The Essential Guide To Travel Planning

National Business Travel Network
The Essential Guide to

Travel Planning
March 2008
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<
Contents
Foreword 04
01. Introduction 06
02. Benefits of a travel plan 08
03. Laying the foundations for travel plan success 10
04. Gathering information 14
05. Setting targets 19
06. Marketing your travel plan 21
07. Car sharing 24
08. Bus and rail 30
09. Walking 36
10. Cycling 40
11. Car parking 44
12. Business travel 49
13. Reducing the need to travel 53
14. Broader strategies 57
15. Area networks of travel plans 59
Resources
Sample staff travel survey 61
Constructing the business case for a travel plan 67
Contacts and further information 72
References 74
Acknowledgements 75
3
Foreword As we travel to work and go about our daily
business, we experience something of the
twin economic and environmental
challenges confronting our transport system
in the UK. We need a transport system that
can support the movement of people and
goods in a growing economy, whilst ensuring
impacts on both the local and global
environment are within acceptable bounds.
Travel plans, whether to the workplace,
schools or for leisure, provide a means of
addressing both of these challenges.
Congestion threatens economic growth in key
places such as urban areas and inter-urban
corridors. Travel plans are effective at exactly
these critical congestion spots, particularly
during the peak times when the transport
network is under most pressure. So, despite
their local focus, they have the potential to
make a strategically important contribution to
achieving better use of the transport system.
In addition, companies and their employees
can gain a wide range of benefits and savings
from a travel plan.
Debate about how to tackle climate change
has risen to unprecedented prominence during
the past year, reflecting predictions of the likely
effects. The Department for Transport has a
range of initiatives, including the promotion of
travel planning, which are aimed at reducing
<
the impact of transport on the environment. A

well-designed travel plan can typically cut 15%
4
The Essential Guide to Travel Planning
of commuter car use and may amount to over

a million less miles for just a single company.
Combined savings from travel plans across the
whole of the UK could amount to millions of
tonnes of carbon dioxide.
Whether viewed at the level of the individual
employee or company, the local or national
economy, or even at the level of the global
environment, travel plans offer us considerable
benefits.
This new guide on developing and
implementing travel plans draws together
the tried and tested experience of those
already in operation, offering a lively and
informative overview of what you need to
prepare a travel plan and get it up and
running.
Jim Fitzpatrick
Parliamentary Under
Secretary of State for
Transport
<
5
01 Introduction
Introduction 01 < Our business isn’t travel! Or is it?

Travel consumes business resources, but much of the cost is
not immediately evident. Mileage claims are only the visible tip of
an iceberg. Under the surface there are the hidden costs of staff
time spent travelling on business, and a surprisingly high average
annual cost of £400 to provide each parking space1 – much
more in locations where land is in short supply. Many firms are
spending tens or even hundreds of thousands of pounds on
parking every year. On top of this comes the cost to UK
businesses of delays and unreliability due to congestion,
estimated to run into billions of pounds annually.
If the impact on the balance sheet is worse than it first appears,

the same is true of the impact of travel on the environment.
Climate change is now seen as a core driver of corporate social
responsibility strategies, recognising shareholder concerns that
this is an unavoidable and pressing issue. Transport is the fastest
growing source of greenhouse gas emissions, and commuter
and business travel constitute nearly 40% of miles driven by car.2
Measures to reduce excessive vehicle use are vital for any
business that seeks to make its operations more sustainable.
How can travel plans help?

A travel plan sets out to combat over-dependency on cars by boosting all the
possible alternatives to single occupancy car use. By reducing car miles it can
not only benefit the environment but can produce financial benefits and
productivity improvements, saving both the business and its staff money and
time.
Do workplace travel plans actually work?

At first sight it seems unlikely that significant change in the travel pattern of a
workforce could happen without some major change to the transport
infrastructure serving the worksite. However, travel plans often involve only
limited capital expenditure, on items such as new cycle shelters, footpaths, bus
stops or car park barriers. Mostly they concentrate on improving existing travel
choices whilst giving incentives to use more sustainable travel and disincentives
to solo car use.This is backed up by information campaigns to inform staff
about travel alternatives that offer them realistic options.
Good travel plans have typically succeeded in cutting the number of people
driving to work by 15%.3 This modest sounding percentage translates into a lot
of car miles and congestion avoided. For a firm with 2000 staff mainly
travelling to work by car this amounts to about one million miles fewer per
year. An equivalent cut to the UK’s total commuter mileage would be 13
billion fewer car miles.4 The difference to congestion is proportionately much
more because the difference between a jammed road and a free-flowing one
can be just a small amount of traffic that tips it over capacity.Travel plans
reduce traffic most during the key periods – the rush hour peaks.
<
Because travel plans are so effective for small outlays, national planning
guidance now says that all planning applications with significant transport
implications should be covered by a travel plan.5 Businesses looking to expand
6
Transport is the fastest or relocate will often find that a travel plan is required by the local planning
department.
growing source of
And travel plans bring benefits beyond traffic reduction. Staff travel stress can
greenhouse gas be reduced and punctuality improved. Staff recruitment and retention can be
emissions, and enhanced. In the face of epidemic levels of cardiac disease and obesity the
commuter and business World Health Organisation has officially prescribed each of us moderate
exercise for half an hour five times a week, which can fit perfectly with
travel constitute walking or cycling to work. Staff who are physically active for 20 minutes a day
nearly 40% of miles take less than half the annual sick leave of staff who are only active for 10
minutes a day.6
driven by car.
But people are very attached to their cars!
Cars are more than a means of transport.They are also valuable possessions,
symbols of our status, and for many represent the embodiment of personal
freedom. But none of us are motorists all of the time and we all experience the
environmental degradation that can be caused by traffic. Moreover, driving
itself can be a stressful experience.When drivers are surveyed, about half say
they wish to drive less and of these, over a third say they already make some
effort to curtail their car use.7 This explains why travel plans can achieve so
much.
Travel plans primarily work with this group of the willing. Even so, they take
care to respect emotions generated by car ownership: cars are still allowed! The
point is to cut their unnecessary use where alternatives are easily available.
Some travel plans offer employees the option of cashing in their car-based
perks in favour of a salary hike or free annual season tickets, and have received
good take up.
Purpose of this guide

This guide draws together experience built up by businesses with leading-edge
travel plans to explain how you can set up a travel plan for your company. It
will enable you to:
> explain the benefits of a travel plan to colleagues
> work out the essential ingredients for success
> identify potential savings, costs and income streams that could form the basis
of a business case for a travel plan
> decide what data you need to gather
> determine which actions should be included in your company’s plan.
A company travel plan is…

<
a strategy for managing the travel generated by your

organisation, with the aim of reducing its environmental
impact. Travel plans typically combine measures to support
walking, cycling, public transport and car sharing. These are
reinforced with promotion and incentives and by the
management of workplace parking. Travel plans also include
action to reduce the need to travel, such as telecommuting.
They can focus on both commuter and business travel.
7
02 Benefits of a travel plan
Benefits of a 02
< Experience shows that the benefits accruing from a travel plan
can be extensive. Which benefits are most important to your
company will depend on local circumstances and will partly
determine the emphasis of your travel plan. Your organisation, its
staff, its customers and your wider local community all stand to
gain.
travel plan
For your company a travel plan can:
> solve problems caused by demand for parking
> help meet shareholder demand for corporate social responsibility
improvements, including meeting environmental targets such as the
ISO14001 standard or global warming emissions targets
> enable a planning application for a new site or for new accommodation on
the current site – local authorities are increasingly stipulating
implementation of a travel plan as a legal condition of giving planning
permission
> save money on the cost of providing and maintaining parking spaces
> release land under car parks for more productive use
> enable higher occupancy of existing buildings
> cut mileage claims and other business travel costs
> reduce staff downtime spent travelling on business
> reduce the costs of running a fleet
> solve problems caused by traffic congestion on and around your site
> enable more customers to access your site
> provide a better experience for customers travelling to your site
> improve your image with both customers and neighbours
> ease delays to deliveries and movements of goods off site
> improve staff health and reduce absenteeism
> assist with recruitment and retention by making staff journeys to work
easier and cheaper
> improve staff punctuality by reducing congestion delays and supporting
more reliable means of transport.
For your staff a travel plan can:

> improve equal opportunities by shifting from travel perks based on seniority
to incentives for sustainable travel available to all staff, including those
without access to a car
> assure parking for those with most need to access a vehicle
> help provide less stressful options for travel to work
> give opportunities to build healthy exercise into daily life
<
> reduce journey times to work

> reduce the cost of travel to work, or avert the need to buy a car.
8
’There are 100 empty

spaces in the car park
< case study
today, and we've done
it without any expansion Ending parking chaos
in car park capacity.’ As Mark Taylor arrived at Bentley’s site in Crewe on his first day as
Mark Taylor, Bentley travel plan coordinator he was immediately confronted with the
problems he had to solve: cars parked all over the place, some
illegally, obstructing the essential movements of lorries carrying goods
to and from the factory, and spilling over into surrounding residential
streets. Eighteen months on, the workforce has grown from 3200
to 4500 but the travel plan has relieved the pressure. ’There are
100 empty spaces in the car park today,’ says Mark, ’and we’ve
done it without any expansion in car park capacity.’
For your local community a travel plan can:

Computershare’s free > make local streets less dangerous, less noisy and less polluted
bus has benefited both > enhance public transport
the company and its > improve the environment and the routes available for cycling and walking
employees, and is full > help create a place which is better to live in, work in and visit and which
<
every day. attracts investment.
case study
Aiding staff retention

Computershare has laid on a complimentary staff bus which
does three trips morning and evening between the site and
Bristol city centre. Chris Llewellyn who runs the travel plan says,
’Existing public transport services were inadequate and staff
retention was a big issue because the expense of public transport
was consuming a significant portion of the wages of our call-centre
staff.’ The free bus has benefited both the company and its
employees, and is full every day, carrying about 14% of staff.
<
9
03 Laying the foundations for travel plan success
Laying the foundations 03

< There is a clear pattern to the characteristics of successful travel
plans. Most share the following key features.
Buy-in at the top

Senior management support will be important to ensure the necessary
for travel plan success
resources are allocated to your travel plan. Perhaps even more important is for
corporate managers to lead the way by travelling by sustainable means
whenever they can.Travel plan success depends ultimately on whether staff will
change their behaviour and they’ll be reluctant to make much effort to change
<
if, for example, they see that the director thinks it is acceptable to drive a few
hundred metres between different company sites.
good practice
Travel plan essentials

Jeremy Prince, who promotes travel plans for Nottingham City
Council, identifies ‘seven cardinal virtues of travel planning’ that he
wants to see before approving any plan as capable of achieving
change:
✓ Travel plan coordinator – a named person, with clarity about how

they engage with decision makers in the company.
✓ Travel plan document – published and made available to the

public.
✓ Concrete measures – evidence that the measures involve

tangible outputs e.g. cycle storage, teleworking, showers,
database of car sharers.
✓ Smart targets – the travel plan contains targets that are specific,
measurable, attainable, realistic and time-bound.
✓ Committed resources – a specific allocation of resources,

financial and non-financial, has been committed for the
implementation of the travel plan.
✓ Baseline data – a staff travel survey and a site audit have been
undertaken at the start to establish baseline trip mode data and
car parking.
✓ Monitoring mechanism – evidence of a systematic approach to

measuring the performance and thus impact of the travel plan.
In Jeremy’s experience, a
travel plan with this profile
stands a good chance of
delivering what it sets out
to achieve.
<
10
Buy-in from the staff

Wide support will be necessary for your travel plan to deliver its potential.
Three guiding principles should underpin your strategy to achieve this.
> Fairness: The plan must be seen to be fair, across all levels of seniority and
across the gamut of personal circumstances. People’s ability to change their
travel will vary.
> Concrete evidence of company commitment: The company must be seen
to be putting in serious support for change.
> Communication: The reasons behind the travel plan and how individuals
can benefit from it must be given the highest possible profile, and the
company must also be seen to be listening and responding to concerns.
In practice, setting up a steering group with representatives from different
departments can be a good way to ensure that the travel plan meets different
requirements and viewpoints within the organisation and can help achieve
cross-departmental support. Useful members of such a group may include: the
facilities manager, personnel manager, union rep, fleet manager,
communications manager and managers of any departments whose work
generates business mileage.
Some companies have introduced line management responsibility for travel

plan targets.This brings communications about the travel plan into the existing
management structures. It can also be arranged to give managers a budgetary
incentive to cut down single occupancy car travel.
Allocation of staff time

Setting up and running a travel plan will take time and effort. Jobs that may be
required include:
> conducting a staff travel survey
> setting up a car share register
> negotiating better public transport with operators and local authorities
> installing better cycling and walking facilities
> setting up an incentive scheme to encourage sustainable travel
> communicating the travel plan and encouraging people to change, including
running special initiatives to boost awareness of the plan
> introducing a car park management system and enforcing it
> monitoring progress against targets.
Some tasks may fall under the existing work areas of facilities managers or fleet
controllers but, without question, a specific member of staff should be allocated
responsibility for implementing the travel plan and given dedicated time to
work on it. For a large company a full time travel plan coordinator post will be
justified.
The chosen person must be a good communicator and have sufficient

authority to move forwards the aspects of the plan that cross departmental
<
boundaries.The hallmark of a successful coordinator is a commitment

stemming from a personal understanding of the value of reducing traffic.Your
recruitment process should include questions such as ‘What steps have you
personally taken to reduce your car use?’ or ‘Tell us how you would lead by
example in the implementation of our travel plan.’
11
03 Laying the foundations for travel plan success
< case study
The importance of a travel plan

champion
B&Q was lucky enough to get Trudi Fisher as the company’s
travel plan coordinator. She won Travel Planner of the Year
award after being nominated by a colleague who described
some of her work: ‘I have never met anyone so full of enthusiasm
and fresh ideas to encourage and inspire people to get out of their
cars and to try a different mode of travel. Over the past year Trudi
has promoted all the usual travel planning initiatives but in her own
unique and proactive way. For example, she organises lunchtime and
after-work events to promote walking, cycling and running. She
redesigned the car share stickers into a funky new style and
launched a Car-mates Bingo competition. Car sharers are
encouraged to display the new stickers to be in with a chance of
winning £100 in fuel vouchers. She arranged successful try-before-
you-buy electric bike trials and is currently persuading Halfords to
introduce a scheme for families to try out trailer bikes and toddlers’
cycle trailers. Trudi’s most recent success is a running club, launched
three weeks ago with over 40 members, specialist advice sessions
on the most appropriate running shoes, lunchtime and after-work
runs, and of course she practises what she preaches by running to
work herself.’
Allocation of money
Your travel plan coordinator will require a budget to cover items such as travel
surveys, publicity materials and activities, installation of cycling facilities, or
subsidised travel passes.
In some circumstances a travel plan can pay for itself. For example, it may
facilitate the introduction of car parking charges alongside the introduction of
new travel options, or substantially reduce business travel in private cars, and so
cut expensive mileage claims.Where parking charges are introduced, then ring-
fencing the revenue, to support sustainable travel options for staff, can help to
gain acceptance for the scheme (see page 45). A business case for a travel plan
that is designed to pay for itself through achieved savings can be found on
page 70.
Organisations actively implementing travel plans have been found to spend an

average of around £50 per employee per year, although there is a wide
variation in this figure.
Travel plans can also be tax-efficient.
A long term strategic approach

