Train costs are on the rise again - how can membership organisations support their team through increasing commuting costs?

Train fares have risen again - by 4.6% in England and Wales and 3.8% in Scotland. Meanwhile, Northern Ireland’s Translink has yet to confirm whether it will follow suit. For professionals working in the membership sector, where travel is often an integral part of the job - whether for in-person collaboration, attending events, or meeting stakeholders - these rising costs can create fresh challenges.  

The impact on membership professionals 

For those commuting daily, particularly into London, Manchester, or Edinburgh, the increase in fares means hundreds of pounds more per year just to get to work. The cost of an annual season ticket from Woking to London has risen by around £187, while a York to Leeds pass is now £133 more expensive. 

And it’s not just daily commuters feeling the squeeze. Hybrid workers who once enjoyed a flexible balance between home and office may also feel compelled to reduce their in-office days further. In the membership sector, teams whose roles rely on face-to-face interaction like events and member engagement, will also feel the financial pinch. 

To add insult to injury, rail reliability is also at a record low - more than one in 25 services were cancelled in the past year. So, it’s hardly surprising that many membership professionals are questioning whether the cost of commuting is worth it. 

What can membership organisations do? 

Membership bodies rely on engaged, committed staff to deliver value to their members, and rising commuting costs could lead to retention challenges, reduced morale, and barriers to in-person collaboration.  

So, how can organisations step up? 

  1. Review hybrid and remote working policies

Many membership organisations have already embraced hybrid working, but is there room for further flexibility? Allowing additional remote days or rethinking in-office expectations could help employees cut down on travel costs without sacrificing productivity. Want to find out more about remote vs in-office vs hybrid in the membership sector? Read our blog “Remote, Hybrid, or In-Office: What’s Right for Membership Organisations?” here.  

  1. Offer commuter support schemes

Beyond traditional season ticket loans, membership organisations could consider: 

  • Reimbursement for work-related travel - Ensuring staff aren’t covering the cost of necessary trips. 
  • Travel stipends - Offering a set monthly allowance towards commuting expenses.  

  1. Consider salary sacrifice for travel cards

Salary sacrifice schemes allow employees to pay for annual travel cards before tax deductions, making rail travel more affordable. If your organisation isn’t already offering this, now might be the time to explore the option. 

  1. Support flexible working hours

Off-peak fares can be up to 61% cheaper than peak-time tickets. If operationally feasible, adjusting start and finish times could help staff travel more affordably. 

  1. Use advocacy power to push for change

Membership organisations often have strong lobbying capabilities. Could your organisation join forces with others in the sector to campaign for better commuter support - such as tax relief on rail fares or government-backed subsidy schemes?  

  1. Prioritise employee wellbeing

Financial worries are an all-too-common stressor, and their impact on workplace engagement shouldn’t be underestimated. According to a CIPD survey, almost 40% of HR professionals reported that financial stress among employees has become a significant concern, affecting wellbeing and productivity. Providing financial wellness resources, budgeting workshops, or access to an Employee Assistance Programme (EAP) could help staff navigate the pressures of rising living costs.  

Looking ahead 

The increasing cost of commuting is both an employer and workplace challenge that could reshape how, where, and when membership professionals work. If commuting becomes unsustainable for employees, organisations may see an increase in requests for remote work, a shift in talent pools away from city centres, or even difficulties attracting the best candidates. 

For membership organisations, striking the right balance between cost-conscious policies and maintaining strong member relationships will be key. Flexible working arrangements, financial support initiatives, and wellbeing resources won’t just help staff manage rising expenses, they’ll also reinforce an organisation’s reputation as an employer that genuinely cares about its people. 

Those that take proactive steps now will be in a stronger position to retain top talent, sustain productivity, and continue delivering value to their members - despite the pressures of rising costs.  

The question is, how will your organisation respond? 

 

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