One of the standout sessions at the Maritime People & Culture Conference 2026 came from Daniel Smith, who delivered a powerful conversation around neurodiversity, inclusion and the opportunities the maritime industry could be missing by failing to adapt.

The session challenged a lot of traditional thinking. Rather than framing neurodivergence as a weakness or obstacle, Daniel focused on the unique strengths neurodivergent individuals can bring to maritime, particularly in an industry that increasingly depends on problem solving, adaptability and high levels of concentration.

Daniel began by breaking down some of the terminology around neurodiversity. Neurodiversity refers to the natural differences in how all of our brains work, while neurodivergence describes people whose brains work differently from what society typically considers “normal”. He then explored what he called “the trinity” of neurodivergence most commonly discussed in workplaces: ADHD, autism spectrum conditions and specific learning differences such as dyslexia, dyspraxia, dyscalculia and dysgraphia.

The descriptions were practical and relatable rather than clinical. ADHD, for example, was described as having “many tabs open at the same time”, with rapid shifts in focus and a tendency to thrive in fast-moving, ever-changing environments. Autism was discussed as a spectrum condition that affects how people interpret and interact with the world, often bringing highly logical thinking and attention to detail. Specific learning differences were explained through the real-world challenges they create, such as re-reading equations repeatedly to avoid losing track of numbers or struggling with fine motor control.

But throughout the session, Daniel kept returning to one core point: neurodivergent people are often disabled more by their environment than by their condition itself.

And the statistics he shared made a strong case for why companies should be paying attention.

According to research discussed during the session:

• Teams with neurodivergent members can be up to 30% more productive than those without
• JPMorgan Chase found employees in its Autism at Work programme were 90–140% more productive while making fewer errors
• EY reported neuroinclusive teams were 1.2–1.4 times more productive and accurate than comparable teams
• Neuroinclusive organisations are 75% more likely to see ideas progress from concept to production
• They are also 87% more likely to report better decision-making overall
• Neuroinclusive executive teams solve complex problems three times faster
• SAP reportedly saved $40 million thanks to a single neurodivergent employee’s solution

The message was clear: neuroinclusion is not just a wellbeing or DE&I conversation, it is a business performance conversation too.

Daniel also spoke about the practical work NeurodiversAtSea is already doing within the industry. This includes providing “maritime inclusion support kits” for ships and offices, complete with sensory tools and stim toys, offering free guidance and training to companies, and even helping neurodivergent seafarers access formal diagnoses through grant funding.

However, he was also honest about the barriers still facing maritime. He commented that the industry still “lives in the dark ages a little bit” when it comes to inclusion, and argued that organisations often spend too much time debating what action to take instead of making practical improvements.

There was also discussion around AI and technology. While AI has the potential to improve accessibility and support people in different ways, Daniel warned that organisations are often rushing to implement technology without stepping back to understand how neurodivergent employees are actually using it or how it impacts them day-to-day.

Importantly, many of the solutions raised during the session were refreshingly simple.