A travel plan is an ongoing strategy, not a one-off fix. Although certain initial
A travel plan is an improvements can result in higher expenditure early on, the effort to move the
ongoing strategy, not a company culture towards reduced car use will require long term
communication, backed up by suitable encouragement and incentives for staff
one-off fix. to leave their cars at home.Target setting should reflect an ambition for
continued progress year on year and there should be a mechanism to review
targets in the light of annual monitoring surveys.
12
The plan must be seen

to be fair, across all
Travel planning as part of ISO14001
levels of seniority and
the gamut of personal More and more organisations are committed to
improving their environmental performance as a result of
circumstances.
shareholder pressure, customer pressure or enlightened
senior management. Many such companies seek to
achieve certification under the ISO14001 environmental
management standard. ISO14001 does not itself specify
environmental standards, rather it aims for continuous
improvement in environmental performance, and insists that
a robust management system is put in place to oversee this
process. A major focus of environmental performance is
global warming emissions, which for many companies will
include a substantial proportion from vehicle use, particularly
if journeys to work are included, as they should be. A travel
plan can make a strong contribution to achieving emissions
reductions required under an ISO14001 standard. Equally,
ISO14001 can be a useful way to help ensure that a travel
plan is kept on course. For example, at Oracle, the travel
plan for the HQ near Reading enabled the company to
exceed its initial ISO14001 accreditation targets. An overall
aim for the travel plan is set as part of the yearly ISO14001
review process.
Local alliances
Draw to the full upon support available from your local authority. Many now
employ an officer with responsibility for travel plans, who can offer practical
help as well as advice and information. Some may even be able to undertake
your staff travel survey. As one of these officers put it, ‘Any obstacle that gets in
the way of someone being sustainable – we will try to sort it out – whether it
is cycle parking, street lighting, poor bus routes that don’t meet shift patterns or
an access route from a business park to a station.’Your authority may be able to
offer a small grant to assist with travel plan measures and may already be
operating a car sharing database that you can make use of. Some authorities
have negotiated standard discounts on public transport that they can offer to
your employees as part of your travel plan. In some areas the authority may be
able to offer your staff a ‘personalised travel planning’ service to provide
personalised information and advice specific to each individual’s journey to
work. Even where there is no dedicated officer for travel planning, officers with
responsibility for promotion of cycling and walking and public transport
departments should be an early port of call in your efforts to improve your
staff ’s travel options to your site.
The local authority can also put you in touch with other local firms that have
introduced travel plans so that you can work together to tackle transport issues
which affect you all (see page 59).
13
04 Gathering information
Gathering information 04 < If you find out more about the travel habits of those coming to
your site and scrutinise transport possibilities in your local area,
you will soon start to see which travel plan measures are likely to
be most effective. Several exercises can help with this process.
Many local authorities have standardised audit, survey and
monitoring procedures, making it easier to compare results
among organisations. Requirements are likely to be most specific
where a travel plan is part of a planning agreement. Check with
your authority before you start.
Site audit
A site audit assesses the ease with which the site can be accessed by different
forms of transport, and the space and facilities provided for this. It will also help
you identify opportunities to improve links to the site for non-car journeys.
The audit should consider questions such as:

> How many staff come onto site each day?
> How big is the car park? Is it over-full and if so where do people park?
How is parking controlled?
> Is there traffic congestion on and around the site?
> How safe and pleasant is it to walk or cycle to the site – are there any
obvious obstacles such as complicated junctions that might be improved?
> Are walking routes and cycle routes on the site itself safe and pleasant?
> Is there sheltered, well-lit, secure and conveniently placed cycle parking? If
so, is it well used and is there enough of it?
> Are there showers, storage lockers and drying facilities for cyclists?
> Does the site have video or phone conferencing facilities?
> What are the local bus and train services? Just as important, do waiting areas
and routes to them feel safe and clean, and are up-to-date timetables
displayed?
> What is the cost of public transport journeys? Check whether reaching the
site requires interchanges between competing operators that add
disproportionately to journey costs.
> Are there missing links to reach public transport services or the local cycle
network? For example, is there a nearby bus route that might divert to serve
the site? Could a rear entrance to a nearby station reduce walking times, or
might a poor link to a station be bridged by a shuttle bus service?
> Do the company directors have reserved parking spaces outside the front
entrance whilst cycles are shackled to railings in the rain? If so, you might
just have identified the ideal spot for a smart high-profile bike shed!
Staff discussion group

A small discussion group with a cross-section of staff can provide both detailed
local knowledge and insights into the most fruitful ways forward.This can
<
throw up some specific possibilities that you may wish to test in the staff
survey, which in practice means convening the group before finalising the
survey if your timetable permits.To inform the discussion it is useful to have
already completed a physical audit of your site.You should take the opportunity
14
to draw out:
> opinions and experience of obstacles to travelling to the site by sustainable
means
> views about which potential travel plan measures would make most
difference.
Staff travel survey

A staff travel survey is an essential foundation for a travel plan.This gives a
numerical breakdown of the present travel patterns and collects information on
what would most help staff to travel differently. It also offers a good way to
start engaging staff in the idea of a travel plan and the reasons behind it.
A sample survey can be found on page 61. Paper-based surveys are still essential
to reach staff who are not on line, but email and intranet now provide the best
means to contact many staff, and there are even software packages that set up
the survey so that answers are automatically entered into a database as
respondents type them in. A good rate of return makes the survey more
valuable, and an incentive such as a prize draw is likely to be worthwhile. If
possible the survey should be undertaken in spring or autumn to avoid
distortions that can be created by summer holidays or extreme winter weather.
Tuesdays and Thursdays tend to be the most typical travel days.
Spot-counts of how employees have travelled to work – see page 18 – are

generally undertaken at intervals after the travel plan is established in order to
monitor its effectiveness. However, you may wish to undertake such a count at
the outset in addition to your staff travel survey if you want to have the closest
possible like-for-like comparison of before and after the travel plan.
<
Business travel data

The nature of your business will determine whether business travel will be an
important component of your travel plan.The staff travel survey on page 61
contains questions that will show whether many journeys in the course of
work are to a small number of locations and whether these might be amenable
to car sharing or other means of transport.
Total business vehicle mileage is generally available through staff mileage

expense claims or, if your company operates a fleet of vehicles, from records of
vehicle mileage. If these records don’t exist, you can find out where vehicles are
going and why by placing a log in each vehicle for a month and instructing all
drivers to enter mileages, trip purposes and destinations.
High reimbursement rates for business mileage can lead to a corporate culture
of driving everywhere. It is a challenge to change this kind of culture once it is
established, but for organisations that have developed this pattern of inefficient
expenditure it can provide a basis for a business case for a travel plan (see page
Do the company 67).
directors have reserved Map of where staff live

parking spaces outside Mapping out staff addresses visually can reveal concentrations of staff in
the front entrance whilst particular areas.This will give some strong indications of where travel plan
cycles are shackled to policies could usefully be directed. Personnel or payroll departments normally
have addresses for all staff, a more complete source than travel survey forms. For
railings in the rain? large organisations, mapping is usually done from an anonymous list of
postcodes using geographical information systems (GIS) software.
15
04 gathering information
Audit of company policy

Even before any travel plan exists, it is probable that there is a range of
company policies that influence employees’ travel habits. It is important to
assess at the outset which policies are already encouraging sustainable travel,
and conversely which ones threaten to undermine your travel plan.Your travel
plan should include actions to strengthen the helpful policies and to remove
damaging ones.
At the broadest level, if you are considering travel planning as a company-wide

exercise, the most important question is whether the company has a policy of
establishing its sites at locations well served by public transport and other
Choosing the right sustainable routes. Choosing the right location will result in a far more
sustainable pattern of travel than choosing a car-dependent site, and then trying
location will result in a to staunch the resulting flow of traffic by applying a travel plan like a sticking
far more sustainable plaster.
pattern of travel than Several other aspects of policy need to be audited.
choosing a car- > Car parking: Do staff have parking permits and, if so, what determines
dependent site, and eligibility? Is parking free or do staff pay and, if so, how much? If money is
raised from parking, is it ring-fenced for sustainable travel measures? How
then trying to staunch much does provision of car parking cost the company?
the resulting flow of > Recruitment and employment: Is a company car offered as a perk? If the
traffic. company offers new staff a relocation package, does it restrict eligibility to
those who move to within a sensible travelling radius of the site? Does the
company make a special effort to recruit people who live locally? Are
interest-free loans for season tickets, or other public transport perks, made
available to new staff?
> Business travel: Are staff expected to use public transport first and
foremost? What is the reimbursement rate for use of a personal car, and is it
set at a level that acts as an incentive to drive? Is a pool car available or are
staff expected to drive their own car to work in order to make business
journeys? Does policy allow sensible use of taxis, for example to link to
trains or other public transport? Is there a mileage rate for travelling by
bike?
> Working practices: Does the company support homeworking? Does the
company offer flexitime (which can facilitate use of awkwardly timed public
transport but on the other hand can militate against car sharing or provision
of company shuttle buses)?
Visitors
If you receive large numbers of visitors – as hospitals or tourist attractions do –
then you need a travel plan specially tuned to them, based on data gathered via
a visitor survey.There will be overlap with your staff travel plan because staff
may be able to benefit from measures introduced to help visitors.
Deliveries
For sites where suppliers constitute a significant proportion of the vehicle
movements, you will need to assess what deliveries take place and where they
come from. Also check timings of deliveries.Those in peak-time can create
significant additional congestion. Sites with several firms may be able to reduce
vehicle movements and achieve economies of scale by developing common
policies for purchasing or recycling.
16
Often the substantial

maintenance costs of
The hidden price of free parking
car parking are buried
in a facilities manager’s Companies that rent car parking space for their employees
may be more aware of the costs involved – sometimes as
budget.
much as £2000 per space. But often the substantial
maintenance costs of car parking are buried somewhere in a
facilities manager’s budget. A study of 21 organisations with
travel plans showed that their average annual spend on
maintaining each space was £400.8 Any company that is
considering building new car parking will realise it faces
major construction costs. Construction of surface-level
parking costs some £1000–£3000 per space, multistorey
parking costs some £5000–£10,000 per space and
underground parking can be even more expensive. It is also
relevant to ask whether the land already under parked cars
could be put to more profitable use. Knowledge of
expenditure on parking can help show that a travel plan
would make good financial sense.
Capital items for surface-level parking include:

> land purchase
> ground works, including site levelling, installation of
drainage and landscaping
> surfacing with asphalt plus kerbs and pavements
> mitigating design measures such as planters or build-outs
for plants and trees
> street furniture such as signs, seats and litter bins
> security measures, including fencing, lighting, CCTV and
access barriers.
Revenue costs include:
> cleaning, winter salting and upkeep
> security staffing of gates, CCTV and patrols
> lighting bills
> insurance and business rates
> maintenance of electrical equipment such as barriers,
lights or security cameras.
17
04 Gathering information
Spot-counts to monitor progress

The best way to monitor progress is via an annual spot-count in the same
season as your initial staff survey.You don’t need to repeat the full-blown staff
survey.The key question is: ‘How did you travel the main part of your journey
to work today?’ ensuring that answers give options of:
> bus
> bicycle
> car, as driver, on your own
> car, as driver, with other(s)
> car, as passenger
> foot
> motorbike
> train
> other (please specify).
The different car travel options will enable you to ascertain numbers of car
sharers and also to calculate how many cars are driven to your site per 100
employees – sometimes called the ‘car-people ratio’. Changes over time in this
last figure will be the crucial measure of the effectiveness of your travel plan.
For sites where off-site parking is an issue, you will want to ask drivers an
additional question to ascertain where they parked.
Staff can be questioned at their desks or, alternatively, at site or office entrances.
Some firms email staff to ask how they came to work that day.This can be a
quick and easy way of collecting information and can also be repeated on an
<
ongoing basis.Whatever method you choose, be aware of the potential for

sampling bias and do what you can to avoid this. For example, staff without
access to a computer will often be those on lower incomes who are more
likely to travel without a car, so it is important to find a way of including
them. Staff who have driven to work may feel less inclined to respond. Going
desk to desk overcomes this problem, but may mean you miss out on those
who are out of the office for business.You could ask line managers to collect
this information. For robust results, it is important to stick to the same method
for your before and after spot-counts.
Large companies may find that it is more practical to survey a representative

cross-section rather than all staff.The sample size at each site must be sufficient
to ensure statistical reliability.
Other sources of information – such as counts of the numbers of cycles and

cars parked, and bus passenger information – will help check the accuracy of
your results. Entrance vehicle and people counts are also useful, but it is
important to establish whether staff that walk on to the site have driven and
parked elsewhere.
Many companies prefer to contract out surveys and the monitoring of the
travel plan.Where a travel plan is secured as part of a planning agreement,
independent monitoring is a common requirement.
If your car parking and security systems work on a card basis, then you may be
able to automatically monitor the car-people ratio on a daily basis.This can
provide a travel plan manager with a very good measure of overall progress.
18
Setting targets 05 < Experience from existing travel plans shows that, for a well
designed plan, a 15% reduction in car driver trips to site over
about three years is a typical result.9 There is a wide variation in
achievement, which partly reflects variations in local
circumstances, although it is fair to say that the top performers
are those with a high-level corporate commitment to travel
planning and its benefits.
Whether your targets are entirely internal or required as part of a planning

agreement, they should be both achievable and stretching.The information that
you have collected through surveys and other means will enable you to make a
judgement about the opportunities for change.To arrive at targets, you need to
assess these opportunities against the effort and money that your company can
commit to them.
The overall target should be expressed in terms of reducing car driver trips to
site, which can usefully be expressed as the number of commuter cars arriving
per 100 employees.This measurement allows you to judge your progress over
time, even if staff numbers on site go up or down, and enables direct
comparison with the performance of other organisations, whatever their size.
You may also find it helpful to set sub-targets to show the increases you aim to
achieve in other ways of travelling to your site, such as walking or public
<
transport, and a target for reducing the proportion of business travel made by
car.
case study
Tracking long term progress

Wellcome Trust Genome Campus agreed targets for its travel plan
under a planning agreement with Cambridgeshire County Council.
2002 start of travel plan 70% single occupancy vehicle

trips (initial level)
2005 60% (achieved)
2007 56% (already achieved ahead of

schedule)
2010 50%
2015 and thereafter maintained 40%
The biggest contribution to meeting the targets so far has come from
laying on free buses to Cambridge and several rail stations. These
now carry 18% of staff to work. Car sharing is the next biggest
contributor at 17%. Wellcome Trust has also invested in a new cycle
path and has seen a steady rise in cycling to work as a result of
promoting new facilities to staff.
<
’To meet our future targets we need to keep on communicating and

promoting what we have got,’ says Dawn Wise. ’If some initiative is
not working, it must be re-tuned, or something different needs to be
tried instead.’
19
05 Setting targets
Reductions in car driver trips to work achieved by

different organisations10
Bluewater, Kent
Orange, Central Bristol
WS Atkins, Birmingham
Norwich Union, Bristol
Addenbrooke’s Hospital, Cambridge
Government Office for the East of England
Plymouth Hospitals
The Priory Hospital, Birmingham
Birmingham City Council (Economic Dev’t)
Cambridge City Council
Buckinghamshire County Council
University of Cambridge
Northfield Medical Centre, Birmingham
Chamber of Commerce, Cambridge
Nottingham City Hospital
Computer Associates, Berkshire
Government Office for the East Midlands
Wycombe District Council, High Wycombe
Egg, Derby
St Helen’s College, Merseyside
BP, Middlesex
Orange, North Bristol
Marks & Spencer Financial Services, Chester
Cambridgeshire County Council (County Hall)
University of Bristol
Vodafone, Newbury
Birmingham City Council (Transportation)
Pfizer, Kent
Astrazeneca, Macclesfield
Agilent, West Lothian
Arup, Bristol
Oxford Radcliffe Hospital
Local Government Ombudsman, York
Birmingham Dental Hospital
Boots, Nottingham
Stockley Park, Uxbridge
Generics, Cambridgeshire
0% 10% 20% 30% 40% 50% 60%

Chart shows percentage reductions in commuter cars arriving per 100 staff
achieved by different organisations.
’We need to keep on It might be useful to consider what other organisations with a similar profile to
yours have achieved, so that you can benchmark your company against others
communicating and that have faced directly comparable challenges. Production facilities working
promoting what we 24-hour shifts or hospitals at the hub of myriad transport movements clearly
have different constraints from an office-based firm with an entrenched 9–5
have got. If some style of work, even if they are in comparable geographical situations. If your
initiative is not working, travel plan covers several locations, then it may be appropriate to set a different
it must be re-tuned, or target for each site.
something different
needs to be tried
instead.’
Dawn Wise, Wellcome Trust
20
Marketing your 06
< Communication about your travel plan starts the moment you
send out your staff travel survey or set up initial discussion
groups. Travel plans are intended to bring about change, calling
for skilful communication to ensure that this prospect is received
in a positive spirit and that no one feels under threat.
travel plan
Finding the right language
Language to market the plan should take account of the strong feelings some
people have for their cars and the freedoms they associate with them.
Communications require a constant sub-text that the travel plan is not out to
ban cars but is about encouraging people to use them more wisely and offering
better alternative travel choices. A number of travel plans have successfully
highlighted that just leaving the car at home once a week adds up to a
considerable reduction in overall traffic.The focus of communications with staff
should be on the benefits to them – the ‘What’s in it for me?’ factor – although
it is important to recognise that people also respond to an appeal to their better
nature.
But this should not mean avoiding the contentious issue of parking restriction
or parking fees altogether – indeed, without some form of parking limitation, a
travel plan will face an uphill struggle.The key is to put this in the context of
an explanation of the parking, congestion and wider environmental problems
and to lead with high-profile positive measures that widen travel choices and
offer benefits to staff. And bear in mind that research generally shows 50% of us
would prefer to use our cars less, so with many of your staff you will be going
with the flow.11
Using a range of marketing tools

