Sustainability at CrossCountry
As a long-distance train operator, sustainability is not just a part of what we do - it is central to our purpose. Every day, our services connect people to places across the UK, offering one of the lowest-carbon forms of travel available. This unique position gives us both a responsibility and an opportunity: to deliver transport solutions that are not only efficient and reliable, but also socially and environmentally sustainable.
Built around our three core pillars - People, Places, Planet - this strategy is shaped by the issues that matter most to our customers, colleagues, and communities. It focuses on what we must do now to ensure our railway remains resilient and relevant tomorrow; from decarbonising our fleet and conserving biodiversity, to empowering communities and supporting an inclusive workforce.
People
Be a positive force for our employees and wider society.
Places
Support sustainable community growth across our regions.
Planet
Reduce the environmental footprint of our operation.
CrossCountry’s Sustainability Strategy is built around three core pillars: People, Places and Planet. These pillars represent the areas where we have the greatest opportunity and responsibility to create positive, lasting impact.
This structure is the result of careful thought and collaboration. We designed our strategy not just to meet environmental goals, but to deliver meaningful benefits for everyone connected to our railway - from our colleagues and customers to the communities we serve and the environment we all rely on.
Within each of our three Sustainability Pillars we have identified specific modules that help us focus our efforts and resources where they matter most. These modules break down complex sustainability challenges into targeted areas of action, allowing us to track current progress, detail our short-term plan, and outline our long-term ambition. By working through each module, we ensure that our strategy is both practical and focused, addressing the issues most material to our business and to the communities we serve.
Importantly, our three Pillars are guided by the topics set out in the RSSB Sustainable Rail Blueprint, ensuring that our approach remains aligned with industry best practice and national rail sustainability objectives.
Together, these pillars form a clear, practical and ambitious plan - one that puts people at the heart of progress, ensures our operations support local communities, and secures the long-term health of the environment we all share.
People
Be a positive force for our employees and wider society.
Our focus areas:
- We create an inclusive and diverse workforce, offering lifelong learning
- We open social mobility and access to opportunities
- We promote holistic health and wellbeing
Places
Support sustainable community growth across our regions.
Our focus areas
- We empower communities with lasting Social Value
- We create connected journeys and a strong sense of place
- We protect the natural environment and build resilience
Planet
Reduce the environmental footprint of our operation.
Our focus areas:
- We reduce emissions from our operations
- We apply the waste hierarchy to conserve resources
- We embed circular and sustainable operations
Our people are at the heart of everything we do. From the colleagues who deliver our services each day to the customers and communities we serve across the country, we know that our role as a train operator is about more than transport. We have the chance to make a meaningful difference in people’s lives, and we are committed to doing exactly that.
Through our People Pillar, we focus on three key areas: Equity, Diversity and Inclusion (ED&I) & Wellbeing; Social Mobility and Safeguarding; and Accessibility. These modules work together to ensure that our workforce is representative.
Equity, Diversity & Inclusion (ED&I) and Wellbeing
At CrossCountry, we recognise that fairness is not about treating everyone the same - it’s about ensuring everyone has what they need to succeed. That’s why we are placing equity at the centre of our approach to diversity and inclusion.
As a national train operator, we serve a wide range of communities across England, Scotland and Wales. To truly represent and support the people who rely on us, our workforce must reflect the diversity of the regions we operate in, and our culture must actively remove the barriers that prevent individuals from reaching their full potential.
Equity, Diversity and Inclusion is not a project with an end date, it’s a long-term commitment to fairness, representation and respect. By putting equity at the heart of how we lead and grow, we are building a stronger business and a railway that works better for everyone.
Our 12 Month Update
In the past year, we’ve taken important steps to build a more inclusive workplace and lay the foundations for long-term change. We introduced blind recruitment processes to reduce bias, partnered with organisations like WORK180 to attract more women to the business, and continued to collaborate with the Multicultural Apprenticeship & Skills Alliance to support talent from ethnically diverse backgrounds.
Internally, we expanded our ED&I Forum, launched awareness campaigns aligned to national inclusion events, and began designing a behavioural framework that defines what inclusion should look and feel like at CrossCountry. Through the ED&I forum, we enabled colleagues to display their pronouns on Microsoft Teams, helping to create a more respectful and inclusive working environment.
