When most people think of logistics, they picture lorries on the motorway, busy warehouses, or parcels moving through conveyor belts. What’s less visible is the growing workforce behind the scenes, making it all happen. The logistics sector is vital to the UK economy, employing over 2.6 million people and representing 8 percent of the country’s workforce. Yet it faces a big challenge — there aren’t enough workers to meet demand.
With skill shortages, driver deficits, and an ageing employee base, logistics companies are under pressure to find talent that can keep the industry moving. One answer lies in an underutilised but incredibly capable talent pool: neurodivergent people.
Neurodiversity refers to the natural variation in how people think, learn, and process information. It includes conditions such as autism, ADHD, dyslexia, and dyspraxia. While these labels have often been seen as barriers, the reality is that neurodivergent individuals bring valuable strengths that are not just relevant but critical to the future of logistics.
Why Now Is the Time to Talk About Neurodiversity in Logistics
The logistics industry is changing fast. Automation, real-time data tracking, and increasingly complex delivery networks mean businesses need workers who can think differently, solve problems quickly, and bring innovative thinking to repetitive processes.
At the same time, the sector faces a number of people-related challenges. The average age of a logistics worker is increasing, only 9 percent of employees are under 25, and women remain significantly underrepresented. On top of that, the UK is currently short of more than 40,000 HGV drivers. It’s clear that the sector must look beyond traditional recruitment strategies to fill gaps and build a future-ready workforce.
This is where embracing neurodiversity comes in. According to the British Dyslexia Association, 10 percent of the UK population is dyslexic. One in 7 people in the UK is neurodivergent. This means a huge percentage of potential employees are either being overlooked, unsupported, or underutilised in traditional recruitment and retention strategies.
What Neurodivergent Employees Can Bring to Logistics
Neurodivergent people often possess strengths that align perfectly with key areas of the logistics industry. For example, someone with ADHD might thrive in a fast-paced warehouse setting where constant movement and variety are part of the job. A dyslexic employee might excel at visualising warehouse layouts or spotting patterns in route planning that others miss. Autistic individuals, who may have a strong focus on detail and routines, can be extremely effective in roles like inventory management, order checking, or quality control.
One logistics manager at a large fulfilment centre recently shared how hiring autistic staff had improved accuracy on the packing line. Where others struggled with repetition, these employees found satisfaction in routine tasks, rarely made errors, and often identified ways to improve efficiency.
Neurodivergent workers aren’t just good for operations. They’re often incredible problem solvers. People with dyspraxia, for instance, may struggle with fine motor skills but excel at thinking creatively and finding innovative workarounds. In an industry like logistics, where processes can always be improved, that kind of thinking is invaluable.
What Kinds of Roles Suit Neurodivergent People in Logistics?
There is no one-size-fits-all answer. Neurodivergent people are just as varied in their interests and abilities as anyone else. But there are some roles where their strengths really shine.
Many neurodivergent individuals do well in structured environments where tasks are clearly defined. Warehouse roles that involve checking stock, picking orders, or managing inventory can work well, particularly when sensory environments are adjusted to reduce stress.
Others may be drawn to planning and systems-based roles, such as transport planning, route scheduling, or supply chain coordination. These tasks often involve visual thinking, logic, and problem solving — areas where many neurodivergent people excel.
In more analytical roles, like demand forecasting or data analysis, attention to detail and pattern recognition are huge assets. Some companies are already beginning to tap into this. At XPO Logistics, for example, over 600 managers in the UK and Ireland have received training on neurodiversity inclusion as part of a wider recruitment programme. Their aim is to open up career paths across the organisation to neurodivergent individuals, not just in entry-level roles but at every level of the business.
Creating Neuroinclusive Workplaces in Logistics
Hiring neurodivergent staff isn’t about charity or compliance. It’s about recognising that talent comes in many forms, and that traditional recruitment processes often exclude people who could bring a lot to the table.
So, what does a neuroinclusive logistics workplace look like?
It starts with rethinking recruitment. Standard job descriptions, long online forms, and fast-paced interview processes can filter out great candidates. Employers should consider simplifying language in job ads, offering alternative application formats, and allowing interviews to be conducted in different ways — such as via written responses or work trials.
Once in the workplace, neurodivergent employees may need small reasonable adjustments to perform at their best. This could include offering noise-cancelling headphones in noisy warehouses, allowing more regular breaks, or providing visual instructions alongside written ones. These changes often benefit everyone, not just neurodivergent staff.
Training is key too. Many line managers simply don’t know what neurodiversity is or how to support it. Offering neurodiversity awareness sessions can help demystify common conditions and encourage managers to have open conversations with their teams.
Case Study: Walgreens and Neurodiversity in Action
One of the most inspiring examples of neurodiversity in logistics comes from the United States. Walgreens, the global pharmacy chain, transformed their logistics operations by building inclusion into the heart of their warehouse teams. Under the leadership of executive Randy Lewis, Walgreens introduced a programme to hire people with disabilities, many of whom were neurodivergent, into distribution centre roles.
Rather than lowering expectations, Walgreens held everyone to the same high performance standards. The result? Increased productivity, fewer accidents, and a more loyal workforce. Today, many other global brands have followed suit.
The Business Case for Neurodiversity in Logistics
Let’s be clear — this isn’t just about doing the right thing. There are solid business reasons for embracing neurodiversity in logistics.
Companies that hire inclusively gain access to a wider talent pool, something that’s vital in an industry struggling with recruitment. Teams that include neurodivergent thinkers are more likely to approach problems differently, leading to innovation. Workplaces that make small changes to support different learning styles tend to improve wellbeing for everyone. And from a brand perspective, companies that value neurodiversity often have a stronger reputation and employee loyalty.
As the logistics sector continues to modernise, businesses that embrace neurodiversity will be better placed to compete, adapt, and thrive.
Organisations like Enna are helping companies redesign their recruitment processes to better attract neurodivergent talent.
Final Thoughts
Neurodivergent people already work in logistics, but they’re often masking their challenges, adapting to systems that weren’t built with them in mind, or struggling to get hired in the first place. It doesn’t have to be that way.
By making a few thoughtful changes, logistics companies can unlock a pool of talented, committed, and skilled workers who bring new strengths to the team. Whether it’s on the warehouse floor, in the planning office, or behind the scenes in data analysis, neurodivergent individuals have a lot to offer. And when supported properly, they don’t just do well — they often thrive.
The future of logistics is fast, smart, and inclusive. Let’s make sure it’s neuroinclusive too.