Travel plan coordinators who have run vigorous marketing campaigns have
shown that strong promotion translates into greater uptake of sustainable travel.
The hallmarks of successful travel plan marketing are lively presentation,
persistence and a readiness to use a variety of marketing tools and techniques.
These include branding the travel plan and building brand recognition,
promotional events, incentives, special offers and prizes. Maximum visibility can
be achieved through electronic media, leaflets, posters, displays, give-away
freebies or messages on pay slips.
Plenty of strong facts and figures are readily available to support your case. For
example:
> More than eight out of 10 cars used for commuting or for business have just
one person in them12
> One-quarter of all car journeys are less than 2 miles and over half are less
than 5 miles13
> Half an hour of daily exercise, such as a walk or cycle ride to work, can
halve your risk of heart disease.14
Special promotions will be needed for individual initiatives – for example, to
launch the car share scheme or a new bus service. Commitment to a long term
communication effort is necessary to bring about the cultural change and
<
behaviour shift that your travel plan aims for. New campaigns will be needed
every so often to refresh and revitalise your plan.
21
06 Marketing your travel plan
< case study
Revitalising the message

In 1998 AstraZeneca started a major travel plan initiative
entailing a state-of-the-art car sharing scheme and a
considerable investment in public transport. The organisation
decided to invest in an energetic re-launch of the travel plan aimed at
’recapturing the imagination’ of staff, in total about 10,000
employees at several sites across Cheshire. The campaign emphasis
was on health benefits, cost savings, reduced stress and reduced
environmental impact. Eight weeks before the re-launch the plasma
screens around the sites featured a slick campaign of ‘teaser’
adverts. During the re-launch itself the travel plan was headlined for
three weeks on the front page of the intranet, which staff log on to
most days. Meanwhile, Abi Cummings, the travel plan coordinator,
toured the sites with a large road-show offering staff who registered
on a ‘green commuting’ database entry to a prize draw for a £25
choice of goodies in a ‘green commuter rucksack’. Abi continues to
visit the sites on a monthly basis to randomly stop a ‘green
commuter’ who wins a choice of prizes. Over the year since the re-
Half an hour of daily launch the number of staff registered as green commuters has risen
exercise, such as a from some 1300 to nearly 2200. Abi estimates that on any given day
walk or cycle ride to some three quarters of those registered as green commuters travel
to site by ‘green’ modes.
work, can halve your
risk of heart disease.
Adverts on plasma screens helped re-launch AstraZeneca’s travel plan.
Engaging with sustainable travellers

A number of larger companies encourage all commuters who are travelling to
work by sustainable means to register on a database.This extends the long-
standing idea of a database for car sharers (designed to match drivers with
50% of us would prefer others doing similar trips) into a broader marketing resource. It enables the
to use our cars less, so travel plan coordinator to target appropriate recipients with promotions and
reward schemes to encourage them to carry on their green commuting, or to
with many staff you will do it more often. Some companies have run ‘walking buddy schemes’,
be going with the flow. matching people who want to walk to work with others on the same route.
22
< case study
Branding the travel plan

Next has taken advantage of its strong brand identity for its travel
plan communications. John Hacker of Travel Plan Services, who
takes on much of Next’s travel plan work, explains, ’The travel plan
communications are fully branded so that the staff can see that all
the initiatives, information and messages are linked to the travel plan,
which has its own style but is also recognisably part of Next’s
corporate image. We use a lot of e-shots, which we design to look
just like the firm’s travel plan website, to keep staff informed of news,
timetable changes, or new items on the travel plan notice boards.’
Although the design and branding is sharp, communications use an
informal voice. Further information about Next’s travel plan work
is available from: [email protected].
<
23
07 Car sharing
Car sharing 07 < Even for isolated sites, or sites drawing employees from a rural
hinterland, there are generally clusters of staff living in the same
towns and villages, so many journeys to work are concentrated
along the same corridors. Postcode maps can reveal this pattern
and show that car sharing is a viable option. In areas of
dispersed settlement where public transport may be poor and
journeys tend to be extended, car sharing is likely to be the way
to achieve the biggest reduction in car mileage.
Matching up journeys
For all but very small companies, an online car sharing database will prove
helpful.This allows people to enter their journeys so that the database can
automatically search out colleagues whose journeys match. Many local
authorities now operate a car sharing database and will welcome you making
use of it. Generally, companies choose to have a dedicated segment of the
database that only their own staff can access, although, if employees wish, they
can search the entire database for journey matches with people outside the
company. Many of these databases link into the national Liftshare network,
giving the chance to match up those whose journeys start outside the
immediate area or to find matches for occasional longer journeys. It’s also
possible to create a ‘closed group’ within such databases for joint access by
several companies in the same town or business park. Databases can be set up
so that individuals can enter matching criteria such as male or female matches
only and preferences for smoking or non-smoking.
In general, car sharing databases allow the travel plan coordinator to monitor
how many people are registered to share and how many have found a
successful match. In addition, it is possible to map out the location of sharers.
Increasingly, software is also being used to register people travelling by other
sustainable means in order to create a green commuting database.This then
becomes a tool for the coordinator to identify suitable groups to receive special
promotions.
Cost sharing
It is up to the car sharers themselves how to split the cost. Staff should be
advised to come to an arrangement before a journey begins.There should, in
general, be some sort of cost sharing even where salary levels differ or where
one party feels inclined to offer the lift as a favour.The reason is that both
parties should approach the lift share as equals. Situations where the driver
refuses to accept payment can make passengers uncomfortable and prevent
them feeling able to ask for occasional slight changes to the schedule or route.
The driver may also feel that the arrangement is somehow optional and can be
changed at whim. Cost sharing is liable to be a more sustainable arrangement.
Costs can be shared by:
> employees taking turns to drive their own cars
> payment to the driver for a share of the cost of the petrol
> payment to the driver of a mileage rate calculated to cover petrol,
depreciation and wear and tear. However, in this case, it is important that
<
the rate does not create a profit, because a driver carrying passengers for
profit may require a special licence and different insurance, as well as
encountering potential tax issues.
24
< case study
‘No-parking days’ boost car

sharing
Legal and General’s travel plan was initially precipitated by
parking issues arising from the relocation of staff from Croydon
to its Kingswood HQ. Reducing car use has since become
embedded in the corporate environmental policy. The company
occupies an edge-of-town site, and promoting car sharing has
been a key strategy. Around 500 staff now car share each day,
25% of the 2000 employees.
Legal and General kicked off its travel plan with a wide-ranging set of
initiatives, covering not just car sharing but also cycling, walking and
dedicated shuttle buses. However, after six months managers
realised they needed to take more radical steps if they were to solve
their problems.
’It was clear that an element of compulsion was going to be required

and the best idea was to assign everyone one ‘no-parking day’ each
week,’ says Gren Gale, who was given responsibility for making the
travel plan work. ’Senior management backed the concept and we
consulted closely with the staff union Amicus. It was implemented
through the line management structure with a cascade of
communication from human resources, so that staff could raise
questions about the rules with their managers.’ Gren was amazed
how well the scheme went. ’Of course some people were unhappy,
but I think it was accepted so easily because everyone had suffered
so much from the inconvenience of congestion and not being able to
park. It was also important that the new rule was applied equally to
absolutely everyone, right up to the managing director.’
The scheme makes The scheme makes parking so much easier that people now
parking so much easier complain when it is suspended during holidays. Every car displays a
sticker which shows which day it is not allowed to park. The rule is
that people now enforced by a security firm that patrols the car parks and can issue
complain when it is fines (£20 rising to £40 if not promptly paid). Persistent offenders
may be clamped. Legal and General chose its security company with
suspended during care and pays for it on a fixed fee basis, so that there is no financial
holidays. incentive to catch people out.
Car sharers can park any day and have their own car park, avoiding
congestion. Matches are made through Surreycarshare.com, an
online database set up by the council as part of the Liftshare
network, within which Legal and General staff have their own closed
group. The firm offers a guaranteed lift home to cover emergencies,
but according to Gren it is hardly used.
25
07 Car sharing
It may be helpful to suggest a table of passenger rates. Some schemes suggest

10p a mile, whereas some car share databases offer an online cost calculator
which not only shows costs, but the saving that will be made by sharing.This
can help to market the idea. As a rough guide, someone driving a 10 mile
journey each way in a car doing 40 miles to the gallon will spend £500 per
year just for petrol.15 So sharing the cost gives a saving of £250 between two
travellers – more for three.
Legal and tax questions

The law allows car sharing, according to the Road Traffic Act 1988, but the
driver must not make a profit and the vehicle shouldn’t be able to carry more
than eight passengers.The Association of British Insurers says that car sharing
won’t affect the insurance taken out from their members so long as a profit
isn’t made. If the company pays for a taxi home in exceptional circumstances,
then that is not liable for tax. (A regular arrangement for the same traveller
could become liable.)
Car sharing databases must store and use information in accordance with the
Data Protection Act. Quite apart from the legal implications, potential users
will be more likely to register if they can be confident that their personal
information will not be passed on.
Overcoming obstacles to sharing

Even where routes are shared, there are a number of personal obstacles to car
sharing, including:
> doing other tasks on the way to or from work
> worries about being marooned at work if the driver has to leave early or
stay late, or if there is a need to get home in an emergency
> incompatible personal or work scheduling
> safety concerns
> feelings that a car is your own or someone else’s personal space.
A guaranteed ride The school run is a common task that gets in the way of car sharing. At least
one employer has brought together staff who have children at the same or
home is the tried- nearby schools. Parents then meet near one of the schools, then share the rest
and-tested way of of the journey. Alternatively, if space in the car is sufficient, they can choose to
take turns to do the school run in conjunction with the work run.
overcoming concerns
that a car sharer may A guaranteed ride home by taxi is the tried-and-tested way of overcoming
concerns that a car sharer may be stuck at work, for example if an urgent task
be stuck at work. requires staying late or if the driver is obliged to leave early.This system needs
to be backed up with a reliable contact number that is always available, whether
it be the travel plan coordinator or a taxi firm with a call-off contract. It needs
a suitable system of management regulation, but experience shows that take-up
is low.The cost will be more if your firm draws on a wide rural catchment area
where sharers have few back-up public transport options, but even in these
circumstances the outlay has not proved excessive.
Some firms have introduced flexitime to facilitate car sharing between staff
previously contracted to different hours. Conversely, companies with fixed shift
patterns offer more opportunity for car sharing than companies on a wide-
ranging flexitime system. Some firms have succeeded in arranging for people
from the same postcode areas to share shifts. Just as important is a company
culture where supervisors recognise the importance of staff leaving on time to
honour car sharing arrangements.
26
’If everyone car

shared you could
divide the amount of
cars in two. Here
there are incentives to
join the scheme, like
free car washes and
priority parking.’
Chris Morgan
27
07 Car sharing
Safety concerns are most likely to arise if you are joining up with other firms
or if you are a very big employer, so that staff are not known to each other. At
the other end of the spectrum, it may be an issue in very small firms that need
to link up to public car sharing schemes in order to find journey matches.
Some inter-company schemes have succeeded in allaying fears by a route of
inquiry where personnel departments liaise with each other in confidence to
allow potential sharers to find out a little about the person that has popped up
on their database. Arranging ‘postcode coffee clubs’ can give a chance for
people to check out potential matches, as can a launch event. Car sharing
databases can be set up so that potential users can contact each other but do
not see each other’s email addresses.
The issue of ‘my car is my personal space’ is lessened if car sharing is promoted
within the company as socially normal and responsible. Its attraction will be
further enhanced by incentives (see below). A somewhat different issue is that
of personality mismatches, for example where one person’s style of driving
doesn’t feel good to another, or where sharers dislike each other’s choice of
music.You need to recognise that this can happen, and set up the scheme so
that it is easy for people to change sharers with no questions asked.
Promotion of car sharing and incentives

Companies offer all sorts of incentives for car sharing.These include:
> preferential parking (in the most convenient spaces) or no parking except
for sharers
> ‘cash-out’ schemes that give a daily payment to car sharers
> eligibility for prize draws
> accrual of extra time off.
Any parking scheme giving sharers special access must be enforced. Perhaps the
simplest way to do this is for each traveller to be issued a permit, with a
requirement that two or more must be displayed to occupy a space allocated to
car sharers.
Cash-out and prize schemes should extend beyond car sharing to include those
who travel by other sustainable modes of transport.There are instances where
promotion of car sharing in isolation has been at the expense of more
sustainable choices like public transport.
Any incentive scheme requires a strong promotional campaign behind it. As

well as marketing incentives from the company, you should remember to
highlight the significant savings from sharing the cost of petrol. Most firms like
to start with a splash, like a launch event. An occasional free breakfast – for all
people commuting sustainably – can help to keep up the profile of car sharing.
And even in the age of such useful tools as the intranet and e-shots, there is still
a place for windscreen fliers, notices in the car park, or fliers on tables in the
Any incentive scheme staff canteen.
requires a strong
It should not need saying, but senior staff must accept that they have a
promotional campaign responsibility not to undermine car sharing by insisting that they can roll up
behind it. unaccompanied into a personal space outside the front door.
28
Sharing larger vehicles