We have launched awareness campaigns aligned with national inclusion events, such as National Inclusion Week, to ensure our efforts are tailored and appropriate to wider UK activity.
Our Short-term Plan (by March 2029)
Vision: We will build a workplace that reflects the diversity of modern Britain - where colleagues feel safe, valued and able to thrive, and where equity is embedded in leadership, systems and decision-making.
Key Deliverables:
- We will achieve at least 40% female representation in leadership roles (Level 5 and people managers) by 2027.
- We will ensure that at least 10% of all driver applications come from women by 2026.
- We will increase the proportion of underrepresented minorities (focusing on ethnicity and disability) in leadership roles
by 10% by 2027, compared to a 2025 baseline. - We will improve colleague survey scores on “all employees are treated equally” to 78% in 2025 and 80% in 2026 (from
77% in 2024). - We will increase colleague survey scores on “I feel I can be myself at work” to 75% in 2025 and 80% in 2026 (new
measure introduced in 2025). - We will improve disclosure rates of diversity data, setting a baseline in 2026 and achieving a 10% increase by 2027.
Our Long-term Plan
By 2035, we aim to be a recognised leader in workplace inclusion across the UK transport sector. ED&I will be fully embedded in our culture, systems and services - not as an initiative, but as a way of operating. Our workforce will reflect the full diversity of the communities we serve, and inclusive leadership will be second nature across the business.
We will have matured our use of demographic and experience data to target interventions and track change. Our recruitment, marketing and digital platforms will be fully accessible and representative, and our colleague networks will play a key role in shaping strategy. We will influence ED&I practices across the rail industry through partnerships and thought leadership, proving that inclusive businesses are better for people, better for performance, and better for society.
Social Mobility & Safeguarding
Social mobility is central to how we think about our role, our impact and our responsibility. Our network spans regions with some of the highest levels of inequality in the UK, where limited access to education, employment and safe spaces can leave individuals, particularly young people, vulnerable to harmful influences such as County Lines exploitation. That’s why we see safeguarding and social mobility as deeply connected: by creating better opportunities within rail, we can help reduce the risk of people falling into unsafe situations, while giving them the skills, careers and confidence to succeed.
Our 12 Month Update
Apprenticeships remain central to our approach. For the second year running, we have been recognised as a Top 100 Apprenticeship Employer by the Department for Education, rising from rank 94 in 2023 to 79 in 2024 and 59 in 2025. Over 20% of our workforce are either currently enrolled or have completed an apprenticeship, spanning Level 2 through Level 4+ programmes. We remain committed to expanding both
apprenticeship, spanning Level 2 through Level 4+ programmes. We remain committed to expanding both the number of employees undertaking apprenticeships and the breadth of opportunities on offer.
We continue to develop our Early Careers Strategy, engaging with local education providers to build a dedicated pipeline for school leavers. This includes introducing specialised apprenticeships, such as finance, and embedding structured development modules into our graduate programme - helping more young people begin meaningful, long-term careers in rail.
We renewed our strategic partnership with the Railway Children Foundation for another 12 months, and completed five roadshows though this partnership, supporting our safeguarding deliverables. As a result of our work and following a rigorous audit, we have been awarded our annual certification for Safeguarding. We were also awarded White Ribbon accreditation until 2027, recognising our work to prevent violence and intimidation against women and girls, and tackle unwanted sexual behaviour.
Our Short-term Plan (By March 2029)
Vision: We will create clearer, fairer pathways into rail by expanding outreach, early careers and development programmes, particularly in underserved communities. Our Social Mobility Framework will guide strategic investment across our regions.
Key deliverables:
The work within our Social Mobility Module will support our deliverables in the ED&I and Accessibility module, by increasing the profile and brand awareness of CrossCountry in target locations.
We will deliver our Schools Outreach Programme at 100% in 2026.
We will increase attraction and engagement from female students.
We will drive wider exposure and engagement from underrepresented ethnic minorities.
We will support schools with high levels of social deprivation and free school meal (FSM) eligibility, helping to increase social mobility.
