Manchester has had its fair share of transport headlines in recent years – from the scrapping of the Northern leg of HS2 to the evolution of Andy Burnham’s Bee Network through to recent calls for a Northern Arc connecting the city to its North West neighbour, Liverpool.

True, infrastructure and integration dominate the debate. But a quieter, though no less important, transformation has been unfolding on the city’s tram network in recent years.

As operators of Metrolink through KeolisAmey Metrolink (KAM), we’ve placed people at the heart of our strategy – not just those who use our services, but also the people who deliver them. And in an industry where legacy structures can lag behind modern expectations, Metrolink is showing how a light rail operator can lead on workplace inclusion, skills development and culture change.

The transport industry has traditionally been measured by hard metrics – punctuality, performance, fleet reliability. But in our view, sustainable success also comes from investing just as deeply in people. That’s why in 2024 we restructured our leadership team, bringing in new directors from outside the sector to challenge the status quo and foster a more human-centred culture.

We’ve worked hard to create an open, transparent workplace. Our employees now have direct access to senior leadership and participate in regular engagement surveys, which inform real-time changes across the business. Last year’s employee engagement score hit 71%, up from 41%, thanks to initiatives like our ‘Nice One’ recognition scheme and mental health support programmes that include pop-up wellbeing kiosks and confidential counselling.

Creating career pathways is key to sustaining and strengthening this shift. Since 2017 we’ve introduced 36 apprenticeships across the network, with a particular focus on engineering – one of the UK’s most critical skills gaps. We’ve also supported internal upskilling through the apprenticeship levy, introduced management development programmes like “Track to Success”, and piloted mentoring initiatives aimed at improving progression for underrepresented groups.

A standout initiative is our leadership training programme “Leading KAM”, accredited by the Institute of Leadership. It combines workshops, coaching and on-the-job learning to equip future leaders with both technical competence and emotional intelligence. Already, 30% of participants have been promoted, helping to build a leadership team that better reflects the communities we serve.

But we know that real change takes time, and it starts with early engagement. That’s why we’ve invested heavily in outreach to schools, colleges, and community groups, reaching over 19,000 students across Greater Manchester. We’ve built partnerships with The Girls’ Network and run dedicated open days to demystify careers in transport.

On social media, a dedicated Instagram account offers young people a behind-the-scenes look at what a modern career in public transport looks like. By changing how and where we tell our story, we’re connecting with Gen Z in a language they understand – and encouraging more women and young people to see themselves in this industry.

Transport still has a way to go on diversity. At KAM, we’ve made conscious strides: our exec team is now 33% female and 17% ethnically diverse, with further plans to improve entry-level representation. We’ve launched training on inclusive leadership, bias awareness and autism understanding, alongside staff-led resource groups focused on topics like Women in Transport, Menopause, and the Armed Forces.

But it’s not just about representation – it’s about belonging. Whether it’s our Pride celebrations or our work to promote cultural understanding, we’re creating a culture where every colleague feels valued, heard and supported.

As we look to the future of Metrolink and the wider Bee Network, we see an opportunity to set new standards – not only in service delivery, but in how our industry treats its people. Inclusive, engaging, and people-first transport isn’t just a moral imperative – it’s a competitive advantage.

Rail operators must evolve if we want to attract and retain the next generation of talent. At KAM, we’re proud to be showing what that evolution looks like on the ground. Because for us, the future of transport isn’t just about where we go – it’s about who comes along for the ride with us.

This article appeared in the November 2025 issue of Rail Professional.