So long as the driver is not gaining profit, a normal driver’s car licence and
insurance cover a vehicle that can carry up to eight passengers, which allows
the possibility of taking up to eight cars off the road if the sharing arrangement
is sufficiently well organised. Several makes of vehicle now fit this specification.
There are in fact conditions under which a car licence will extend to a
minibus carrying 9–16 passengers, but the rules are more exacting, even if no
profit is made by the driver.
Arrangements for sharing larger vehicles are still in their infancy in the UK,
but commercial firms are now offering packages that will arrange the vehicle
and guide you through the legalities.These are sometimes confusingly called
‘van pools’, following the terminology from the USA, where such
arrangements are long-established and receive attractive tax rebates plus state
and municipal subsidies.These schemes also get called commute pools and
company minibus schemes. One potential attraction is to negotiate with local
authorities to allow commute pool vehicles to access bus lanes through
congested areas, a privilege presently allowed to community transport
minibuses in some areas.
UK tax, licensing and insurance rules were not designed with commute pools
in mind and can militate against them.They may be changed to make
commute pooling more financially attractive, so check for an update if you
decide to pursue the idea. Present barriers include the treatment of a vehicle
provided by the firm for a commute pool as a ‘benefit in kind’ and therefore
taxable (which is not the case if a company lays on a bus service requiring
much higher expenditure). In the USA it is common for the driver to travel
free in exchange for the extra responsibility of driving, but in the UK this
could call into question whether the driver is receiving ‘profit or reward’ and
might require a special licence.
For a commute pool to work the fundamental requirement is for a sufficient

number of people travelling to work along a single corridor at about the same
time. Some commute pool routes only pick up at one assembly point, others
have several. Beyond this, the requirements are access to a vehicle and someone
prepared to take the responsibility to drive.This kind of sharing arrangement
may offer a cost effective alternative to a dedicated company bus service.
29
08 Bus and rail
Bus and rail 08 < The refrain ‘I would use public transport if it were better’ pops up
whenever drivers are surveyed, but what does ‘better’ actually
mean? In practice, for an individual on a specific journey it means
removing one or more obstacles that make that trip difficult or
impossible. Quite minor changes can make a significant
difference for some travellers. Even problems that look
insurmountable to the individual can be amenable to change at
the corporate level.
Making public transport a realistic choice for

your staff
There are several common barriers to using bus and rail:
> High fares
> Lack of a service on the required route
> Absence of bus-bus or bus-rail connections
> Infrequent, unreliable or slow services – or the perception that this is the
case
> Lack of readily available information for passengers
> Safety fears for late evening or nighttime journeys
> Overcrowding, plus the dirt and maintenance issues that it can cause
> A perception that buses are only for those that can’t afford better
> Long, indirect or unpleasant walking access to services at either end.
All of these obstacles can be reduced to some degree or totally removed,
depending on local circumstances.The potential to negotiate service
improvements is best where:
> sufficiently large numbers of staff are involved to be an attractive source of
business for local transport operators
> staff are concentrated in particular areas or corridors
> local public transport operators understand the potential mutual benefits of
collaboration.
In some circumstances, forming a travel plan network with other local
companies can achieve a critical mass. But even where these conditions do not
apply, it is often still possible to make a considerable difference by tackling
other key obstacles.
In the end, ‘better public transport’ boils down to being better than the car for
the journey in question. So removing obstacles to public transport ought to
run in tandem with actions to ensure that your company does not encourage
driving to work with cheap company cars, unlimited free parking or by
requiring employees to drive to site just in case they have to use their car for
work purposes. In fact, a number of employers have been able to make a merit
of explicitly cross-subsidising staff bus services from parking levies (see page
<
45).
30
< case study
Discount brings rise in bus and

rail
HBOS has a deal with Metro, the passenger transport body
responsible for buses and trains across West Yorkshire, which gives
its staff a 15% reduction on Metrocard season tickets. The HBOS
side of the bargain is to market the scheme to the 10,000 staff in the
eight Halifax offices across the Metro area and to back it up with
interest-free loans to staff repaid through adjustments to the payroll.
Promotions are held three times a year at different sites within West
Yorkshire. The events are advertised in advance via the HBOS
intranet, and usually take place from 11:30am to 2:00pm.
Promotions are attended by the travel coordinator, two
representatives from Metro who advise on bus and rail timetables,
and a member of the sports and social department who administers
the scheme. Staff sign up on the day or respond by email during the
following three week sign-up period.
Each year, staff applications for Metrocards have risen substantially,

from 136 in 2003 to 489 in 2006. Monitoring staff travel patterns is
also part of the Metro deal, and surveys show that bus and train
journeys to work have shown a similar trend.
Richard Lodge, the travel coordinator, says, ’Staff tell the

promotions team how much they appreciate the 15% reduction.
It makes a real difference.’
Bringing the cost down

Season tickets bring If your company has a large number of low waged staff, then the cost of tickets
is likely to be a significant barrier to use of public transport, and may influence
with them the big staff recruitment and retention. Even if your workforce earn comparatively
advantage that staff can high salaries, the cost of public transport can look expensive relative to the cost
of driving, so schemes to tip the balance can yield good results.
use them for weekend
or evening trips at no Public transport operators are increasingly aware that workplace travel plans
offer a valuable means to market their services to people they could not
extra cost. otherwise contact, and are likely to be amenable to reaching a discount ticket
deal for your staff.Your company may wish to consider putting in its own
money to make the deal even more attractive.
Discounted ticket deals can operate at every level from annual season tickets to
daily single fares. Reductions on a buy-as-you-go basis require a system
whereby bus drivers or other staff recognise a company ID card as proof of
right to a discount.
Season tickets bring with them the big advantage that staff can use them for
weekend or evening trips at no extra cost, and in many localities allow for
much wider travel than just the journey to work.The other big bonus of a
season ticket is that it changes its owner’s outlook – for those with one in their
pocket, bus or train is a financially attractive option compared to the car. But
the cost of an annual ticket can be enough to put people off – or simply too
31
08 bus and rail
’The new buses are heated

and air conditioned so it’s
nice and warm. They are
biodiesel and I care about
that. It’s really convenient
and there’s a nice social
aspect.’ Karin Stark
32
much to be affordable in one go.The answer is a loan from the company at

zero interest, repayable over the whole year through a payroll deduction.
Companies may also wish to obtain a discount on a bulk purchase of day

tickets for selling on to staff.These can be useful for people whose personal
schedules prevent them using public transport every day, for example those
sharing childcare responsibilities or part time workers. Some employers have
successfully run campaigns emphasising the benefits of leaving the car at home
once a week. Low cost day tickets can make this option more attractive.
Improving services
Data from your site audit and staff survey will highlight the service
improvements likely to make most difference.This is a good basis for dialogue
with public transport operators, who will want to do their best to make their
schedules fit your staff journeys and shift patterns, particularly if you represent a
large number of potential passengers. As well as rescheduling, such negotiations
have led to relocating bus stops, extending bus routes, routing buses onto site,
and laying on new connections.
You will need to involve your local authority in the discussion if it subsidises
the services under consideration or if improvements to reliability or journey-
times require bus priority measures on congested roads and junctions. It is also
the local authority that can help tackle issues such as dirty waiting areas, if
these arise as concerns in your staff survey.
Where a totally new bus service is required, the options range from a fully
commercial solution through to a fully subsidised company bus.The
commercial option depends on persuading an operator that your workforce
offers enough trade if you market the new service to them.Variants on
company-run services include free staff-only company buses, staff-only buses
where staff pay a proportion of the cost, and company-run buses open to
paying members of the public (which may sometimes receive a local authority
subsidy). Companies working together, in the same town or business park, have
achieved impressive levels of service.
Service improvement extends to obtaining better vehicles if the present stock is

inadequate to the task. Modern brands of bus can have spacious layouts and
comfy seating which dispel any lingering preconceptions that buses are
boneshakers. ‘Low-floor’ designs are fully accessible to travellers with disabilities
and can ‘kneel’ hydraulically to lessen the step up and automatically lower a
ramp for wheelchair access.
Information and marketing

Travel by public transport requires more thought and planning than stepping
Many people fail to into the car. People can easily be put off by failing to find up-to-date
make sense of the information about services, or worrying whether an obscure symbol on a
pageful of numbers in a timetable means the train is not in fact running that day.
coventional timetable. Marketing goes hand-in-hand with service improvement.There’s no point in

laying on wonderful services if no one knows about them, and conversely
there’s no point in marketing a service that is, in fact, wholly inadequate.
Company intranet sites are good places to put travel information, as long as the
site is in regular use by staff as part of their work routine. Even so, printed
information is necessary for staff who are not office-based and to give to
visitors. Leaflets and posters are also required to raise awareness of public
transport services through special promotional stands or as an ongoing feature
in communal areas. Many people fail to make sense of the pageful of numbers
33
08 Bus and rail
< case study
When is a bus not a bus?

The idea of a limousine is redolent with status, comfort and fine
service. Not so buses, which many adults last experienced as
school children when the bus in question was a clapped-out
double decker. So Oracle Corporation has climbed a mountain to
reach the point where buses are the natural choice for their
corporate executives, especially considering that their business
reputation is built on constant technological innovation. The company
operates a continuously running shuttle loop into the centre of
Reading which is free to their staff and business visitors travelling
from the station, as well as employees of the other companies on the
Thames Valley business park, all of whom have bought in to the
service. It is so popular that they have just renewed and enlarged the
fleet to five full-size buses. But the new vehicles are a far cry from
the popular preconception of a bus. They have leather seats, tinted
windows, full air-conditioning and even Wi-Fi so passengers can
access the web on their laptops. Furthermore, these are some of the
first buses in the UK to reach the Euro4 cleaner emissions standards
for diesels and run on a fuel mix that includes biodiesel. Kathy
Matthews, contracted-in from specialist company Vipre to work as
’We don’t even think of full time travel plan manager for Oracle, has gone to great lengths to
these as buses: we ensure that the quality of service is also five star. She runs special
training sessions for the drivers, to which she inputs personally to
market them as a emphasise that they will be dealing with people who may not have
courtesy service for our been on a bus for years. Kathy says, ’We don’t even think of these
staff.’ as buses: we market them as a courtesy service for our staff.’ The
buses and other travel plan actions have reduced the number of cars
Kathy Matthews, Oracle coming to Thames Valley business park by 13%.
in a conventional timetable layout.You should produce timetables specific to

your site, uncluttered by times for all the places that buses or trains call at
before they arrive there. Simplified credit-card size versions of timetables,
showing just times between your site and one other main destination, are good
for people to keep in their wallets.
New information materials should be actively distributed and advertised to

staff. Even where services are well used, active promotion can increase uptake.
If you organise special promotions and campaigns to promote public transport,
you can reasonably expect local public transport operators to back them up
with special offers and maybe come onto site themselves to help you promote
them. E-shots and pay slips are ideal for short messages saying what’s on offer.
Real-time information for public transport is increasingly available. It may be

possible for you to assist staff by showing real-time bus and train information
on site. Live departure boards are available online for some rail stations so staff
can see if the train is on time before they leave their desks.
34
Access, safety, getting stranded

Even where services Even if public transport runs well, there are other issues that can render it
unusable to some potential passengers.
are well used, active
Actually reaching trains and buses can itself be the highest hurdle, sometimes
promotion can increase literally. Negotiation with rail authorities can provide back entrances to stations
uptake. that cut out long diversions for walkers.The local authority can assist in
securing road design improvements and highways safety measures for the
benefit of those on foot – see page 37.
Personal safety, particularly out of hours, can be a concern in waiting areas or

along walking routes to reach public transport.The solution may be as simple
as repairing site lighting or installing better lights, or cutting back vegetation to
give clear sightlines. It may be fruitful to extend security patrols to access
routes or to install CCTV. If more users start to use the service, then security
issues diminish, establishing a virtuous circle.
Free shuttle buses link Thames
Valley business park with the centre Staff reliant on services that stop after peak hours may fear getting stranded at
of Reading work if they have to stay late unexpectedly.The solution is to offer a
guaranteed ride home, which is now a commonly used safety net for car
sharing schemes.Those operating this system have found that it does not entail
excessive expenditure.
Fitting work to public transport

Unless you are based at the hub of a superb public transport system, some of
your staff will need to schedule their working day to catch buses or trains.
Flexitime can be a help, but just as important is to establish a company culture
where it is recognised that public transport should be taken into consideration,
for example by ensuring that a meeting late in the day finishes in time for the
bus home.This consideration will also ensure that visitors will be able to use
public transport services to come to meetings.
Tax
Exemptions from tax or National Insurance contributions are given for:
> works buses provided by the employer which have more than nine seats
> public bus services subsidised by the employer, including free or discounted
fares for staff, but only where the employer has a contract with the bus
operator
> passing on discounts for bulk-purchased tickets to employees
> interest-free loans (up to £5000 per year) to buy season tickets.
Employer subsidies to fares on trains, trams, ferries, tubes, or metro are taxable,
as are bus fare subsidies where the bus operator does not have a contract with
the employer or where the discount applies to bus routes that are not part of
staff commuter trips.
<
35
09 Walking
Walking 09 < Walking can be a significant proportion of journeys to work,

particularly for companies situated in town, close to residential
areas. But even in these favourable circumstances walking is
liable to require a boost through measures in your travel plan.
There are examples where postcode maps show many staff live
within one or two miles, yet a very low proportion walk to work.
Good health
Promoting walking to work meshes with heightened concern about obesity
and awareness of the need to build physical activity into everyday life.The
Government’s Chief Medical Officer advises 30 minutes of moderate physical
activity five times a week, and specifically highlights the value of walking
instead of driving as part of an everyday routine.The advice states that this level
of physical activity cuts the risk of a whole range of serious illnesses by up to
half – not just heart disease, but also strokes, diabetes and even cancer.
Marketing walking
For those who have got out of the habit of walking, even half a mile can feel
like a real effort to begin with, but once they are doing it regularly it becomes
easier and quicker. Marketing walking can foster this virtuous circle by
highlighting benefits to health and well-being. It’s cheap to buy bulk orders of
pedometers, which some people find an encouragement to aim for
recommended levels of daily activity, or to measure how far they have covered
in a day.
Some companies in pleasant surroundings have used lunchtime walks to re-

establish a walking culture. In some firms enthusiasm for walking has grown to
such a degree that teams participate in fund-raising events.
Make sure visitors are included in your strategy to encourage walking. Produce
maps of walking routes to (and around) the site and publish them on the web.
These can also assist staff, and should be included in induction packs for new
employees.
Shower and changing facilities for walkers

Many of the on-site facilities that are typically made available to support
cycling – such as showers, changing rooms, drying areas for clothes and a
seating area with a hot drinks machine – can also be helpful for those arriving
on foot, especially if they are jogging. Consider both groups when developing
provision.
Tackling obstacles
As one travel planner put it, ‘There’s no point in telling people to walk in dark
unlit subways.’ Safety, convenience and pleasantness of walking routes are all
interrelated.
The easiest starting point is to ensure your own site and its immediate environs
encourage people to walk.Your site audit should check for the following sorts
of problem:
<
> Are pedestrians required to walk around outside the site perimeter in order
to enter at the same entrance as vehicles? Install pedestrian short cuts and
pedestrian gates.These can be card, code or key activated if security requires
it.
36
Do pedestrians have to > Do pedestrians have to cross acres of tarmac car park with cars speeding
across it in all directions so that people on foot feel out of place and
cross acres of tarmac vulnerable? Design direct pedestrian routes across your car park that are
with cars speeding in all clearly marked, well segregated from traffic and nicely landscaped with
pedestrian-priority crossings. If necessary install traffic calming on site.
directions?
> Do some pedestrian routes across the site feel unsafe? Install good lighting,
cut back vegetation or re-align paths to ensure good visibility. If intruders
are a problem, institute security patrols. If need be, these might be extended
slightly beyond the site if footpath links require it.
> Are pedestrian routes well signed? The easiest and fastest pedestrian route
may be less obvious than the long way round by road.
Outside your site, you will need to work in conjunction with the local
highway authority. Sometimes comparatively small changes can make a big
difference. As a priority, check that main roads and junctions near your site
have conveniently placed crossings for pedestrians – not subways! If pedestrian
access to your site necessitates walking alongside a main road, it will feel more
pleasant if the pavement is wider or, preferably, if it is stepped back from the
road behind a verge or planters. Faster traffic is intimidating for pedestrians and
<
makes road noise more unpleasant, so check whether local road layouts
encourage traffic to slow down and obey speed limits.
case study
Guided walks
The travel for work coordinator at Cambourne Business Park,
near Cambridge, has taken advantage of their situation in
attractive countryside to establish a popular programme of
‘healthy lunchtime walks’, with support from the local medical
practice and the district council. The walks aim to promote the
benefits of walking and to encourage people to walk to work. Each
walk lasts about 40 minutes. The coordinator leads the walks herself,
but also plans to produce walking maps and put them onto the
website so that staff can follow the routes on other days.
Incentives for walkers

Some companies offer payments for walking to work, or entry into a prize
draw. Incentive schemes need to be designed to reward all green modes of
travel, but, nevertheless, it is possible to give a walking incentive its own
branding so that you can market it in a targeted way – for example with a
walkers’ breakfast.
<
37
09 Walking
< case study
Active travellers gain extra time

Unum Provident rewards green commuting staff with time off.
Those walking or cycling to work are allowed to arrive 10 minutes
late. A number of the staff have become involved with ‘safe routes to
school’ schemes at local schools and lead ‘walking buses’ to take
children to school on their way in to work.
Walking cuts car use

80
70
mode share for journeys to work (per cent)
60
50
40
30
20
10
0
1998 1999 2000 2001 2002 2003
car driver Promoting walking made a big difference to

Buckinghamshire County Council’s travel plan –
on foot contributing nearly half its reduction in car use.
<
38
’I gave my company car
back last November and as
an alternative I run-train-run
to work. The time
difference is negligible. This
journey’s more reliable than
coming by car and it’s far
cheaper.’
Cliff Hilton
10 Cycling
Cycling 10 < As late as 1950, Britons collectively cycled more miles than they
drove. Then a whole generation lost the habit for their everyday
journeys, and the activity came to be seen as a recreational
pursuit for the Spandex-clad ‘keen’ cyclist. In parts of the UK this
is now changing, with increasing numbers of commuters
hopping on a bike. This is partly the result of investment in cycle-
friendly routes and paths. It is also due to a realisation by
commuters that they can actually get to work by bike more
quickly and reliably in areas where cars are stuck in jams, with
the added benefit of lower stress and the opportunity for healthy
exercise that is otherwise hard to come by in modern life.
Nevertheless, cycling to work is still a minority activity.