We will provide greater and more detailed reporting on our outreach activity at a UK-wide level.
Our Long-term Plan (2035)
We will have developed a nationwide network of educational and community partnerships that fuel our talent pipeline. Our long-standing success with apprenticeships will continue to grow, offering high-quality, supported routes into long-term careers in rail. We will measure the impact of our social mobility work through robust data and human stories, and we will be using our scale to support regional economic growth and resilience.
Our leadership teams will include individuals whose lived experience reflects the full social spectrum, and we will actively work to dismantle systemic barriers that hold people back. We believe the power of rail is not just in where it takes you, but in what it can unlock. Through long-term commitment to social mobility, we will make sure CrossCountry is not just moving people, but moving society forward.
Accessibility
At CrossCountry, accessibility is about more than compliance, it’s about creating a railway that everyone can use with confidence and independence. We are committed to removing barriers across our services, from stations and platforms to trains, websites and digital tools, so that all customers and colleagues feel supported and included.
Our 12 Month Update
In the last year, we have made strong progress in improving accessibility across our network. We unveiled the Newport Access Map, highlighting attractions and accessible routes around one of our station areas. We completed the full rollout of British Sign Language across our website, extending access beyond key pages to the entire site. To make passenger assistance smoother, we introduced luggage tags for customers requiring additional support, enabling quicker and easier identification for staff. We also attended Naidex and Sight Village, coordinating transport for customers and building stronger links with the accessibility community.
Our Short-term Plan (By March 2029)
Vision: Accessibility will be fully embedded and thought-leading, ensuring every customer can travel with confidence. From digital platforms to on-board services, our approach will go beyond compliance, removing barriers and creating inclusive journeys for all.
Key deliverables
- We will launch our Priority E-Cards programme by 2027.
- We will ensure accessible catering menus (including BSL, Braille, and Large Print) are available by 2027.
Our Long-term Plan (2035)
By 2035, we want accessibility to be fully embedded into every aspect of CrossCountry’s operations and culture, ensuring that travel by rail is inclusive, dignified and seamless for all customers. Our ambition is not only to meet statutory requirements but to lead the rail industry in setting new standards of accessibility.
By 2035, accessibility will not be a separate strand of our strategy but a natural part of how we operate, measured through consistently high satisfaction ratings from customers, significantly reduced accessibility complaints, and industry recognition for best practice in inclusive travel.
At CrossCountry, we are more than a train operator. With 111 stations on our network, we are the most geographically diverse operator in the UK. This gives us a unique connection to communities across the country, from major cities to rural regions. It also gives us a responsibility to protect the environments we pass through and support the people who live there.
The Places pillar of our Sustainability Strategy reflects this responsibility. We are committed to improving the health, wellbeing and resilience of local areas. This part of our strategy is shaped around five key areas: Air Quality; Climate Change Adaptation; Biodiversity; Sense of Place; and Connected Journeys. Each one plays a vital role in ensuring that the places we serve continue to thrive in the years ahead.
Air Quality
Air quality, and its link to public health, is a priority material sustainability topic for us. As such, we have developed a dedicated Diesel Engine Exhaust Emissions (DEEE) Strategy to identify, manage and reduce the risks associated with our operations. This strategy is reviewed and updated annually, helping us to track progress and shape new interventions. It forms the foundation of our wider commitment to improving local air quality across our network.
Our 12 Month Update
We introduced a revised Engine Shut Down Policy that reduces idling from 15 minutes to 5 minutes in some instances. This change has been implemented to specifically target enclosed stations. Our collaboration with the Rail Safety and Standards Board (RSSB) suggests this policy could improve local air quality by up to 7.3% percent, by removing approximately 0.58 tonnes of nitrogen oxides (NOx). To ensure accountability and assess effectiveness, we worked closely with Network Rail to carry out enhanced monitoring of shut-down compliance at Birmingham New Street, one of the busiest enclosed stations on our network.
We also created our new Monitoring and Managing Air Quality Policy, which outlines our approach to managing the health and safety risks associated with diesel exhaust exposure.
Our Short-term Plan (by March 2029)
Vision: We will reduce local air pollution through improved operational practices and engine technology, and work with partners to protect health and wellbeing in and around enclosed stations.
