managers to communicate inclusively
A fleet manager who understands how to communicate clearly and respectfully with neurodivergent colleagues is worth their weight in gold. That might mean avoiding vague instructions, reducing last-minute changes unless essential and providing step-by-step instructions where helpful. Adapting communication to suit different processing styles and preferences moves an inclusive business into an equitable one. Some drivers may prefer written instructions, whereas others benefit from visual schedules and verbal clarifications. Clear and direct communication offered in multiple formats creates safety and consistency for everyone.
Better still, when neurodivergent staff feel safe to speak up about what’s working and what isn’t, businesses can access insights that often go unnoticed. Many neurodivergent drivers are brilliant systems-thinkers who notice small flaws or opportunities others miss.
The business benefits of inclusion
Embracing neurodivergent-friendly practices is smart business. Lower staff turnover, improved safety, greater innovation and a stronger reputation as an inclusive employer all add up to a measurable return on investment. At a time when driver recruitment and retention are pressing issues, supporting neurodivergent staff could be one of the most overlooked solutions.
As fleet technology advances, the use of fatigue monitoring systems or in-cab AI tools proves to be prevalent. These can, of course, backfire if designed around neurotypical norms. The solution? Co-designing tech with neurodivergent input so inclusion is built in rather than patched on. Innovation starts when we involve neurodivergent staff in policy reviews, tech rollouts and cultural change conversations.
As the transport industry evolves, so too must its understanding of the people who keep it running. Neurodivergent drivers are already a vital part of the workforce, but too often the systems around them make the job harder than it needs to be.
Inclusive fleet practices aren’t just about accessibility. They’re about unlocking talent, retaining skilled staff and building a workplace where difference is valued.
When businesses support the full diversity of minds behind the wheel, everyone moves forward. You don’t need all the answers to start doing better. Sometimes, the most powerful change begins with listening differently, asking better questions and making space for needs you haven’t been taught to notice. Neurodivergent drivers have already adapted to the system. Now it’s time the system adapted to them.
What if we treated inclusion and equity like fleet maintenance? The result – fewer breakdowns, more drive.
Where to start? Practical steps for fleet managers
Supporting neurodivergent drivers doesn't require a complete overhaul, just a shift in mindset and a few targeted actions. Here are some pointers for fleet leaders and businesses:
- Audit your systems: where might communication, scheduling or vehicle environments be unintentionally overwhelming or unclear? A simple employee feedback form, ideally anonymous and neurodivergent-informed, can offer valuable insight.
- Offer flexible and predictable scheduling: routine and advance notice go a long way in reducing anxiety and cognitive strain. Where possible, give options or allow input on preferred shift patterns.
- Provide sensory-considerate vehicle choices: quiet cabins, adjustable lighting and reduced glare options can support drivers who are easily overstimulated by the environment.
- Invest in neurodivergent-informed training: equip managers with the knowledge and communication tools to lead inclusively. This could include short modules on neurodivergent-friendly language, avoiding assumptions and responding to shutdowns or overwhelm with empathy, not urgency.
- Normalise regulation and decompression tools: offer sensory kits, visual planners, noise reduction gear, sensory-friendly uniforms or blue light filters as standard equipment.
- Rethink professionalism and culture: allow stimming, reduce performative expectations and give staff permission to be themselves.
- Celebrate and include neurodivergent voices: whether it’s involving neurodivergent staff in decision-making, creating advisory groups or highlighting neurodivergent strengths in internal communications, inclusion must be more than policy. It needs to be culture.
