Podcast: How manufacturing leaders can build safer workplaces for neurodiverse employees
Key takeaways
- Neurodiversity exists on every factory floor—design safety programs with proactive inclusion in mind, not reactive response.
- Standard sensory environments may overwhelm neurodivergent workers; flexible accommodations reduce risk and boost performance.
- Rethinking safety training and allowing schedule or PPE adjustments can benefit all workers, not just those with diagnoses.
- Inclusion isn’t a new initiative—it’s a practical lens to apply across current systems, improving culture and reducing safety incidents.
In this episode of Great Question: A Manufacturing Podcast, Nicole Stempak, managing editor of EHS Today, and John Dony, CEO and co-founder of the What Works Institute, explore how manufacturing workplaces can better support neurodivergent employees through more inclusive safety practices. The conversation highlights the importance of proactive planning, awareness, and practical accommodations that improve conditions for all workers. Drawing on real-world examples, they discuss how sensory input, communication styles, and job design impact safety and performance. The episode encourages safety professionals to view neurodiversity as a valuable lens for enhancing workplace culture and reducing risk across the board.
Below is an edited excerpt from the podcast:
EHST: Statistically, about one in five workers is neurodiverse. As you know, statistics are usually lower than the actual. So you might work with someone who does not have a diagnosis, but whether they realize it or not might have symptoms that suggest that, if they were to be tested, someone would say they have autism or ADHD. So just because you don't know and maybe that colleague doesn't know, doesn't mean that it's not a concern—and that you don't have to plan or create or figure out ways to make your workplace safety program accommodating.
JD: Exactly right. I think just as if we waited for any other risk factor to activate in front of us—if that were the only time we were going to take action to do something about it or prevent it, then we’d be waiting for fires to happen before we, did anything. We'd never build a fire suppression system, right? So, similarly with something like this: identification, awareness, proactive action.
If you believe the statistics are remotely accurate, then every workforce has a fairly significant percentage of folks who have something going on. If you apply that lens to how you've written your programs and procedures, how you communicate, how you investigate and learn from incidents, you name it… Across the board, there's a refraction of that in your systems, in your programs, in your practices. In some cases, that's smaller or larger; it doesn't equally impact everywhere.
Not knowing the number of employees you have that are neurodiverse is not a reason to not do something. That’s where you have to start your action, is understanding what this looks like for you, where you are. What are you doing now? What could you do more easily in the short term? Start with things that anybody can do. You don't need to be highly scientific to start an employee resource group, right? You don't need to be highly scientific to bring together some people to start talking about it and learning what your employees and workers are experiencing. Those are those are things that anybody can do tomorrow.
EHST: Great! That segues into what I wanted to talk about next. Could you give some examples of what I'll consider standard behavior and how, for a neurotypical person, that could work, but why or how it might not work for someone who is neurodivergent? Just a couple really everyday, basic examples to highlight this?
JD: So, you're working on a factory floor or you're working at a construction site, it's active. You already got a lot of big yellow machinery moving around and you got a lot of people doing things with their head on a swivel.
You don't need to be diagnosed with autism to get overwhelmed by a noisy environment. If the organization is paying attention to its culture and its care and the way it thinks about psychological safety or psychosocial risk, that's absolutely going to benefit everyone.
- John Dony
For a neurotypical person, that sensory input level is not overstimulating or challenging. It's something that they're used to dealing with and that you sort of accrue a skillset for over time, right? Which is why you've got a really seasoned construction worker, and it's almost like they've got a six sense for what's coming next and where the risk is. That can bite you for sure, and this is not a conversation on human performance and behavior and other factors, but let's just say that for the average neurotypical person who becomes more seasoned, they get a better appreciation for that. They're able to take it on.
For someone who's neurodivergent, particularly for someone who has sensory sorts of issues either in the autism spectrum or maybe even in ADHD in terms of how they process information, the visual and auditory stimulus—the light, the number of sensory inputs—all can become overwhelming. They can be overcoming very quickly. They can also be withstood for a period of time and then suddenly reach a breaking point, depending on the individual.
You can have scenarios where the risk may be present from the start, but this is just a scenario that's not comfortable for this person and they're not going to operate well and therefore be at heightened risk. Or you might have someone who feels like they're OK. They're managing it. They're masking through it. They're appearing fine, but then a crisis point hits, the dam breaks and something happens.
These are negative examples, where the risk gets heightened or the behaviors overwhelming. On the other side of the coin, that also illustrates a really good difference is one of the things that is typical to many types of neurodiversity, particularly in autism spectrum disorder, is particular a deep interest in certain topics or certain types of behavior, structure repetition. In a work context, you find a lot of folks love doing the same task, the same way, over and over again. It gives them satisfaction. It doesn't feel a task to them. It feels like the thing they want to do, and you've got a neurotypical person who might sit there and say, ‘If I'm going to be filling out the same form every 15 minutes all day, that's just not something I want to do. I don't care about that.’
These are giving people the chance to do the type of work that they most value and want to do. In a safety context, there's maybe a difference between your folks who love the systems and love the mechanics and love the investigation and love the audits. They love the inner workings of the system. That may speak to a certain type of wiring. I'm not saying it speaks to neurodivergent people—it speaks to all sorts of people—but maybe it speaks to someone on your team that has a neurodiversity or has autism. Wouldn't it be great if that could be what they did all day? You could also just get your field people who just love talking to and interviewing people all day, talking to and interviewing people all day.
These are examples where it's a behavior type that can apply across all sorts of different work, not just safety, but has a particular relevance to safety. And you know, it's also stuff that we all do every day in general: things we like, things we don’t like as much, things we love and are interested in, and things we don't. People that energize us or don't energize us. These are all things that the average person can understand and that neurotypical folks deal with all the time but are intensified and heightened for folks who are neurodivergent.
I think that's maybe a good way for folks to think about it: It’s not as if no diverse people see the world entirely differently. It's that certain things are elevated and diminished for everybody. A certain group has a certain set of those things that we studied and understood and can deal with—if we put time and attention to it, can interact better on all sides. It's not a problem to be solved, it's just a normal human variation to engage with.
EHST: Right, and I appreciate the way that you describe that because it made me think. A good manager tries to bring out the best in all their employees and look out for them and whatever assistance they need or help they need in any capacity, right? It could be, ‘Can you show me how to do this?’
But when it comes to understanding the way our brain works, that's where it gets a little tough because it's easy if you're so in your own head—as we are—to have to take a step and think about what someone else's brain is like and their process is like. And why making that phone call could be really difficult for one person and not for another. I mean, even regardless of how your brain works, right?
JD: Right, right.
EHST: Extroverted people would want to make that phone call.
JD: Yes, absolutely.
EHST: An introverted person or someone who has anxiety even would have to struggle or build themselves up for that.
JD: Yep.
About the Podcast
Great Question: A Manufacturing Podcast offers news and information for the people who make, store and move things and those who manage and maintain the facilities where that work gets done. Manufacturers from chemical producers to automakers to machine shops can listen for critical insights into the technologies, economic conditions and best practices that can influence how to best run facilities to reach operational excellence.
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About the Author
Nicole Stempak
Nicole Stempak is managing editor of EHS Today and conference content manager of the Safety Leadership Conference.