Encouraging people to come by bike involves bringing cycling
back into the mainstream, by creating a cycling culture.
Being a cycle-friendly employer

Here is a checklist of improvements to consider if you want to become a
cycle-friendly employer:
> Secure and sheltered cycle parking
> Facilities for showers, changing and storage of personal gear
> Improved cycle routes to (and on) your site
> Maps and other information about local cycle routes
> Provision of, or payment for, bike maintenance
> Cut-price or free staff bikes
> Training for those who are not confident cyclists
> A staff bicycle user group – a BUG!
> Incentives to cycle
> Events to encourage cycling
> Pool bikes for business miles.
Which of these you give highest priority will depend on what respondents to
your staff survey say would help them most.Your overall objective should be to
position cycling as a means of transport for everyday journeys, not something
that requires people to be ‘keen’.
On-site cycle facilities

Cycle parking should be in a high-profile location alongside building
entrances, well-lit, safe, secure, and if you can afford it, smartly designed to
show that you value cyclists’ efforts highly. Changing and storage should be
close by. Some organisations combine changing facilities with relaxation areas
offering comfy seating and drinks machines.
<
40
< case study
Rewarding cyclists
GlaxoSmithKline’s travel plan includes a campaign to make
employees who choose to cycle to work feel particularly valued:
’We have created an environment where cyclists feel that they
are special,’ says GSK’s Peter Handcock. Car parking has been
replaced by high quality cycle facilities, and more spaces will be
converted if cycling continues to grow. GSK’s facilities include
everything you’d expect, but with a few special extras:
> Cycle parking in a prime location, sheltered, secure and light
> Lockers (hundreds of them)
> Drying room with vented hanging and heating
> Showers with shampoo, towels and hair dryers provided
> Irons, ironing boards and shoe racks.
Each car parking space at its HQ site in Brentford, Middlesex, costs
GSK £2000 a year, so the company realised it was good value to
reward cyclists financially. Cyclists are registered on a ‘bike miles’
scheme and collect a sticker from security staff each day they arrive
by bike. These are worth £1 per day and are collected in a book
which can be redeemed for vouchers to pay for equipment or new
bikes from reputable dealers. After filling the first £260 book,
equivalent to a year’s cycling, cyclists progress to a gold and then
platinum book which comes with a special card bringing added
benefits.
The company pays the labour charge for a bike mechanic who visits
the site once a week offering service and repair, so staff only pay the
cost of any parts. Peter points out that cyclists are actually worth
even more to the company: ’Without cyclist commuters we could not
use this building to capacity, and each unfilled desk in the building is
valued at £10,000.’ GSK estimates its cyclists cost it £400 each per
year.
’Without cyclist GSK has 130 staff who cycle to work each day (5% of staff trips to
work) and over 300 registered cyclists. Some 40% are women, proof
commuters we could of cycling’s broad appeal when appropriate facilities are made
not use this building to available. The average mileage is remarkably high – 7 miles each way
capacity.’ – of which most is through a suburban environment. Near the office
itself, GSK contributed £200,000 to construction of a cycle path as
Peter Handcock, GlaxoSmithKline part of the planning agreement.
41
10 Cycling
Improved cycle routes

If a lack of safe cycle routes to your site is a barrier to cycling, then discuss
with your local authority which of the key obstacles might be soluble, either
within their budgets or with a contribution from your company. Many local
authorities have a dedicated cycling officer.
Cycling information
The safest, easiest and most pleasant cycle routes to your site are probably
different from the main road routes motorists use. Draw on the knowledge of
existing cyclists on your staff and local cycling organisations to produce a route
map, centred on your site, both in hard copy and publicly available on your
website.
Bike maintenance
Most car owners do not undertake much work on their vehicles and rely on a
comprehensive service and support system. Some people are prevented from
cycling because they do not see the same support system for cycling. In fact,
some cycle shops now make special efforts to offer a good value bike servicing
facility. Labour rates are vastly lower than car dealerships. Some firms arrange
for a regular visit to site by a bike mechanic and pay for labour, if not
replacement parts as well.
Cut-price bikes and equipment

Staff deals for cycling include free bikes, cut-price bikes, cheap bike rental and
interest-free loans to purchase bikes, cycling clothing and equipment. If people
do not possess a bike, they may be reluctant to buy one without being sure
whether they really will find it usable in practice. Some specialist firms now
offer a service where it is possible for staff to try out a bike of their choice for
a few days. A wide range can be made available, even including folding bikes
for those who need to travel partly by bus or train, and the service can include
making sure the bike fits the rider and is comfortable. A degree of training and
<
advice can be provided at the same time, as can trial use of potentially costly
ancillary kit, including clothing, panniers, lights and helmets. Some companies
have linked this service with a challenge to cycle 50% of the time.
Training and support

Position cycling as a Training needs to be approached sensitively because learning to cycle is
associated with childhood and adults can be reluctant to admit that they are
means of transport for not confident or to be seen wobbling around atop a bike. Conversely, adult
everyday journeys, not learners who gain the freedom that a bike can offer sometimes find great
satisfaction in the experience. So it can be worth getting specialist assistance,
something that requires which will also take care of insurance and liability issues and may come
people to be ‘keen’. complete with access to the necessary range of bikes and equipment. Only a
small proportion of people are likely to accept the offer of cycle training, but it
is well worth providing it for those that want it. Course attendees report that
they cycle more than twice as often as before and also cycle further.16
A different sort of training is required to help new cyclists gain the sort of
knowledge that existing cyclists will have about the most safe and comfortable
route to work, which will often include back-roads and be more complex than
the routes followed by car drivers. Drivers that attempt to cycle their main road
car route to work may decide never to cycle to work again.This is one area
where it can be useful to establish a BUG – a bicycle users’ group – so that
you can offer new cyclists a ‘buddy’ to show them the best back-road route and
cycle lanes that may not be familiar to them. If your firm is very big, there is
42
now software to match people for bike journeys in the same way as car share
databases match up car journeys.Your BUG will also give cyclists a voice in the
company, all the more effective if some of your senior managers cycle and join
’I live 12 miles from the group. A further demonstration that cycling is a priority is to allow the
work and I tend to group to meet in work time.
cycle from late spring
until early autumn. I’d Incentives and promotional events
Incentive schemes for cycling to work include ‘cash-out’ payments for each day
rather cycle in the cycled, entry to prize schemes, or accumulation of daily tokens that can be
fresh air than on an redeemed in local cycling shops. Such schemes are usually run in conjunction
exercise bike in a with incentives for all other sustainable modes of commuting. A variant is to
offer sustainable commuters shorter hours – e.g. 10 minutes per day.
gym!’ Jilly Nissler
The most common promotional event is a cycle-to-work day, including a free
breakfast laid on for cyclists.These have proved an enjoyable way to raise the
profile of cycling and generate camaraderie.
Pool bikes
Pool bikes can prove handy if, for example, you have several fairly close sites, or
if staff lunchtime trips to the shops are slightly further than convenient walking
distance.
Tax breaks for cycling

A company can provide its staff with free loan of bicycles and related
equipment tax-free. If an employer does not wish to provide free bikes, then
the Cycle to Work scheme offers a way to substantially cut the cost of bikes to
its employees.This scheme enables a firm to operate a ‘salary sacrifice’
arrangement to provide a bicycle and equipment free of VAT, tax and National
Insurance contributions – amounting to savings of 40 to 50%, more if the firm
negotiates a deal with a local cycle shop.The way it works is that the company
purchases the bike and equipment and then recovers the purchase price by
leasing it to the employee, reducing the recipient’s gross salary by the necessary
amount each month over a period of 12 or 18 months. By the time the
scheme has expired, the ‘fair market value’ of the bike has generally depreciated
to such an extent that it can be offered for sale to the employee at about the
cost of one or two months’ lease.
Provision of cycle parking is tax-exempt, as are cyclists’ breakfasts. Cycle

maintenance and rescue services are, however, liable to tax, but in practice your
local tax inspector may agree that these can be disregarded for tax purposes on
the grounds that they constitute only an ‘insubstantial benefit’.
<
43
11 Car parking
Car parking 11 < Management of car parking is a vital part of a travel plan. If you
provide plentiful free car parking, there will be a built-in incentive
to drive to work, and indeed each driver will be receiving a
transport subsidy from the company running to hundreds or even
thousands of pounds per year. Where firms have taken action to
manage parking as part of their travel plan, there has been a
greater reduction in car driving.17
In practice, parking stress and congestion are already acute issues for many sites
and often help provide initial impetus for a travel plan. Nevertheless,
constraining parking or introducing charges for parking will probably be the
most contentious aspect of your travel plan, and it is worth learning from
companies that have successfully shifted away from a culture of taking car
parking for granted. Leadership from senior managers is a prerequisite for
successful implementation of measures to tighten up your parking policies.
Companies are pursuing a variety of strategies to manage car parking.These are

determined by a combination of site circumstances, transport options to site
and company culture.The following strategies can be operated in combination.
Restricted parking
Zero parking is generally only an option for central locations where public
transport is very good. Many city centre work locations have never had
dedicated parking provision and staff who drive into the centre have to find
their place in municipal car parks or on-street. If you do have only a very few
parking bays, these should as a priority be available to staff or visitors with
mobility difficulties rather than to senior staff.
Even firms with considerable parking provision have found that they still
cannot cater for all the staff who wish to drive.Taking on further parking is, in
many cases, precluded by lack of available land, planning rules or the expense
of buying or renting more parking. In any event there are often problems of
local congestion which would only be worsened by offering more parking.
Whilst rising congestion does provide a disincentive to drive, it is not a
sustainable parking management strategy. It can cause overspill parking which
may raise hackles amongst nearby residents and can even lead to illegal or
dangerous parking. Staff waste time driving around the car park or surrounding
streets searching for a parking space, adding further to congestion.There is also
potential for conflict between staff, and there have even been attacks on
security staff responsible for preventing illegal parking. Perhaps the worst
problem is that it is not a fair system for those who really need to drive to
work. People with flexible schedules may arrive as early as 7am to nab the
parking places, while those with demands such as caring for or delivering
children to school have no chance of finding a space.
<
44
A needs-based permit system is a fair way to allocate parking.The criteria for

permits should include the following:
> Personal mobility difficulties

> Car sharing
> Out-of-hours work responsibilities
> Caring responsibilities that necessitate a car on the journey to or from work
> Home address too far to walk to the office or too far from public transport
routes to the site (although points should be quite limited for this criterion,
otherwise you create an incentive for staff to live in remote locations,
exacerbating a current social trend).
In order to gain acceptance the permit system must be seen to be fair. It should
apply equally to all staff grades, and should allow protests to be heard by an
appeal panel that includes a union representative. Although it is not so
objectively fair, at least one firm has been successful allocating everyone a non-
parking day each week, with the merit that the blow falls equally on
<
everybody.
Any permit system must be enforced.The fundamental choice is between

technological solutions, such as barriers operated by smart cards, and solutions
using staff to control entrances or to undertake spot-check controls. Both have
been shown to work.
Permit systems go hand-in-hand with limitation of the total number of parking

spaces. If your office is moving or there is a site redevelopment, take this
opportunity to restrict the number of parking spaces and put in place a fair
system to control access to them.
Charging for parking

Charging for parking gives an incentive not to drive to work, though limiting
spaces is a more certain way to put a cap on the number of people arriving by
car. Lack of parking also helps justify implementation of permit and charging
systems.
Marketing car park charges to your staff will take a delicate touch but can draw
upon the considerable costs of providing parking spaces, which average about
£400 per year but rise to £2000 or more per year in London. As the figures
below show, companies that charge for parking have actually chosen to recoup
less from each employee than this level of annual cost, so in fact they are only
reducing the degree of subsidy to drivers.
Taking five examples of organisations that levy a parking fee, the average daily
parking charge is 40p.This may sound quite small, but these examples show
that £90,000 is the average annual sum raised by organisations with 2000
employees.This would, for example, be sufficient funds to run a good shuttle
bus service.
It is important for acceptance of the parking system that monies raised are seen
to be ring-fenced for other travel plan measures. It may help to sugar the pill if
the parking charge is introduced in conjunction with an offer of assistance with
travel costs. Another option is to implement a travel allowance equivalent to the
parking charge for all staff so that they can choose to spend it on parking or on
other ways of travelling to work.This will tend to reduce the initial behavioural
change effected by the parking charge, but in the longer run its psychological
effect will be to make driving to work less attractive. It may also assist
acceptance of charging if the system is tiered to be related to earnings.
45
11 car parking
< case study
A needs-based approach to parking

The RBS Group Transportation Manager two or more people who elect to share a space,
believes staff bought into the travel plan each parking on different days, are treated in the
because its needs-based parking permit same way as those who elect to share one vehicle
allocation was seen to be fair. In addition to its every day – on the grounds that the effect on traffic
many sustainable transport initiatives, at sites with and parking is the same.
significant car parking facilities the company is
gradually rolling out a scheme to assess an To increase the public transport access zone for
employee’s need for a parking permit. The system Gogarburn, RBS negotiated and where necessary
was pioneered at the new HQ campus at subsidised public service improvements, thereby
Gogarburn which currently provides only one increasing the proportion of staff with a direct bus
parking space for every 2.7 staff, despite being on route from 12% to 31%. In addition, a free
the edge of Edinburgh. Permit applications are dedicated rail shuttle connects to the two nearby
assessed annually against the following scoring rail halts, increasing the attractiveness of rail
criteria: commuting. Similar initiatives are in place at other
sites.
> Personal mobility difficulties
> Lack of convenient access to public transport ‘Click & Park’, an innovative web-based booking
tool, is the basis for managing the on-site parking
> Care commitments including visitor space. No vehicle should be
> Early or late contracted working hours brought to site without a valid permit to park,
thereby cutting down car use on the basis of
> Business need for a vehicle ‘chance’ parking. Permit-holders, including share-
> Active participation in car sharing or space groups, are allocated a numbered parking space to
sharing. reduce car park ‘cruising’. A parking policy,
procedures and protocols underpin the system and
Points are additive and the highest scoring a key condition of having an annual permit is a
personnel are allocated available permits. The RBS duty to release the space on any day that the
system allocates points for public transport access permit-holder will not use it, thereby making it
using intuitive mapping software. Those living instantly available as a ‘hotspace’ for which day-
within walking distance of direct public transport permits are bookable online. These provide for
routes (800m for bus and 1km for train), of pre- occasional parking for all users, regardless of
determined frequency and journey-time, score no needs assessment, subject to availability and up to
points. Some points are awarded to those who the site limit (currently 20 days per person per year
have a direct public transport route of longer at Gogarburn). This feature has made an important
journey-time or requiring an easy interchange en- contribution to acceptance of the scheme because
route. More points go to those assessed as having it means that anyone who really has to take a car
no convenient public transport at all. In this to work on a particular day can generally get a
system, space sharing is deemed acceptable – parking space.
Permit applications are

assessed against
scoring criteria.
46
Car parking charges for employees should be pay-as-you-go, so that there is a

continued evident cost for each journey driven to work. An annual parking
token, once purchased, actually provides the user with an incentive to
commute by car in order that they extract the maximum value from it.
‘Proximity card’ technology offers the chance to debit a user’s smart card
without the need for constantly staffed barriers.
Where charges are implemented, free permits should be allocated to disabled

drivers and can be made available to other users where warranted, for example
<
staff whose hours extend beyond public transport services.
case study
’The parking charge Funding buses from parking

helps to secure the
travel plan and opens revenue
up many opportunities.’ Egg charges staff 75p per day to park at its site on the edge of
Derby city centre. The income raised is used to subsidise and
Ian Foster, Egg fund two bus services. A local bus service, which runs from 7am to
7pm, Mondays to Saturday, is available to the public at a fare of 70p,
whereas Egg staff pay a nominal 10p fare. This is supplemented with
a free out-of-hours shuttle bus, available to Egg staff only, until
11.15pm and on Sundays.
So what was the reaction to introducing the parking charge? The

decision was made when the site was established in 1998 and was
accompanied by a strong communications effort to help staff
transferring from other sites come to terms with the idea of paying to
park. According to Ian Foster, Egg’s travel plan manager, charges
have always been a contentious issue, but have proved a good idea.
’The parking charge helps to secure the travel plan and opens up
many opportunities. It gives us a lever to achieve our ambitions for
further modal shift in future.’
Cash-out incentives not to drive to work