Key deliverables
- We will work with Network Rail and station operators, to improve local air quality in priority stations by at least 20%
by 2027 compared to 2022 levels. - We will roll out IESS by October 2025, and create a business case for IESS+ by December 2025, subject to funding.
Our Long-term Plan (2035)
Our long-term ambition is clear: to significantly reduce and eventually eliminate the impact of diesel emissions on local air quality across our network.
By December 2025, we will outline indicative costs for a new fleet that meets the latest environmental and emissions standards. Subject to funding, we will roll out this fleet by March 2035 in order to reduce our CO2e emissions by 63% from our FY2024 baseline, in line with our Science Based Targets.
Biodiversity
For CrossCountry, biodiversity is a material issue due to the nature of our network. Our services run through diverse landscapes, including green corridors, rural areas and urban environments where natural habitats are increasingly under pressure. As the most geographically diverse UK train operator, we have a responsibility to protect the ecosystems we pass through and to contribute to the restoration of nature where possible.
Our 12 Month Update
Over the past year, we have taken important steps to understand and reduce our impact on biodiversity. We worked with Network Rail to make use of their State of Nature Report, which maps the biodiversity units across the national rail estate.
This analysis has helped us better understand where our activities may have a negative impact on wildlife or habitat quality and allowed us to prioritise where action is needed most.
Guided by this insight, we invested £80,000 in biodiversity improvement projects across the UK. Through partnerships with
stakeholders and local organisations, we supported ten separate initiatives aimed at restoring natural habitats, enhancing green spaces and protecting native species along our network. These projects reflect our commitment to turning knowledge into action and using data to guide investment where it will have the greatest impact.
We also continued our partnership with Green The UK to support the Lias Line project in the West Midlands. This initiative improves biodiversity alongside a disused rail corridor and actively promotes sustainable travel by integrating green spaces with cycling and walking infrastructure.
Our Short-term Plan (by March 2029)
Vision: We will align our investments with biodiversity data, supporting projects that restore habitats, protect species and enhance the natural environment across our regions.
Key deliverables
- Embed Social Value principles into our Biodiversity Improvement Projects Fund, by April 2026.
- Map our impact on Biodiversity, to inform annual investment back into our regions, by December 2025.
Our Long-term Plan (2035)
We will measure our long-term success not just by the number of projects we fund, but by the improvements we help deliver in biodiversity unit scores across the network. We will use this data to ensure accountability and guide future investment.
Collaboration will be central to this. We will work with partners, local communities and our supply chain to deliver projects that enhance habitats, protect species and embed biodiversity considerations into procurement and operations. By engaging our suppliers, we can influence land use, sourcing practices and material choices, ensuring that biodiversity is valued and protected throughout our value chain.
Climate Change Adaption
Climate change is one of the most significant challenges facing transport today. Rising temperatures, extreme weather events and shifting seasonal patterns are already disrupting infrastructure, services and supply chains. For the rail industry, adapting to climate change is not a distant concern, it is a present and growing risk.
Our 12 Month Update
Over the past year, we have continued to support Network Rail in developing and rolling out tools and initiatives that strengthen the railway’s resilience to extreme weather. The GUSTO system (Gales: Use of Speed-restrictions Targeted Operational Risk) has been expanded, helping to reduce the impact of high winds by targeting speed restrictions only where necessary. In the Western region, this has meant restrictions as short as three miles during the 2024 storm season, compared to more than fifty miles under traditional approaches.
In the Central region, Flood Attenuation Bladders (FAB) have been introduced as a rapid-deployment solution for small to medium flood events, with colleague familiarisation sessions planned for October. Further catchment modelling is also underway at Clay Cross and Draycott in the East Midlands, giving better insight into water flow and identifying potential interventions.
The rollout of PRIMA (Proportionate Risk Response to Implementing Mitigating Speeds to Assets) has continued, allowing more refined speed restrictions by assessing rainfall impacts and railhead conditions, while the Drone ARB system has been expanded to improve vegetation management across the network.
Our short-term plan (by March 2029)
Vision: We will publish and implement an annual Climate Adaptation Strategy tailored to our regions, using data and risk assessments to improve resilience across our operations and protect services from extreme weather.
