Recent research from the Association for Project Management, conducted with Censuswide, provides a striking signal for employers and those who shape workplaces. When organisations put in place adjustments such as structured routines, sensory friendly workspaces, flexible hours and tailored onboarding, 98.8 per cent of participants reported positive outcomes. The benefits were not abstract; respondents pointed to measurable improvements in risk management, long term planning and problem solving. For the facilities management sector these findings offer a clear strategic opportunity.

The data also shows increasing confidence among neurodivergent professionals. More than 90 per cent of those identifying as neurodivergent said they felt comfortable disclosing this to their employer, and over 85 per cent confirmed they had received workplace adjustments. These figures suggest many organisations are moving from awareness to action. At the same time the research highlights an important gap. More guidance and consistent practice is required to ensure that support is equitable and effective across teams and sites. 

Facilities management is uniquely positioned to close that gap. FM teams manage the physical environment, coordinate suppliers and translate policy into everyday experience. The adjustments cited in the research are primarily environmental and operational in nature. That makes FM a natural leader in delivering inclusive settings that help people perform at their best.

Practical interventions can be straightforward yet powerful. Sensory friendly zones with softer lighting, acoustic management and quiet rooms reduce distraction and improve focus. Structured daily routines can be supported through predictable facility operations, clear signage and reliable wayfinding. Flexible hours are enabled by access control systems, tailored cleaning schedules and responsive catering services. Thoughtful onboarding can be expressed through dedicated orientation spaces and clear, calm routes for new starters. Each of these measures benefits all staff, not only those who are neurodivergent, and contributes to a more humane and productive estate.

Beyond individual adjustments, there is an opportunity to build consistent frameworks. Facilities teams can work with HR and occupational health to create clear request and review processes for adjustments, embed accessibility and inclusion criteria into procurement, and ensure contractors receive training on how to support diverse needs on site. Data collection is critical: recording adjustment requests, tracking outcomes and assessing retention or performance metrics will demonstrate return on investment and guide continuous improvement.

Framing inclusion as a strategic proposition is also important. The research links adjustments to improved risk management and better planning. That suggests inclusive workplaces are not only fairer but also more resilient. Facilities management can position inclusive design and operations as tools to reduce organisational risk, enhance continuity and attract and retain talent in competitive markets.

Finally, communication matters. Making adjustments visible and destigmatising disclosure encourages more people to come forward. Facilities teams can lead by example through visible wayfinding, clear sensory guidance for meeting rooms and publicising the availability of quiet spaces and alternative work settings.

The evidence is compelling. Inclusive adjustments deliver measurable benefits and growing numbers of professionals say they are receiving support. For facilities management this is a moment to turn good practice into strategic advantage. By embedding inclusive frameworks into design, operations and procurement, FM can help create workplaces that are safer, more productive and more humane. The sector has the capability to shape places where everyone can contribute fully, and in doing so to strengthen organisational performance for the long term.