Cash incentives not to drive can take several forms, including entry into prize
draws, daily accumulation of vouchers redeemable at retail outlets and salary
bonuses. Some organisations that once issued parking permits indiscriminately
now have a scheme to buy them back from staff. Firms that used to offer
company cars as perks now offer the chance for staff to switch to an alternative
package of benefits.
At the top end there are firms that offer daily bonuses of £2 or more to every
individual who does not drive to work.The payment in these schemes
approximately reflects the cost of providing a car parking space. Car sharers are
generally awarded half the bonus. Bonuses like this are taxable.
There are many sites where the dominance of car-based commuting means it
would be possible to achieve a cost-neutral package of fairly generous cash-out
payments to non-car travellers with only a moderate car parking charge.
47
11 Car parking
< case study
Cash-out for not parking

Pfizer has operated a daily ‘cash-out’ incentive scheme on both of its
main UK sites since 2001. Staff receive £5 or £2, depending on the
location, for every day that they work on site but do not bring a car.
The scheme is integrated with existing ID card systems to achieve
full automation. Scaled benefits to car sharers are also automatically
built in.
At Pfizer’s Sandwich site, the travel plan – which includes a £2

per day ‘cash-out’ scheme and investment in bus services –
achieved a 20% reduction in the proportion of cars coming to
the site.
The scheme was developed and implemented by John Elliott, who is

now taking it a step further with another major employer. A new
points-based system will automatically combine incentives for
sustainable travel with charges for car park use.
’This combination will allow us to significantly increase the overall

‘gap’ between incentive payment and parking charge without
increasing the overall cost of the scheme to the organisation,’ says
John. ’A bigger gap will encourage greater behaviour change and will
enable us to achieve larger reductions in traffic and parking demand.’
Dealing with overspill parking

The effect of worksite parking restrictions in discouraging commuter car use
can be undermined by the availability of on-street parking in the area, which
may also cause problems for your neighbours. One way to tackle this is
through the introduction of street parking controls.This will require early
liaison with your local authority to initiate the process, which includes
consulting local residents.
48
Business travel 12 < Business travel should be an integral part of a travel plan.
Arrangements for business travel can fundamentally affect how
people choose to travel to work. Furthermore, you may find that
current policies are encouraging expenditure to support
unnecessary car use, money that could be saved for other
purposes, including sustainable travel measures.
A business case for a travel plan funded from business travel

savings can be found on page 70.
Removing perverse incentives

It is still all too common to come across corporate policies that set mileage
reimbursement rates at such a high level that staff make a profit by driving their
own cars on business trips. Sometimes this is part of an entrenched culture that
views these rates not as reimbursement but as a ‘perk’. In other cases the car
may be a ‘company car’ provided as part of an employment package. It takes
time to move away from this kind of culture, which may be embedded in
union agreements as well as personal contracts. A first step is to ensure that new
staff are not offered company cars as perks. Some companies have received a
good take-up from existing staff in response to ‘cash for cars’ schemes where a
cash benefit is given in exchange for handing back a company car. Alternative
benefits packages can include travel allowances or season tickets.
Pool cars
There are several advantages to running a pool car system over paying
individuals to use their own cars. A pool system can:
> save money
> remove an incentive for individuals to travel by car to profit from mileage
reimbursement
> overcome a common obstacle to non-car commuting – that staff feel
obliged to bring a car to work on the off-chance that it will be needed for
a business trip
> provide an opportunity to rent or buy low-emissions vehicles, an area where
fleet operators have been quite innovative.
Car clubs and car hire

The downside of a car pool is the sunk cost of buying pool vehicles or
committing to contract hire agreements, plus the administrative burden of a
pool booking system and vehicle maintenance for companies that do not
already operate vehicles.These issues are liable to be more awkward for smaller
companies, although teaming up with other local firms may create a viable
pool option.The recent success of commercial car clubs and their continuing
spread into urban centres around the UK offers an innovative solution for an
increasing number of locations. Corporate membership of a car club can give
inexpensive access to vehicles when your staff need it on a pay-as-you-go basis.
If you potentially offer sufficient custom, a car club company may offer to set
up a special parking bay with vehicles close to your offices. As well as local
<
journeys, your staff could travel to other cities by train and pick up a car club
vehicle there, if they should need one to accomplish their work. Many car
clubs successfully provide a service to both businesses and individuals. In
general there is little conflict, since individual use peaks at evenings and
49
12 Business travel
weekends. If you need to absolutely guarantee vehicle availability, you could

pay for a block booking. Modern car clubs specialise in providing attractive
vehicles, including low-emissions cars that are exempt from the London
congestion charge. Bookings can be made online or over the phone. Once a
car is booked out, it is remotely programmed to be accessible only to that user
by matching the vehicle’s magnetic card-reader to the user’s smart card.
An alternative to using a car club is a contract with a conventional car hire

facility.This can also be more attractive than acquiring pool vehicles, especially
if you lack parking space to keep them.The arrangement must be set up so
that it is convenient for staff.This means a company account at the hire firm,
which can be set up to give access to discounted rates, and prior provision of
potential drivers’ documentation.This way users have to do little more than
sign off for the keys when they turn up to collect a car. Internally you should
ensure easy line-management sign-off to agree car hire or, easier still, an
administrator who is always available to make the booking for other staff. Part
of your deal with the hire firm should be that they refill the car without extra
charges above the petrol cost – you don’t want your staff wasting their time
driving around to find garages.
Taxis
Taxis are perceived as expensive, and many accounts departments set a high
threshold to reimburse staff for using them.Whilst taxi use can be abused, it
actually requires very high levels of usage to attain the levels of expenditure
involved in company purchase of cars or contract hire. Company policy should
recognise the potential for taxis to facilitate use of public transport by covering
awkward gaps in occasional journeys.
Encouraging staff to use public transport for

business trips
The best policy is to state that staff are expected to use public transport where
this is a realistic option.To back this up you can require line-management sign-
off for personal car use. If you can, assign a member of staff responsibility to
provide information and preferably to provide a booking service so that public
transport bookings are easy to make.
Because it can take time and effort to find out about public transport options,
individuals may be inclined just to hop in their cars. Ensure that it is easy for
staff to find the best sources of information.There are information services to
help negotiate the complexities of public transport and make journey planning
<
easier, such as Transport Direct.

Transport Direct (www.transportdirect.info) offers the option to compare the
same door-to-door journey by public transport and car, with details on times,
routes, costs, as well as car park information and relative carbon emissions,
depending on the time of day and mode of transport.Transport Direct has live
travel information for both the road and rail networks and provides accessible
Train journeys allow staff information for disabled people.Transport Direct can also provide useful
to accomplish useful journey planning tools for your website which enable both staff and customers
to easily plan their journeys to you.
work en route.
A proper calculation of your business travel costs should include staff downtime
whilst travelling and should recognise that train journeys allow staff to
accomplish useful work en route (see the business case on page 70).
50
Cutting travel to meetings

Your travel plan should aim to establish a culture of phone and video
conferencing in preference to face-to-face meetings. Preconditions for phone
and video conferencing to become accepted and widely used are as follows:
> Conference phones with good loudspeakers in all meeting rooms – which
should be bookable.
> An easy process for all staff to set up a telephone conference.Your office
phone system may have a built-in system which can switch both internal
and external calls into a conference. Alternatively, all callers can dial a
conference call number from a specialist provider and access the same
conference by means of a PIN or personal identification number circulated
beforehand. Rates are competitive and arrangements for a conference call
can be set up at no notice by reference to a website.
> Reliable and easy-to-use video conference suites readily available in meeting
rooms. In practice you need a member of staff who is fully confident with
the technology and can set it up and trouble shoot for irregular or first-time
users.
For staff without experience of phone or video conferencing it may be helpful
to point out factors that can make sessions work. For example, video
conferencing can become awkward with too many locations. Depending on
the set-up, the screens will split to show all locations at once, or switch
sequentially between them to show the person speaking. Either way, above
’Video conferencing has about three locations, it can start to feel clunky and mutual visibility becomes
proved particularly less satisfactory. Conferences where a couple of smaller groups are connected to
a main meeting can work well.Technology is, however, steadily improving.
popular and has helped Appropriate chairing is also important. All meetings require chairing skills, but
to significantly reduce even experienced chairs need to learn a few new skills for video and telephone
conferencing. Most important is the need to specifically go around participants
the regular trips to check their agreement or ensure their input in circumstances where face-to-
between the corporate face meetings might accomplish the same function with just a nod or a smile.
Because body language and feedback are limited in phone and even video
centers.’ conferences, it can make discussions easier if participants have previously met
Arthur Champion, Zurich face to face, although this is by no means essential.
< case study
Savings from audio and video

conferencing
Reducing the impact of business travel was one of the overall
goals when Zurich established a travel plan covering its four UK
centres at Swindon, Portsmouth, Cheltenham and Fareham.
Arthur Champion, Zurich’s travel plan coordinator says, ’Video
conferencing has proved particularly popular and has helped to
significantly reduce the regular trips between the corporate centres.’
He estimates that the use of audio and video conferencing has
reduced annual business mileage by over one million miles, with fuel
cost savings of £122,000 and an extra 17,000 working hours being
created.
51
12 Business travel
It is increasingly easy for individuals to access video conferencing facilities close

to where they live, so remotely located staff may be able to input to meetings
without undertaking a special journey to work.
Car sharing business trips

Your travel survey will show you if many staff are making the same journeys.
Businesses with several sites often generate many trips between those sites. If
staff can be encouraged to log these journeys in advance, others can link up to
share journeys or may even be able to plan their own business and meetings to
a compatible timetable. A car share database can be used for this function, but if
there are only a few sites the ideal format may be different from that for
matching commuters.The simplest is an online calendar where everyone can
see at a glance who is travelling when, between different sites. Staff travelling to
jobs or meetings at external locations should also be encouraged to make
arrangements to car share.
For staff claiming mileage reimbursement for use of a personal car, consider a
higher rate for those who carry a passenger (e.g. 5p/mile extra) and consider
also 5p/mile for the passenger.This is justified because both parties have to
make the effort to link up and may have to make some adjustments to their
schedules to facilitate the car share. It will still result in a significant saving over
paying the full mileage if the passenger were also to drive. Up to 5p/mile no
tax is due on an additional payment to a driver to carry a passenger, but as yet
tax law does not exempt payments to the passenger themselves.
Shuttle buses
Multiple sites close together entailing large staff movements may merit a shuttle
bus. If this situation has led to high levels of taxi transfers, then a bus may be a
substantial saving.
Cycling on business
Pool bikes are another way to facilitate staff movements between different sites.
They can save large amounts of time if local roads are congested. For town and
city locations, many destinations may be within cycling distance. Some high
quality folding bikes in the pool can facilitate longer business trips by bridging
the link to train or bus. Pool bikes can also help cut lunchtime traffic by
providing the option of cycling to the shops.This may be attractive even to
staff who drive to work if the route into town is congested.
If staff are able to use their own bikes for some business trips, encourage them
by offering a mileage rate. Rates up to 20p per mile are tax-exempt.
<
Aviation
Flying for business may sometimes be unavoidable, but your travel plan should
recognise the increased environmental impact of aviation compared to other
forms of transport and introduce policies to avoid unnecessary flights. For
example, phone or video conferencing and alternative means of transport such
as trains should be explored first.Where flying is essential, the carbon emissions
can be ‘offset’, and travel by public transport to and from the airport should be
encouraged.
52
Reducing the need to 13

< Influencing how staff travel is only part of a travel plan. Some of
the biggest gains can come from reducing the need to travel at
all. Your travel plan should look at the big picture and establish
the underlying factors that are generating travel. The analysis
should seek to understand why journeys are undertaken and
question whether travelling is the best way to achieve the
business in hand.
travel
Choose a sustainable location!
A situation close to a good public transport hub will achieve a much more
sustainable travel pattern than even the most ambitious travel plan on a site in
the middle of nowhere. If you choose a site at a motorway junction far from
public transport then, at the very least, your company’s commitment to its
environmental policies could legitimately be called into question.
Local recruitment
Your company should develop a local recruitment strategy for jobs where the
skills required are likely to be available locally. Local recruitment has enabled
some employers to achieve higher levels of commuting by public transport,
walking and cycling. Such policies have a strategically important role to play in
improving the sustainability of our national travel patterns, which show a
significant trend towards longer journeys to work.
Conversely, some companies have found that their travel plan measures have
made them an attractive employer in the local area.
Relocation packages
You will necessarily need to trawl a larger catchment in order to obtain more
specialist or more experienced staff. In these circumstances your company may
be able to design your relocation package to tip the balance towards a new
recruit moving into a location that enables them to travel sustainably. Even
small companies have managed to offer some impressive incentives in this
regard. Such policies can offer a high rate of return environmentally for the
expenditure incurred because they will be a factor in decisions that determine
travel patterns for years to come – both for work purposes and for life outside
work.
Homeworking
More companies are now seeking to help their employees achieve a better life-
work balance.These initiatives may be linked to a travel plan, but often they are
driven by an endeavour to attract good staff and to improve productivity.
Organisations that have successfully increased their levels of homeworking,
support staff with facilities, equipment and practical assistance.You should also
recognise that an individual’s home circumstances may mean that they do not
have an option of working at home.
Working at home does not mean isolation from office-based staff. It can, for
example, be very efficient for remotely situated staff to access telephone
conferences from home, or to participate in an office-based meeting via a
<
table-top conference phone that is designed to be positioned in the middle of a

meeting room table.
53
13 Reducing the need to travel
< case study
Culture of ‘mobile
working’ cuts carbon
Over recent years IBM has moved to a culture
of flexible working, including homeworking and
‘mobile working’ from other office locations.
’Our first survey in 2000 didn’t even contain a

question on homeworking or mobile working,’ says
Environmental Affairs Specialist, Carole Redman,
’but this was by far the dominant suggestion
arising.’ At that time, IBM’s head office at North
Harbour near Portsmouth had a parking problem
with knock-on congestion in the mornings and
evenings in the surrounding area. The company
had applied for planning permission for extra car
parking, but before a planning application could be
accepted was told by the local authority that it across different office locations. IBM realised that
would require a travel plan to reduce dependency this flexibility could offer a choice of the most
on the car. With advice from the authority a plan appropriate workplace and could go hand in hand
was developed to provide choices to employees with better utilisation of its real estate. Some IBM
on travel to and from work and on business. staff hardly ever go into their designated base
location, as they work from the customer premises
’As a result of the findings of the first survey,’
where they are providing expertise.
Carole recalls, ’we established our ‘mobility’
programme, and in subsequent surveys we have Carole explains how IBM has made it possible for
tailored specific questions to find out more about many staff to work from other offices. ’All our
our employees’ travel preferences. Our intranet offices have drop-in centres with desks and
mobility site is packed with useful information for facilities available to whoever needs them. Our
the mobile worker and homeworker, and has phone service is personalised so I can pick up
specifics like how to get broadband set up at messages remotely from anywhere. It’s all about
home on the IBM account with minimum hassle. staying connected, faster communications, more
For phone calls we each have a ‘homeconnect’ interaction and knowledge sharing. Wherever we
number which we dial before making a business are, we can work as a team.’
call from home which separates business calls
from personal calls. Everyone works on laptops According to Carole it takes both an organisational
anyway, but anyone working from home regularly and a personal culture shift to change working
can log on to the IBM ergonomic website and patterns to this degree. ’In the early days it was
follow the guidance on good working practices. very much a question of trust,’ she says, but this
The advice is intended to optimise their comfort has paid off. ’We’re reaping the rewards of letting
and productivity, whether in a traditional office people work the way that suits them and suits the
environment, at home or on the road.’ Using the employer – a highly motivated workforce who are
laptop in an un-ergonomic situation could cause contributing to a reduction in CO2 emissions and
problems, so IBM ensures that the workforce is fewer cars on the road and in car parks.’
properly informed.
Some 80% of IBM UK staff now sometimes work

at home, 13% for a significant proportion of time.
Surveys still show 65% who wish to work from
home to a greater extent. For many staff it has
proved equally important to be able to work flexibly
54
’If a company our size Satellite office working

can provide this level of For staff living a long way from their work site, but whose home environment
is not a suitable workplace, a better option may be to use an office closer to
assistance to relocate home.
to within a sustainable
The business of some large companies requires operation from many local
commuting distance, branches. Facilitating use of such offices by staff living locally can be cost
then virtually anyone effective as well as assisting staff, since it may avoid the need to rent extra space
can.’ or reorganise buildings that are under pressure.
Cécile Galoselva, The Ethical Property For smaller companies that don’t have these options, there may still be practical
Company opportunities to access suitable working space. A number of ‘telecentres’ now
exist around the country offering inexpensive or free access to online facilities.
However, some of these have a community focus with an informal style that
does not meet businesses’ need for a secure and uninterrupted working
environment. Many business centres are able to assist with provision of this
kind of facility. Otherwise, renting space from other firms with spare capacity
may be an attractive option.
On-site services for employees