Key deliverables
- We will produce a Weather Resilience and Climate Change Adaptation Strategy, by January 2026.
- We will embed Climate Change Adaptation thinking into key procurement activity.
Our Long-term Plan (2035)
We will take a region-specific approach to climate resilience, recognising that the risks faced in the South West differ from those in the North East or the Midlands. Our long-term plan is to embed climate data into our decision-making processes, using insights to inform fleet planning, operational protocols and future infrastructure investment. We will also embed climate adaptation measures into procurement, ensuring that the goods and services we buy support resilience and help prepare our supply chain for the challenges ahead.
Sense of Place
At CrossCountry, we do more than take people from A to B – we connect them to the heart of the towns and cities along our routes. The railway has always played a role in shaping communities, but it can also unintentionally erode the unique identity of places. As trains have increased physical mobility, they have also made towns and cities feel more alike, with faster, easier travel sometimes blurring the differences that once set communities apart.
Our 12 Month Update
Over the last 12 months, we have continued to strengthen our ties with local communities through the Community Rail Partnerships. We have provided £393,000 of core funding, alongside an additional £130,000 for projects aligned to our strategic objectives. We are proud to work with passionate individuals who act as a bridge between the local communities and the railway.
In the May of this year, we welcomed applications for the next cycle of funding. We received a record number of applications and were pleased to support 10 initiatives for the 25/26 year.
Our Short-term Plan (by March 2029)
Vision: We will be recognised as a rail operator that strengthens the identity of the places we serve. Every station will act as a gateway into its community, celebrating local heritage and culture while creating spaces that feel welcoming, connected and reflective of the people who use them.
Key deliverables
- We will integrate place-based considerations into procurement and investment decisions.
- We will develop metrics and reporting to measure the impact of our work on communities and local identity
by December 2026. - We will produce a Needs Analysis report for all the communities we serve by May 2026.
- We will ensure all Community Rail Partnerships (CRPs) receive their core funding on time, as per the NRC.
- We will allocate all CRP non-core funding to projects that deliver meaningful benefits.
- We will successfully deliver all projects supported by the Customer and Communities Improvement Fund (CCIF).
Our long-term plan (2035)
Our vision is to ensure that every station on our network is more than a stop; it is a welcoming gateway into the heritage, culture and future of the communities it serves. We will be known for celebrating what makes places unique, protecting local identity against homogenisation, and enabling pride of place to flourish across our regions.
This means passengers will not only experience reliable and sustainable rail services but will also gain a deeper connection to the communities they travel through. For the communities themselves, our network will provide both opportunity and recognition, a platform for local stories, creativity and economic growth.
Connected Journeys
We want travelling by train to be the simplest and most appealing choice. Connected Journeys is our commitment to making every stage of travel work seamlessly, linking rail with buses, trams, cycling, and walking routes so the journey from door to destination feels smooth, reliable, and stress-free.
Our 12 Month Update
Over the past year we have strengthened connections across our network to make journeys simpler and more seamless. We launched our 3 Nations Direct service, linking Wales, England and Scotland into a single train journey and enhancing crossregion connectivity. The new Scotland–Wales Direct service has opened up opportunities for customers.
We also introduced 50 new origin–destination flows on CrossCountry connections via Peterborough, delivering a smoother travel experience for customers in East Anglia. To improve multi-modality, we updated our website with a dedicated bus links page, helping customers plan their first- and last-mile connections with ease.
Our Short-term Plan (By March 2029)
Vision: We will make travelling with CrossCountry part of a much simpler, more connected transport experience. Journeys will be seamless from first to last mile, with easier fares and products, integrated multi-modal options, and no need for split-ticketing. Customers will enjoy flexible, sustainable and well-connected travel across our network and beyond.
Key deliverables
- We will establish targets for connectivity reporting, by December 2026.
Our Long-term Plan (2035)
By March 2035, our goal is to make travelling with CrossCountry part of a seamless, well-connected transport experience. Journeys will be easier to plan, simpler to pay for, and better linked to other modes of transport. Rail fares and products will be straightforward, with split-ticketing eradicated, removing unnecessary complexity for our customers.
