A story of progress: TransPennine Express’ journey to inclusive excellence

When TransPennine Express (TPE) first embarked on its inclusion journey, the road ahead was uncertain. While they have always valued inclusion, much like many other organisations they had no formal strategy, no dedicated team, and no clear way to measure progress.

In 2021, TPE took its first step by participating in the Inclusive Employers Standard (IES), receiving a Committed status, an important but humbling experience. Yet despite this, the feedback provided a clear roadmap, guiding TPE to turn its well-placed ambitions into meaningful and impactful action.

“If we had not received the ‘Committed’ status in 2021, we would not have received the feedback that helped to drive the progress we have made over the last few years. With the support of the Inclusive Employers Standard, we have been able to focus on our inclusion and diversity goals and achieved so much for TransPennine Express to be proud of, in a short space of time.” Harriet Harbidge, Diversity and Inclusion Manager at TPE.

Fast forward to 2024, and TPE has successfully transformed its approach. Inclusion is no longer just an idea; it’s embedded into policies, leadership, and everyday workplace culture. The journey has not been without its challenges, but the commitment to progress has led to the well-deserved achievement of Silver IES accreditation.

Why the Inclusive Employers Standard?

For TPE, the motivation to participate in the IES was clear: to understand their maturity in Equity, Diversity, and Inclusion (EDI), benchmark against industry peers, and receive meaningful feedback to drive real change. Unlike other accreditations, the IES requires more than just policies on paper, it asks organisations to prove how inclusion is truly lived at every level.

Additionally, the decision to return to the accreditation process was not just about gaining recognition but about measuring progress. In 2021, many of TPE’s answers focused on future plans. By 2024, those plans had become reality. Networks had been launched, data was being used effectively, and inclusion had become a tangible part of corporate strategy. The Silver status was not just a certificate, it was proof of growth.

From aspiration to action

TPE’s journey from Committed to Silver reflects an admirable shift from intention to impact. Since their first submission, they have:

• Established employee networks: LGBTQ+, Women’s, and Neurodiversity networks have created safe spaces for discussion, connection, and advocacy.
• Integrated inclusion into training: From induction to leadership development, inclusion is now woven into professional growth at TPE.
• Strengthened strategic accountability: Inclusion is no longer a side initiative. It is part of corporate strategy, measured through clear objectives and data-driven insights.
• Leveraged external expertise: Monthly member meetings with Inclusive Employers have provided valuable perspectives, helping TPE refine its approach beyond industry norms.

A cultural shift

The journey toward workplace inclusion is about creating real cultural change that impacts employees at every level. Through the IES accreditation process, TPE created a moment of reflection, enabling employees across the organisation to recognise progress, engage with inclusion efforts, and build a stronger sense of collective ownership.

The improvement in staff engagement

The results of this approach have been significant. Between 2022 and 2025, TPE saw a 34% increase in overall staff engagement through their annual staff engagement survey. The impact was even more pronounced for minoritised and underrepresented groups, in 2025:

• 73 percent of global majority colleagues feel they can voice their opinions and be heard.
• 83 percent of LGBTQ+ colleagues feel they can openly be themselves at work.
• 84 percent of disabled colleagues feel supported to perform their role to the best of their ability.

A transformation of at least £6m

Employee engagement is a key driver of business performance. Research by Gallup has found that highly engaged teams experience; 41% lower absenteeism, 59% lower turnover and 18% higher productivity.

Using these figures and industry benchmarks, the financial return on investment (ROI) of TPE’s engagement improvements can be estimated as follows:

• Reduced absenteeism – The UK rail industry has an absence rate of 4.33%, equating to 10.91 lost days per employee annually. For an organisation of TPE’s size, a 41% lower absenteeism represents an estimated saving of at least £0.3m1.
• Lower turnover – The rail industry experiences 10% annual turnover. The cost of replacing an employee, including recruitment, training, and lost productivity, is estimated at least 30% of their salary. As a result, a 59% lower turnover represents an estimated saving of at least £0.3m2 in staff retention costs.
• Increased productivity – Engaged employees deliver greater output. Research suggests that an individual contributes 1.5 times their salary in economic impact. An 18% increase in productivity across TPE’s workforce equates to an additional at least £5m3  in economic value.

By prioritising employee engagement and inclusion, TPE’s 34% increase in staff engagement has generated an estimated £6 million in financial benefits through increased productivity, lower absenteeism, and reduced turnover. Beyond the financial impact, this improvement reflects a wider cultural shift within the organisation, ensuring that all employees feel valued, heard, and supported in the workplace.