Some sites generate large amounts of lunchtime traffic.This has been
successfully tackled by a number of companies that have analysed why staff
were making lunchtime trips, in order to meet those needs on site. Cash-
points, staff restaurants, dry cleaning, crèche, and on-site shops feature amongst
the facilities that can help cut lunchtime car use. An alternative approach is to
lay on a bus into town at lunchtime.
<
55
13 Reducing the need to travel
< case study
Incentives for moving closer

The Ethical Property Company only employs 18
staff, but manages to offer a financial relocation
package that encourages employees to move
into sustainable commuting range. The
organisation developed its formal travel plan
two years ago but has had some sustainable
transport measures in place since 1997.
Operations director, Cécile Galoselva, says

sustainable transport features from the very first
contact with a potential member of staff: ’Our
recruitment adverts feature our policy of offering to
buy new staff a free company bike. And we offer a
the
relocation package of £500 per person in the
staff
household if they move within cycling distance of
now drive to work.
the office. Two people have relocated who
The company may have to relocate its
otherwise would not have moved.’ It is up to the
Oxford HQ before long, but Cécile is emphatic that
individual to decide for themselves which possible
they will seek premises with no parking except for
places to live offer journeys that they feel are
a space for disabled drivers and bike parking.
comfortably cycleable. ’If a company our size can
provide this level of assistance to relocate to within Ethical Property provides office premises for
a sustainable commuting distance, then virtually companies and not-for-profit organisations that
anyone can,’ says Cécile. have a socially or environmentally beneficial
purpose, and the travel plan extends to the
The company bike package doesn’t stop at
company’s responsibilities as a landlord. It
purchase – Ethical Property picks up the annual
accommodates between 40 and 200 people at
maintenance bill. The company’s business travel
each of 13 locations. Tenants are offered a travel
policy is that staff should try to use public transport
survey and sustainable travel information. Tenants
or cycle or walk. Anyone wishing to use their own
in the Bristol and Brighton buildings include a
vehicle must seek prior permission from their line
commercial car club which has enabled negotiation
manager and the mileage reimbursement is set at
of a deal whereby all occupants can access a club
a level which Cécile describes as ’the minimum.’
car for business or personal mileage – an offer that
Flexible working is encouraged. The company has may help some companies or individuals to avoid
a system in place to pay for an individual to get purchasing their own vehicles. Bi-monthly meetings
internet access at home and for phone bills to be with tenant organisations provide an opportunity to
charged directly by insertion of an introductory raise travel issues. Results from the tenant travel
number before business calls. surveys are assessed against national travel
statistics and reported in the company’s annual
The company runs an annual staff travel survey, report.
both to find out about staff travel habits and to
glean suggestions on how to improve the travel
plan. Cécile follows up the survey with a personal
approach to those coming in by car to offer
information on the public transport options
available. ’They can be a bit annoyed at first,’ she
admits, ’but then they engage, and one person did
change how she travelled as a result.’ In fact,
across all their staffed offices in Oxford, London,
Sheffield and Bristol, none of
56
Broader strategies 14 < A number of broad strategies can be used to encourage more
sustainable travel across the board.
Incentives
Some firms have introduced incentive schemes to achieve large reductions in
car use.Whatever incentives you decide to offer staff, they should be
appropriately applied across the whole spectrum of sustainable travel.When you
offer ‘cash-out’ payments, the founding principle should be reduction of
vehicles to site. So the reward should be offered to travellers arriving on foot,
from the station, by bus or cycling, and should be proportionately allocated to
car sharers in accordance with the number of parking spaces saved. So, for
example, if your cash-out is £1/day based on the release of a single car parking
space, then solo drivers get nothing, two in a car receive 50p each, four in a car
get 75p each from sharing £3 from the three freed spaces, and those walking in
through the gate get the full £1.
Personalised travel advice

Staff travel surveys tend to reveal some mismatches between what transport
options people think are available and the actual situation on the ground.This
is largely explained by the fact that staff who habitually drive to work are not
well informed about public transport.They may also perceive that cycling is
impossible because they think the only cycling route is along the busy main
road.The public transport marketplace can be complicated to negotiate, and for
buses in particular up-to-date information can be hard to obtain.This
information deficit will be helped by the information and marketing campaigns
that form a key part of travel plans. However, the problem runs deeper, because
a significant proportion of people struggle to understand timetables and some
do not find maps naturally helpful. And even the rest may not be inclined to go
to the effort of deciphering the variations of times and connections that could
serve their needs.
A highly personalised approach can overcome these issues.The idea is to give

staff the option of a detailed assessment of the travel options available to fulfil
their everyday journeys.This service often entails face-to-face advice and
generally calls upon expertise from the authorities and companies providing
public transport and other travel facilities in the area. A typical outcome would
be for an individual to receive a simple clear listing showing just the bus times
at the stop nearest home plus those for the return journey from the office.
Details about fares and weekly or monthly discounts would also be provided.
Very often personalised travel initiatives are backed up by special or
introductory free travel offers. Information and recommendations about
walking or cycling links can also be included.
<
57
14 Broader strategies
Staff who habitually Induction packages

drive to work are not Changing jobs requires individuals to reassess their travel patterns.This moment
well informed about isstaffan should
opportunity to tip the balance towards sustainable travel. At the least, new
receive comprehensive information about the options for buses,
public transport. trains, walking, cycling or car sharing, and, if you really want to show it’s a
priority, send it to them even before they embark on their first journey to
work, then go over the material again at induction meetings. If possible, offer a
package of introductory incentives for sustainable travel.This might, for
example, include any of the following:
New staff should > Introductory free weekly season ticket for public transport
receive comprehensive > Discounts and/or interest-free loan for an annual season ticket
information about the > Free or discounted company bike
options for buses, > Cash to forgo the entitlement to a car park permit.
trains, walking, cycling
or car sharing. Visitors
If you are a retail business site drawing thousands of customers, then you will
need to survey and assess their travel needs and design part of your travel plan
specifically to address visitor travel. But sites without a public interface can still
generate significant numbers of car trips by visitors.To reduce visitor car trips,
ensure that:
> directions to the site by public transport, walking and cycling – including
maps, timetables and travel advice – are available on a public website with a
back-up phone number to cater for any questions. If the easiest and quickest
way to reach your site is by public transport or park and ride, then say so
explicitly
> all staff are equipped with a standard email to send to visitors including the
weblink – most visitors will be coming as a result of an invitation from a
member of staff
> if you charge staff for parking, charge visitors too and let them know this in
advance.
Tax
Cash incentives are subject to tax. Payments to give up parking rights are also
taxable, but tax can be minimised by operating a points system whereby points
accrued by not parking can be used to buy tax-exempt travel. In general, any
package of points or vouchers which includes incentives needs careful design to
ensure that it includes only tax-exempt measures, otherwise the whole package
will attract tax.Tax-liable incentives should be offered separately.
58
Area networks of 15
< Now that travel plans are becoming widespread, you may have
opportunities to link up with other companies in your area to
jointly develop travel initiatives of benefit to all these organisations
and their staff.
Car sharing schemes stand more chance of matching drivers if they draw on a
greater pool of people. Shuttle bus services that are not viable for one company
travel plans
on its own can become good value when firms pool their resources and their
demand. Smaller companies that may not have much money to invest in travel
plan measures can nevertheless be valuable contributors of users who help
make services viable or who will enable more people to share their car
journeys.
Companies sharing the same business park are often close enough to produce
shared travel information and travel plan marketing materials. Some business
<
parks employ a travel plan coordinator to work on a shared travel plan covering
all the firms on site, including joint promotional activities.
case study
Leading a business park travel

plan
Lesley Scobell is the travel plan coordinator for Cambourne Business
Park near Cambridge. She is employed by the company that owns
the park, Development Securities plc. A travel plan coordinator for
the park was a condition of the section 106 planning permission
agreement which commits the developers to ‘use reasonable
endeavours’ to reduce sole occupancy car trips by 10% by 2011.
Lesley outlines the approach that they have adopted: ’We feel it is
very important to foster good habits from the beginning. So last year,
before IP Access moved into the park, we provided that company
with all of the information we have about bus services, cycle routes
and car sharing. We also made sure that the firm was registered with
Camshare, the car sharing scheme, in advance of their move.’
For the last two years Lesley has run a

well-attended bike to work event with free
breakfast during National Bike Week. The
business park has an active bicycle user
group which provides a popular ‘bike
buddy’ service.
The business park’s latest travel

survey showed a continued
reduction in single occupancy car
trips and a steady increase in car
sharing, walking, cycling and use of
<
the public bus service.
59
15 Area networks of travel plans
< case study
Companies chip in for a wider

choice of travel
’Data showed 300 Companies in Dorking have
teamed up to create better
people were living within sustainable travel opportunities
a mile of each other for their staff. The initial group
was made up of the major
and yet were travelling offices of Friends Provident,
separately.’ Kuoni Travel and Unum
Mel Mehmet, travel plan forum Provident, plus a large Waitrose
coordinator store. Together they employ
nearly 70% of Dorking’s
working population.
Subsequently Sabre Insurance
and Pfizer have become
involved. The motivation for
the scheme was recognition
that most of Dorking’s
congestion was generated by solo car journeys to work,
coupled with staff parking problems on sites where expansion of
parking was not an option.
Mel Mehmet, employed by the county and the district councils to get
the network up and running, explains how the companies have
achieved more car sharing by working together. ’You need a critical
mass for a car share database to find people with similar journeys,’
he says. Surrey Carshare now has 750 people registered and a 50%
match rate, with about 250 sharers on an average day. People travel
together who would otherwise never have met.
Jointly, the companies have found that it is affordable to run

company buses that would have been prohibitively expensive for an
individual organisation. Mel describes how it works: ’We had 2600
responses from the survey and were also able to share postcode
maps of staff addresses. This data showed 300 people were living
within a mile of each other and yet were travelling separately the 8
miles to Dorking from Reigate-Redhill.’ While the bus would be far
too costly for Kuoni on its own – about £350 a day – the joint service
carries about 14 staff at a cost of about £50 per day to the
company. Different companies offer their staff different subsidies on
the bus fare, ranging from 50 to 100%, depending how desperate
the parking situation is at their sites.
At lunchtime the buses do free shopper runs from the edge-of-town

sites to the town centre, where Mel has negotiated a 10 –15%
discount with 30 of the shops for company staff who show their ID
cards.
60
<
Sample staff travel
survey
The survey shown here will provide a sound basis to collect the information that you
need from staff in order to design a travel plan. However, please take care to adapt
the questions to suit your own circumstances. For example, although this survey asks
about the possibility of working from home, it does not raise the question of working
from offices closer to home, which might be a practical option for organisations that
own or rent a number of premises. Your local authority may ask that all organisations
in the area use the same standard survey as a starting point, so it is worth checking
on this first.
This survey excludes personal information questions on gender, age and job title.
Though these are not strictly necessary, you might prefer to include them. One
advantage of such information is that it can be used to check whether responses are
representative of the whole workforce and to help target your marketing by identifying
groups showing interest in particular measures. The job title question does raise
anonymity issues.
Cover letter
A short cover letter will be needed, either attached to the questionnaire or incorporated at the
top of it, to introduce the survey and the travel plan. This should be signed by someone senior.
You will also need to highlight any incentives for filling in the survey, and provide a contact for
queries.
For example:
Xcorp is committed to developing a Travel Plan by the end of this year, to improve and promote
sustainable travel choices to our site. As part of this, we are inviting all staff to complete a travel
survey. We would be grateful if you would take a few minutes to complete the survey, so that
your suggestions for ways to improve travel choices to our site can be investigated, and so we
can make plans for travel improvements.
(signed by Chief Executive)
Please return the survey by (date). All completed surveys received by this date will be
entered into a free prize draw, with the chance to win £XXX.
If you have any queries, please feel free to contact (name of travel plan contact + phone &
email).
61
Sample staff travel survey
Travel Survey Your individual information will be confidential.
1. What is your home postcode?
2. What town or village do you live in?
3. What is your usual place of work?
4. How far do you travel to work?
Up to 1 mile Over 1 mile and up to 2 miles
Over 2 miles and up to 5 miles Over 5 miles and up to 10 miles
Over 10 miles and up to 20 miles Over 20 miles
5. When do you normally arrive at work?
8.00 – 8.29am 8.30 – 8.59am
9.00 – 9.29am 9.30 – 10.00am
Other – please specify
6. When do you normally leave work?
4.00 – 4.29pm 4.30 – 4.59pm
5.00 – 5.29pm 5.30 – 6.00pm
7. Is your work
part time full time?
If part time, please specify how many days per week you work
8. Do you have any mobility difficulty which affects your transport choice?
Yes No
62
9. How did you travel to work in the last 7 days? If your journey used more than one mode
of transport, please show just the main part of the journey.
Mon Tues Wed Thurs Fri Sat Sun
Bus
Bicycle
Car, as driver, on your own
Car, as driver, with other(s)
Car, as passenger
Foot
Motorbike
Train
Other, please specify
10. How do you travel to work if your normal form of transport is not available?
Bus Bicycle
Car, as driver, on your own Car, as driver, with other(s)
Car, as passenger Foot
Motorbike Train
11. If you drive to work on your own, would you be willing to try more environmentally-friendly
options such as walking, cycling, public transport or car sharing some of the time?
Yes No
12. Are there any particular barriers which make it difficult for you to use these more
environmentally-friendly options? If so, what are they?
63
13. If you are travelling directly between your home and work, how easy or difficult do you
think it is to travel by the following means?
Very easy Quite easy Quite difficult Very difficult Not possible
Walking
Bike
Bus
Train
Car share
14. Which of the following changes would most encourage you to walk or cycle to work?
Please tick no more than three.
A small incentive each day you do not drive
Drying rooms and lockers at work
Showers and changing rooms
Secure bike parking
A course to practise cycling and gain confidence in a safe environment
Another cyclist to show you a good cycling route to work
Construction of dedicated cycle tracks – if so, please specify location
Creation of new site entrance to make your route more convenient – if so, please specify
location
15. Which of the following changes would most encourage you to use public transport to or
from work? Please tick no more than three.
A small incentive each day you do not drive
Better quality bus waiting facilities
Readily available up-to-date easy-to-use bus and train timetables
Reduced-cost staff pass on public transport
Existing public transport services re-timed to better fit your work hours – if so, please specify
bus or train service
Additional bus route – if so, please specify location
64
16. Which of the following changes would most encourage you to car share to and from
work? Please tick no more than three.
A small incentive every day you share a car
A car share database to help you find a partner with similar work patterns
Free taxi home if let down by the car driver
Reserved car parking in a prime spot for car sharers
17. Do you sometimes spend a normal work day working from home instead of in the office?
Yes No
If yes, how often?
18. Would you be interested in exploring the option of working from home or of working
from home more often?
Yes No
19. If you drive to work, where do you usually park?
At worksite Free parking in nearby street
Paid parking in nearby street Paid parking in commercial car park
20. How many trips have you made for business purposes during the last month?
21. What were the last three destinations that you travelled to for business purposes?
1.
2.
3.
65
22. How did you travel on these business trips?
Destination 1 Destination 2 Destination 3
Car, as driver, on your own
Car, as driver, with others
Car, as passenger
Train
Bike
Walk
Bus
Motorbike
Air
23. If you drove or flew to any of your destinations, would any of the following options have
been feasible?
Destination 1 Destination 2 Destination 3
Car share
Telephone or video conference, if facilities had been available
Train
Bike
Walk
Bus
Motorbike
24. Is there anything that would make it easier for you to use these options for business
travel?
25. If you drive a car for business trips, is it
Car from the company pool fleet Your own car
Company car allocated to you personally?
26. Do you have any other comments?
66
< Constructing the

business case for a
travel plan
Here is a simple checklist to help you to calculate a financial case for your travel plan. Some
indicative expenditure figures are provided, drawn from existing travel plans. Note that most
travel plans contain only some of the elements listed here.
In addition to the income and expenditure lines identified below, the business case can be
amplified with qualitative and semi-quantitative information about other types of benefits your
travel plan could bring (see page 8). For example, your human resources department can
estimate how much staff turnover and sickness costs your company. This will give useful
financial context to benefits such as greater staff retention, a more attractive recruitment
package or reduction in staff sick days through better staff health. Positive impacts on staff
morale and motivation through reduced travel stress and flexible working are harder to translate
into increased productivity, but may still be important information for some companies. It is also
relevant to describe the potential benefits to the corporate image and community relations that
could stem from the environmental achievements of a travel plan, although the valuation
applied to these will vary widely from firm to firm.
The checklist below is followed by a real example of a business case for a travel plan that aims
to be self-financing through savings to business travel.
Savings and income