We expect to see more integrated, multi-modal options emerging across the industry. These developments will allow customers to move effortlessly between rail and other forms of transport, supporting flexible travel and opening up opportunities to learn, work and connect with greater ease.
To achieve this, we will back national fare simplification processes and support the introduction of new Passenger Transport Executive (PTE) products. By negotiating and enabling new solutions through PTEs, we will create greater flexibility, ensure easier access to learning and working opportunities, and deliver a customer experience that is simple, sustainable and fully connected.
The Planet pillar of our Sustainability Strategy is focused on how we manage resources, emissions and leased infrastructure in a way that protects the environment and supports the UK’s transition to net zero. It is built on a clear ambition: to operate cleaner, leaner and more responsibly both now and into the future.
Carbon
For CrossCountry, reducing carbon emissions is the defining environmental challenge of our time. Our Science Based Targets initiative (SBTi) analysis shows that diesel fuel accounts for over 99% of our Scope 1 and 2 emissions, making decarbonisation central to our long-term success and the health of the communities we serve. Alongside our traction emissions, the spaces we occupy, depots, offices, and shared facilities, also contribute to our footprint. While we don’t own these sites, they shape how we work, how we use energy, and how we support our people.
Our 12 Month Update
Over the past year, we have continued to deliver year-on-year reductions in diesel-related emissions, with a steady downward trend in CO₂e per mile across our fleet. We rolled out Intelligent Engine Stop Start (IESS) technology to part of the Voyager fleet, with full rollout on track to be completed by 31 October 2025.
Energy monitoring technology has been installed across all properties, enabling us to track real-time consumption and identify opportunities for savings. We also completed a full sustainability survey of all leased buildings, assessing insulation, heating systems and usage patterns to highlight areas for improvement. In addition, we mapped energy use by headcount, allowing us to target action where consumption was disproportionately high.
Our Short-term Plan (by March 2029)
Vision: By 2029, we will make appropriate steps towards reducing our Scope 1 and 2 emissions by 63% in line with our science based targets, while transforming our leased spaces into low-carbon, energy-efficient environments.
Key deliverables
- We will reduce our Scope 1 and 2 CO₂e emissions by 2.5% each year until 2030.
- We will achieve a 63% reduction in Scope 1 and 2 CO₂e emissions by 2035.
- We will outline the indicative costs for a new low-carbon fleet by December 2025.
- We will reduce energy consumption by 2.5% each year across our leased sites.
Our Long-term Plan (2035)
Subject to funding, by 2035, CrossCountry will have introduced a new, low-carbon fleet, delivering a step change in sustainability across our operations. This transition will reduce our CO₂e emissions by at least 63% compared to 2023/24 levels, fully aligning our progress with our near-term Science Based Targets.
All spaces leased by CrossCountry will either generate their own renewable power on site or source electricity through certified green tariff renewable energy.
By 2035, CrossCountry will actively engage with suppliers representing 90% of our total supply chain spend. Through collaboration, we will promote emission reduction initiatives, share best practice, and encourage innovation that helps lower carbon across the wider rail industry.
Waste
Waste is more than a by-product of our operation, it’s a reflection of how efficiently and responsibly we manage materials across our network. Whether it’s packaging from on-board services, office supplies, or industrial materials from refurbishments, the way we handle waste has a direct impact on our environmental footprint.
Our goal is simple: to create a culture where waste is seen as a resource, driving us toward a truly circular economy.
Our 12 Month Update
In our staff offices and train crew depots, we aligned our waste provision in line with the Simpler Recycling legislation by rolling out food waste bins across key locations. Where we manage our own waste contracts, including at Newcastle, Leicester and Cambridge, we have updated our agreements to include appropriate segregation and disposal of food, recycling and general waste. At other sites, where waste services are provided by landlords, we are working closely with building managers to ensure that waste is handled and disposed of correctly.
In response to staff feedback, we are also reviewing food waste in our first class offering, with a view to developing a minimal-waste catering solution. This review is exploring ways to eliminate excess food waste and introduce packaging that supports waste reduction, all while maintaining a high-quality customer experience.
