Neurodiversity in the workplace is a relatively new concept but one that is finally gaining steam, as employers begin to realise the unique strengths that neurodivergent individuals, such as those with autism, attention deficit hyperactivity disorder (ADHD), dyslexia or dyspraxia can bring to the organisation. This is not conjecture – in a side-by-side comparison between a neurodiverse team and a neurotypical team carried out by the bank JP Morgan Chase, the neurodiverse team achieved 48 per cent higher productivity.
Debbie Merrigan, head of employment at AsIAm, Ireland’s autism charity, is currently working with more than 40 companies that are keen to be proactive in this space. Far from it being a “tick-the-box” exercise or completion of a brief training course, Merrigan says she will only work with companies willing to go on a journey with her and AsIAm.
These companies are heavy hitters, including Diageo, Mr Price, ESB, FBD Insurance and Laya Healthcare, with large employers dominating a list that she stresses is growing every week.
“These companies, they are wholeheartedly in it,” Merrigan asserts. “When they sign up with us, they don’t just sign up for the employment programme; it’s a relationship.”
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As part of its Community of Practice, AsIAm develops and runs a range of employer partnership programmes, focusing on all elements of the employment life cycle, from recruitment to onboarding to reasonable accommodations.
“Through these, we help employers in gaining a greater awareness of the autistic experience in the workplace. But even after they finish the programme, they come to the Community of Practice for updated programme materials, further training and ongoing support,” says Merrigan. Autistic people, she explains, may also have ADHD, dyspraxia or dyslexia, so these intersectionalities are addressed too.
AsIAm advertises relevant jobs to its community, hosts career clinics and offers a matching service, lining up candidates with their ideal roles. “To actually be successful on this journey, they have to employ from our community; that is vital,” says Merrigan.
One of the organisations working with AsIAm is ESB. Caroline McGrotty, accessibility specialist/access officer with the energy company, says ESB has always taken a proactive approach to disability inclusion, being among the first public bodies to appoint an access officer under the Disability Act 2005.
As part of efforts to continuously improve its understanding and practices around accessibility, disability and neurodiversity, ESB works closely with AsIAm, and is a signatory to the AsIAm Same Chance Commitment to create more autism-inclusive workplaces and recruitment processes.
“We continually learn by participating in AsIAm’s Community of Practice and we have implemented recommendations from sensory environmental audits conducted across three major ESB premises,” says McGrotty. In 2026, ESB will roll out companywide training with AsIAm, consisting of four modules aimed at becoming an autism-friendly employer.
In 2024, the company refreshed its accessibility and reasonable accommodation policy and launched mandatory respect and dignity training for all employees and new joiners, which includes information on recognising and supporting neurodivergent employees.
For ESB, the benefits have been obvious, says McGrotty. “We know that diversity of thought enhances innovation, where individuals bring unique perspectives that drive creativity, problem solving and better decision making.”
Edel McSorley, operations director with Mr Price Branded Bargains, agrees wholeheartedly.
“AsIAm has been invaluable in supporting us to create a workplace where inclusion really means something, a place where people can thrive with the right supports in place,” she says.
That support has ranged from staff training to reviewing internal documents and even reviewing the outputs from inclusive initiatives, such as sensory maps for each Mr Price store and visual support guides for events.
“Becoming an autism-friendly employer is a proud milestone for us, showing our commitment to building a diverse, open-minded team,” McSorley says. “We look forward to continuing to welcome talented people into our growing organisation.”
EY is another organisation harnessing the talents of a neurodiverse workforce. Melissa Bosch, EY Ireland’s diversity, equity and inclusion lead, says neuroinclusion is not just a matter of equity for the consultancy firm.
“For us, it’s a strategic imperative embedded in our inclusive culture,” Bosch explains. “Our approach is grounded in the understanding that neurodivergent individuals bring unique perspectives and ways of thinking that can drive innovation, enhance problem solving and enrich team dynamics.”
EY’s research, she adds, shows that inclusive teams are more productive, innovative and resilient.
To date, EY has rolled out targeted training such as Diverse Abilities eLearning and Empowering Dyslexic Thinking at Work modules, and developed a Toolkit for Neuroinclusive Teaming. It also provides a formal accommodations framework that ensures neurodivergent colleagues can request and receive adjustments confidentially and efficiently; this includes flexible working hours, modified communication styles, interview adjustments and workspace modifications. Some initiatives are simple but extremely effective, such as sensory maps across key office locations to help neurodivergent colleagues navigate with confidence.
“We also offer tailored onboarding, buddy systems and employee resource groups, including the EY Ireland Ability Network and Neurodiversity Community,” says Bosch.
For every company willing to go on this journey, there are many more who don’t, and unemployment and underemployment is still a big problem across the autistic community. Merrigan admits there is still a widespread reluctance to harness the talents of a neurodiverse workforce, something AsIAm is working hard to combat. This is borne out by the data – AsIAm’s research showed in 2012 that the autistic community has an 85 per cent unemployment rate. Thirteen years later, despite the charity’s efforts, that figure remains the same.
“It’s a cultural shift we’re trying to achieve,” says Merrigan. “We are willing, we’re able, we’re capable, we want to work, so why not have us? Usually we need reasonable adjustments, reasonable accommodations and they’re called reasonable for a reason – because they’re reasonable to both sides. Sometimes you won’t even notice them, but they make a world of difference.”
