Neurodiversity Belongs in Your ESG Reporting Strategy. Here’s Why.
Environmental, Social and Governance (ESG) reporting has rapidly evolved from a niche investor consideration to a mainstream expectation for responsible business. While the environmental pillar continues to receive significant focus, the Social and Governance elements are now firmly under the spotlight—especially how companies support diversity, equity, and inclusion (DEI).
Yet within DEI, neurodiversity remains one of the most overlooked dimensions. Conditions like autism, ADHD, dyslexia and other neurological differences affect 15–20% of the population, and more organisations are starting to recognise the unique strengths neurodivergent talent can bring to innovation, productivity, and culture.
As ESG standards mature, now is the time for leaders to ask: How are we incorporating neurodiversity into our ESG strategy and reporting?
Understanding the ‘S‘ and ‘G‘ of ESG
ESG reporting is built on three pillars:
Environmental
Climate impact, resource use, carbon footprint
Social
Workforce practices, inclusion, wellbeing, human rights
Governance
Leadership, policies, oversight, business ethics
Neurodiversity is most relevant under the Social and Governance pillars. It touches on:
- Inclusive hiring and development
- Equitable treatment and workplace adjustments
- Representation and accessibility
- Management accountability and oversight
Major ESG frameworks—including GRI (Global Reporting Initiative), SASB/ISSB, and the EU’s CSRD (Corporate Sustainability Reporting Directive)—increasingly require companies to disclose how they manage and support their workforce, especially underrepresented groups. Disability is now widely considered a material topic, and neurodiversity naturally falls within this scope.
Where Neurodiversity Fits in ESG Reporting
While many ESG disclosures still focus on gender or ethnicity, organisations are beginning to expand their approach to cover disability and cognitive diversity. Here’s how neurodiversity aligns with ESG reporting expectations:
Workforce Data (Quantitative):
- Percentage of employees with disabilities
- Retention or promotion rates for neurodivergent employees
- Uptake of workplace adjustments or accommodations
- Completion rates of inclusion training, including neurodiversity awareness
Policies and Practices (Qualitative):
- Statements on inclusive hiring practices
- Adjustments and support for neurodivergent staff
- Employee Resource Groups (ERGs) or peer support networks
- Leadership accountability and DEI governance structures
Culture and Innovation:
- Testimonials, case studies, or examples of innovation linked to diverse thinking
- Partnerships with neurodiversity organisations or inclusive employment initiatives
- External recognitions (e.g. Disability Confident status or DEI Index rankings)
Companies such as BNY Mellon, Colt Technology, and SAP are already reporting on neurodiversity in their ESG or sustainability reports, highlighting it as a competitive advantage and a sign of forward-thinking leadership.
Why It Matters Now
Even if not currently required by law, there are clear reasons to start integrating neurodiversity into ESG reporting today:
47%
of investors consider the Social pillar of ESG most important when deciding where to invest.
Investor and stakeholder expectations are changing.
Investors are asking deeper questions about workforce equity, inclusion, and long-term talent strategy. Neurodiversity is increasingly seen as a business asset and a signal of a progressive, risk-aware employer.
1 in 10
UK Employers have been involved in employment tribunals relating to neurodiversity.
Neglecting neurodiversity poses risks.
Failing to support neurodivergent talent can lead to higher attrition, missed innovation, reputational damage, or even tribunal risk. It can also raise red flags in social impact assessments.
8x
more likely to achieve better buisness outcomes when organisations have inclusive cultures.
– Deloitte
The business case is strong.
Research shows companies that lead on disability inclusion see better financial performance, stronger culture, and enhanced brand reputation. Neurodiverse teams are known for creative problem-solving, attention to detail, and innovative thinking.
And most importantly, they need to know that supporting neurodivergent employees as a manager isn’t about being perfect, it’s about being proactive, human, and consistent.
That’s why neurodiversity training for managers should be ongoing, embedded into manager development, and immediately applicable.
Practical Steps for Reporting on Neurodiversity in ESG
1.
Start with a Materiality Assessment
Does neurodiversity impact your business performance, talent attraction, or employee wellbeing? If so, it’s a material topic—and should be part of your ESG narrative.
2.
Gather Relevant Data
Encourage confidential self-disclosure and track disability data in HR systems. Collect metrics on neurodiversity programme uptake, accommodations, and employee satisfaction.
3.
Embed Neuroinclusion in Policies
Update diversity and inclusion statements to reflect neurodiversity. Ensure that recruitment, training, and performance processes are accessible and supportive.
4.
Train Managers and Teams
Invest in neurodiversity awareness training and equip people leaders with the knowledge to support diverse ways of thinking and working.
5.
Tell Your Story
Include case studies, quotes, or programme highlights in your ESG or sustainability report. Show not just what you do, but why it matters—and the impact it has.
Future-Proofing Through Inclusion
As ESG reporting becomes more rigorous, companies that embrace neurodiversity will be ahead of the curve—not just in compliance, but in competitiveness. Inclusion is no longer a side initiative—it’s a core business strategy.
By incorporating neurodiversity into ESG practices and reporting, organisations demonstrate real leadership on social impact, talent strategy, and ethical governance.
And that’s not just good reporting—it’s good business.
Want to improve your ESG strategy with meaningful neurodiversity action?