Ongoing annual savings
Business trips
Potential > Saved private car mileage reimbursement (allow for any increased mileage rates to
sources of encourage car sharers)
savings: > Reduced fleet car mileage
> Staff time saved (this may require separate presentation to management as a ‘below-the-
line’ saving, because it is invisible on the company accounts but is a real gain through
productivity improvements).
Relevant > Proportion of business trips in private cars replaced by phone conferencing or video
targets: conferencing
> Proportion of fleet car trips replaced by phone conferencing or video conferencing
> Proportion of business trips replaced by public transport or other modes (allow for
reimbursement costs of bus, rail or taxi fares and mileage rate for use of personal bikes)
> Proportion of business trips shifted from private cars to pool cars that are cheaper to run.
67
Constructing the business case for a travel plan
Car parking
Potential > Reduced car park rental charges
sources of > Reduced car park maintenance
savings:
> Provision of car parking spaces costs companies about £400 on average nationwide, £2000
in outer London, rising to £6000 in central London.
> These savings may both have an additional ‘below-the-line’ component, which is the
avoided cost of ongoing rent or maintenance in cases where further car parking would be
needed without a travel plan.
Relevant > Reduction in car journeys to site, which in turn may reflect sub-targets for each travel plan
targets: measure.
Accommodation costs
Potential > Increased utilisation of existing sites and buildings
sources of
savings:
Relevant > Homeworking and satellite office working

targets: > Reduction in car journeys to site (where site utilisation is limited by access and parking
rather than capacity of the buildings).
Perk cars
Potential > Savings from not offering company cars and associated packages (allow for cost of
sources of replacement packages and possibility of phasing in change over time with staff turnover).
savings:
Relevant > Proportion of staff switched from car-based perks packages, which will hold implications for
targets: establishing other benefits packages, such as season ticket allowances, and may imply
establishing pool vehicles for business use.
Unproductive travel time

> As well as staff time savings from cutting business trips (mentioned above), homeworking or
satellite office working can save substantial amounts of staff time. Clearly, this is harder to
quantify, but companies with strong flexible working cultures claim that they have achieved
better productivity.
Ongoing income
Car parking
Potential > Car parking fees (range from 10p/day to 75p/day, taking five current examples)
sources of
income:
Bus fares
> Supporting buses will be a net cost for your travel plan, but in constructing your business
case you should remember that many firms recoup a proportion of the cost from staff.
68
One-off savings
Car parking
Potential > Avoided land purchase and construction costs of building a new car park (£1000 – £3000
sources of per space construction cost, even for surface-level car parks)
savings: > Proceeds from selling off portion of car park or developing it for own use or for sale.
NB Possible grants are not shown here, but funding may be available for some travel plan
facilities, for example from local authorities, and may make a significant difference to your
business case.
Expenditure
Ongoing annual expenditure
Travel plan coordinator
Salary plus overheads £40,000
Car share database
Annual software licence £500–1,000
Marketing
Publicity, information, promotional events £5,000–20,000
Guaranteed ride home
Emergency taxis for staff who car share or use public transport £100–2,000
Shuttle bus service
Funding for one shuttle bus route £50,000–100,000
Incentive schemes
£1/day for 500 staff who travel to work sustainably £130,000
One-off expenditure
Initial survey
Survey and analysis, if not done in-house £10,000
Car share database
Set up £500–3,000
Cycling facilities
10 lockers £500–1,000
Shower and changing facilities £5,000–10,000
Secure cycle parking area £5,000
1 kilometre of new tarmac topped cycle route £70,000
Walking facilities
Significant infrastructure (e.g. new crossings, traffic calming) £30,000–100,000
69
Constructing the business case for a travel plan
Real-life business case

The following business case is for a travel plan funded through savings in business travel.
Background
1000 staff spread across four offices in a rural region with limited public transport.
Data from staff survey
85% of business trips are staff driving their own cars, for which they receive 42p/mile.
Presently very few business trips are car shared. However, the survey revealed that up to a
quarter of the business journeys could have been made by car sharing or public transport – by
employees’ own assessment. There is presently little or no telephone conferencing or video
conferencing even though a significant proportion of journeys are between offices.
Targets set
Senior managers decided to set a target for 10% reduction in business mileage over three
years. To achieve this, 8% of business trips need to be car shared and 33% of the inter-office
trips need to be replaced by telephone conference. The car share target was set at the
proportion of business journeys that the survey respondents said they could share. The inter-
office trip target drew on reductions achieved through telephone conferencing by organisations
that had started from broadly similar circumstances. Although the adopted travel plan included
measures to promote all sustainable modes, including public transport, managers decided not
to include potential savings from these other measures in the core business case.
Projected savings
> £106,000 per year (during year 4) from saved mileage claims (270,000 miles per year).
See first table below.
> An additional £54,000 per year (at year 4) if staff time saved by teleconferencing instead of
travelling between offices is factored in. See second table below.
> An additional £100,000 per year (by year 6) if a pool car scheme is implemented to begin to
replace use of personal cars. This saving would be additional to the tables below.
6-year projections
Costs and benefits not taking account of savings in staff travel time
Salary Capital Revenue Forecast Annual net Cumulative

costs budget budget gross savings savings
savings
Year 1 £30,533 £9,000 £26,000 £19,957 -£45,576 -£45,576
Year 2 £31,449 £36,050 £57,768 -£9,731 -£55,307
Year 3 £32,393 £37,132 £97,127 £27,602 -£27,705
Year 4 £33,365 £38,245 £106,458 £34,848 £7,143
Year 5 £34,366 £39,393 £115,878 £42,120 £49,263
Year 6 £35,396 £40,575 £125,349 £49,378 £98,640
70
Costs and benefits with account taken of savings in staff travel time
Salary Capital Revenue Forecast Annual net Cumulative

costs budget budget gross savings savings
savings
Year 1 £30,533 £9,000 £26,000 £30,352 -£35,181 -£35,181
Year 2 £31,449 £36,050 £88,368 £20,869 -£14,312
Year 3 £32,393 £37,132 £149,627 £80,102 £65,790
Year 4 £33,365 £38,245 £160,533 £88,923 £154,713
Year 5 £34,366 £39,393 £171,576 £97,817 £252,530
Year 6 £35,396 £40,575 £182,717 £106,746 £359,276
The capital budget allocation is mainly for telephone conferencing facilities and set-up of a car
sharing database. The revenue budget is for promotional activities, information and incentives
for sustainable travel. A small grant for on-site cycling facilities is not included. The travel plan
does not anticipate any civil engineering infrastructural work or funding of dedicated bus
services. First year figures make allowance for a period to get the travel plan coordinator post
up and running.
Basis for projections

> Telephone conferencing will cut car mileage between offices by 9% after one year; 20% after
two years; and 33% after three years. Further small increases in telephone conferencing will
be achieved in years 4–6, replacing an additional 1% of ‘between-office’ mileage per year.
> Car sharing will cut business car mileage by 1.6% after one year; 4.8% after two years; and
8% after three years. This is based on employees’ own assessment that 8% of their current
car trips could potentially be made as a car share. Further cuts of 1% of business mileage
are achieved in subsequent years.
> A car sharing allowance of 5p per mile, payable to drivers, is introduced.
> In the first year, passengers are also paid 5p per mile to car share.
> The mileage rate at which savings are calculated will be 42p per mile in year 1 and rise by
1p in each subsequent year.
> All costs are inflated by 3% per annum.
71
<
Contacts and further
information
National Business Travel Network
The National Business Travel Network (NBTN) is a business-to-business network which enables
companies to share best practice and promote the business case for travel plans and Smarter
Choices. Through regular meetings and a range of resources, NBTN members can engage
with other businesses, develop partnerships, access free information and tools and provide
advice and feedback to Government on related policy issues. A Department for Transport
initiative, NBTN promotes and demonstrates the benefits to business of sustainable travel
measures, working in partnership with and supporting existing organisations and networks.
For further information, please contact [email protected]
Department for Transport

Information and resources on travel planning can be found on the ‘Sustainable travel’ section of
the Department for Transport website www.dft.gov.uk/pgr/sustainable/
The DfT THINK campaign has a number of resources available on its website.
http://www.thinkroadsafety.gov.uk/campaigns/drivingforwork/employers.htm
ACT TravelWise
ACT TravelWise is the leading network for travel planning expertise in the UK. A membership
association of large public and private sector employers, it provides support and information to
organisations on implementing effective travel plans, as well as news, contacts and services.
For more information, please contact ACT TravelWise on 020 7348 1970 or see
www.acttravelwise.org
Transport Direct
www.transportdirect.info is a free to use website that provides travel information and enables
journey planning by car and public transport to any destination in Great Britain.
RoadSafe
RoadSafe is acknowledged as a leading forum for promoting and devising solutions to road
safety problems. www.roadsafe.com
Bike for All

www.bikeforall.net is a gateway to find cycling promotion schemes, contacts and sources of
information.
Carplus
Carplus offers information, advice and support to communities, local authorities and partner
associations developing car share clubs across the UK. www.carplus.org.uk/
Telework Association
The Telework Association provides information, advice and support to enable individuals and
managers to make a success of mobile, home-based and flexible ways of working.
For more information please contact [email protected] or 0800 616008 or see
www.tca.org.uk
72
73
<
References
1
Making travel plans work: lessons from UK case studies, Department for Transport, 2002.
2
National Travel Survey 2005, Department for Transport, 2006
3
Making travel plans work: lessons from UK case studies (see reference 1), median of 21 case studies.
4
Travel to work in GB Personal Travel Factsheet 3, National Statistics and Department for Transport, 2003,
records that 17 million people drive an average of 9.6 miles to work, so a site with 70% of 2000 employees
driving the average mileage to work generates 7 million commuter car miles per year.
5
Planning Policy Guidance 13: Transport, Department of Communities and Local Government, 2001.
6
Active travel and healthy workplaces, Information Sheet FH06, Sustrans, 2005.
7
Public perceptions of travel awareness phase 3, Scottish Executive, 2005.
8
Making travel plans work: lessons from UK case studies (see reference 1).
9
Making travel plans work: lessons from UK case studies (see reference 1), median of 21 case studies.
10
Data collected as part of two studies commissioned by the Department for Transport, Smarter Choices:
Changing the Way We Travel and Making Travel Plans Work.
11
Public perceptions of travel awareness phase 3, Scottish Executive, 2005.
12
Car use in GB, personal travel factsheet 7, National Statistics and Department for Transport, 2003.
13
National travel survey: 2003 final results, National Statistics, 2003, data from Table 6.
14
At least five a week: evidence on the impact of physical activity and its relationship to health, Department of
Health, 2004.
15
Calculation assumes petrol price of 85p/litre.
16
Survey on the effectiveness of cycle training, Cycle Training UK, 2004.
17
Making travel plans work: lessons from UK case studies (see reference 1).
74
<
Acknowledgements
The Essential Guide to Travel Planning was produced with funding from the Department for
Transport.
This guide was written by Ian Taylor and edited by Carey Newson of Transport for Quality of
Life www.transportforqualityoflife.com
In addition to those individuals and organisations mentioned in the text, our thanks to:
Veronica Atkins, Surrey County Council
Richard Bettle and Mark Webb, Cambridgeshire Travel to Work Partnership
Colin Black, ACT Travelwise
Patric Bulmer, Bristol Water
Tim Caswell, Vipre
Ali Clabburn, Liftshare
Ade Collins, Greater Manchester Council
John Elliott, John Elliott Consultancy
Glyn Evans, Sustrans
Claire Fleming, Nottinghamshire County Council
Mike Ginger, Bristol City Council
Peter James, University of Bradford
Samira Ahmed, BSkyB
Paul Mylrea, Transport for London
Rory McMullan, ACT Travelwise
Mark Oldfield, Buckinghamshire County Council
Stephen Potter, Open University
Miles Price, British Land
Jacqui Wilkinson, Department for Transport
Many of the photographs in this guide were taken at Thames Valley Park in Reading with
assistance from Oracle Corporation UK Ltd.
Thanks to Kathy Matthews, Karin Stark and other staff at Oracle, and to commuters at Oxford
station and between Oxford and Reading, for all their help.
75
Photo acknowledgements
AstraZeneca page 22
Arthur Champion page 51
Department for Transport page 5 right
John Elliott page 48
Trudi Fisher page 12
Gren Gale page 25
Cécile Galoselva page 71
GlaxoSmithKline page 41
John Hacker page 23 top
Royal Haskoning page 23 bottom
Richard Lodge page 31
Mel Mehmet page 60
Carey Newson pages 45, 55
Oracle Corporation UK page 28
Orange page 29
Chris Parker (www.parkerphotography.co.uk) front cover, pages 2, 5 left, 7, 9, 11, 13, 15, 17,
18, 27, 32, 35, 37, 38, 39, 42, 43, 47, 50, 52, 58, 73
Jeremy Prince page 10
Carole Redman page 69
Lesley Scobell page 59
Philip Tull page 34
Dawn Wise page 19
76

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the impact of transport on the environment. A

of commuter car use and may amount to over

Introduction 01 < Our business isn’t travel! Or is it?

If the impact on the balance sheet is worse than it first appears,

How can travel plans help?

Do workplace travel plans actually work?

Purpose of this guide

A company travel plan is…

a strategy for managing the travel generated by your

For your staff a travel plan can:

> reduce journey times to work

’There are 100 empty

For your local community a travel plan can:

Aiding staff retention

Laying the foundations 03

Buy-in at the top

Travel plan essentials

✓ Travel plan coordinator – a named person, with clarity about how

✓ Travel plan document – published and made available to the

✓ Concrete measures – evidence that the measures involve

✓ Committed resources – a specific allocation of resources,

✓ Monitoring mechanism – evidence of a systematic approach to

Buy-in from the staff

Some companies have introduced line management responsibility for travel

Allocation of staff time

The chosen person must be a good communicator and have sufficient

boundaries.The hallmark of a successful coordinator is a commitment

< case study

The importance of a travel plan

Organisations actively implementing travel plans have been found to spend an

Travel plans can also be tax-efficient.

A long term strategic approach

The plan must be seen

The audit should consider questions such as:

Staff discussion group

Staff travel survey

Spot-counts of how employees have travelled to work – see page 18 – are

Business travel data

Total business vehicle mileage is generally available through staff mileage

directors have reserved Map of where staff live

Audit of company policy

At the broadest level, if you are considering travel planning as a company-wide

Often the substantial

Capital items for surface-level parking include:

Spot-counts to monitor progress

ongoing basis.Whatever method you choose, be aware of the potential for

Large companies may find that it is more practical to survey a representative

Other sources of information – such as counts of the numbers of cycles and

Whether your targets are entirely internal or required as part of a planning