Our Short-term Plan (by March 2029)
Vision: We will reduce waste at source, improve on-board segregation, and embed circular practices to view waste as a resource.
Key deliverables
- We will establish targets for onboard waste reduction by December 2026.
Our Long-term Plan (2035)
By 2035, we want to embed a zero-waste mindset across the organisation. Our long-term goal is that all waste generated by CrossCountry is treated as a resource, with reuse, recycling or as a last resort energy recovery built into every process. We will continue to refine our first class and on-board services to further minimise waste, moving toward circular catering models that reduce packaging, prioritise local and low-waste sourcing, and ensure that unused items are recovered or repurposed wherever possible.
In our workplaces, we will work toward full circularity, using procurement strategies that avoid waste at the source, and ensuring the spaces we use are designed and operated with sustainability in mind.
Water
Water is a finite and shared resource. For CrossCountry, it underpins the safe and reliable operation of our sites, depots and customer facilities. It is also an area of increasing scrutiny, as climate change brings more frequent periods of both drought and flooding. Managing our water use responsibly allows us to reduce costs, build resilience, and protect the environments and communities we serve. By treating water as a valuable resource, we play our part in safeguarding it for future generations while strengthening the sustainability of our operations.
Our 12 Month Update
Over the past year we have taken major steps to build a stronger picture of our water footprint. We have installed flow and temperature meters across 19 of our 20 sites, giving us the first clear, site-specific data on how water is being consumed. Alongside this, we have begun to integrate water data into our developing Sustainability Power BI dashboard, bringing together live utilities data in one place to support smarter decision-making. We have also commissioned work to explore how to capture more accurate water flow readings from our head office in Birmingham, addressing one of our biggest data gaps.
Key Deliverables
- We will reduce water consumption by 2.5% annually.
Our Short-term Plan (By March 2029)
Vision: Water is effectively monitored and measured, with water harvesting opportunities embedded into practice.
Our priority is to build a complete and reliable water baseline across every site we operate from. The site survey programme currently underway will inform a dedicated Sustainability Improvements report by October 2025, highlighting where investment can reduce consumption and increase efficiency
Our Long-term Plan (2035)
Looking further ahead, by 2035 we aim to be recognised as a rail operator that treats water carefully. That means embedding
water efficiency into all aspects of our operation, from procurement to building management, and investing in systems that support circular use wherever possible. We will continue to develop region-specific approaches to managing water stress, ensuring our depots and offices are resilient to local conditions. A key part of this will be working with our suppliers to install water harvesting systems for train washing, reducing reliance on mains supply and making better use of captured
rainwater.
At CrossCountry, Social Value is not just a principle - it’s how we measure the real-world impact of our Sustainability Strategy across People, Places and Planet. It reflects the positive change we create for our colleagues, customers, communities and the environment, and helps us understand where we need to do more.
We use the Rail Social Value Tool (RSVT), underpinned by the National Social Value Standard (SVS), to quantify our performance across social, economic and environmental dimensions. This methodology, aligned with HM Treasury’s Green Book guidance, enables us to account for both positive contributions and negative externalities, including the environmental cost of our emissions, to calculate a net Social Value figure.
Delivering Social Value Across Our Pillars
People
In 2024/25 we generated over £30 million in Social Value from employment, apprenticeships and upskilling, including £4.1 million from apprenticeships alone. We are proud to have been recognised as one of the Top 100 Apprenticeship Employers in the UK. Initiatives such as Upmo Eats, inclusive recruitment practices and workforce development have helped create fairer opportunities and meaningful social outcomes.
Places
Our place-based impact focused on improving community connection and confidence in travel. Our Customer and Communities Investment Fund (CCIF) enabled deeper partnerships with grassroots organisations to deliver value where it matters most. Our ongoing work to improve biodiversity across our network strengthens our positive legacy.
Planet
Our environmental footprint included a Social Value cost of £28.2 million, reflecting the impact of Scope 1 and 2 emissions. While this presents a clear challenge, it also highlights our commitment to transparency and change. Crucially, this figure does not yet include Scope 4 avoided emissions - the carbon saved when customers choose CrossCountry instead of air or car travel. On some key routes, our trains emit up to five times less CO₂ per passenger than domestic flights.
