COMMERCE:
Standards for
developing
Workplace Travel Plans
COMMERCE
Creating Optimal Mobility Measures to Enable Reduced Commuter
Emissions
Both this and the 12 page summary booklet can be downloaded from
the COMMERCE website: www.commerce-eu.org
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“If we can cut the congestion and
pollution caused by too heavy a
reliance on road transport, both
the economy and the environment
will benefit. Work travel is one of
our most regular travel patterns, so
changes here could have a really
significant effect.”
Keith Hill
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CONTRIBUTING PARTNERS
Partner
P1 - LEPT
Paul Curtis
P2 - CRIF
Nathalie Granes
P2 - ARENE
Celine Meunier
P3 – RATB
Principal
contributor
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Names
Florin Dragomir
Liliana Andrei
Ana Maria Culea
P4 - CCIB
Aura Haidimoschi
P5 – Studio
Metropolitana
Miklos Marton
Balazs Mezos
P6 – Municipality of
Kaunas
Vilija Guzyte
P7 – Municipality of
Plovdiv
Rumena Velikova
P8 - EPOMM
Karl-Heinz Posch
Melanie Leroy
Jan Christiaens
Partner Info
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Content
1.
BACKGROUND ......................................................................................................................... 5
1.1
1.2
1.3
1.4
DEFINITION .......................................................................................................................... 5
BENEFITS................................................................................................................................ 5
REGULATION ......................................................................................................................... 6
SCOPE................................................................................................................................. 10
2.
THE WORKPLACE TRAVEL PLAN PROCESS ................................................................ 12
3.
WORKPLACE TRAVEL PLANS CRITERIA...................................................................... 14
3.1
INTEGRATE WORKPLACE TRAVEL PLAN INTO ORGANISATION LONG-TERM STRATEGY……….14
3.2
COMMITMENT ................................................................................................................15
3.2.1
Senior management support and commitment .............................................................. 15
3.2.2
The travel plan co-ordinator......................................................................................... 15
3.2.3
Staff consultation .......................................................................................................... 16
3.2.4
Local/Regional authorities ........................................................................................... 16
3.2.5
Local/Regional public transport operators .................................................................. 16
3.3
BASELINE EVALUATION OF TRAVEL PATTERNS, SITE AUDIT, ENVIRONMENTAL IMPACT AND
TRAVEL COSTS ................................................................................................................................. 16
3.3.1
Site audit ....................................................................................................................... 16
3.3.2
Staff travel survey ......................................................................................................... 17
3.3.3
Travel audits ................................................................................................................. 17
3.3.4
Environmental impact ................................................................................................... 17
3.3.5
Initial travel costs ......................................................................................................... 18
3.4
OBJECTIVES, TARGETS AND INDICATORS ........................................................................... 18
3.4.1
Setting objectives .......................................................................................................... 19
3.4.2
Setting targets ............................................................................................................... 19
3.4.3
Indicators ...................................................................................................................... 20
3.5
ACTIONS............................................................................................................................. 20
3.5.1
Quick Wins and Communication .................................................................................. 21
3.6
MONITORING AND EVALUATION......................................................................................... 23
3.6.1 MaxSumo - how to plan, monitor and evaluate mobility projects ...................................... 23
3.7
FINANCIAL ISSUES .............................................................................................................. 25
3.7.1
The financial benefits of the workplace travel plan ...................................................... 25
3.7.2
The cost of the workplace travel plan ........................................................................... 25
3.7.3
Sources of funding ........................................................................................................ 25
4.
CLASSIFICATION CRITERIA ............................................................................................. 26
5.
CONCLUSION AND FURTHER INFORMATION ............................................................. 28
6.
ANNEX 1 ................................................................................................................................... 29
6.1
7.
ANNEX 2 ................................................................................................................................... 38
7.1
8.
TRAVEL PLAN GUIDELINES – TO INCLUDE IN STRATEGIC DOCUMENT
................................. 38
ANNEX 3 ................................................................................................................................... 35
8.1
9.
TRAVEL PLAN MEASURES – COMMON EXAMPLES .................................................................. 37
ANNEX 4 ................................................................................................................................... 34
9.1
9.
EVALUATION GRID FOR PAN EUROPEAN WORKPLACE TRAVEL PLAN AWARDS - PEWTA ...... 34
ANNEX 5 ................................................................................................................................... 29
9.1
10.
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STANDARDS FOR WORKPLACE TRAVEL PLANS – DELIVERY CRITERIA ................................. 31
SUMMARY TABLE TO BE USED TO DEVELOP A TRAVEL PLAN
.............................................. 29
BIOGRAPHY ....................................................................................................................... 39
1.
Background
1.1 Definition
A workplace travel plan is a long-term management strategy
employed by an organisation to promote more sustainable transport
amongst staff, visitors and deliveries to its site. This can simultaneously
bring about a number of benefits such as a reduction in associated
CO2 emissions, cost savings, reduced congestion and improved health
through active travel so that both employers and employees truly
benefit.
A workplace travel plan usually addresses a variety of different travel
types to and from a site, namely:
 Commuter journeys;
 Visitors;
 Business travel undertaken by staff;
 Fleet vehicles operating as a part of company activity,
 Delivery and contractors.
Where more than one company occupies a site, it is possible to join
forces and produce a travel plan with benefits for all.
The term ‘travel plan’ is synonymous with ‘mobility plan’ and both
terms are used in this document.
The COMMERCE Project has increased the uptake of travel plans
across the EU and improved travel plan quality. These standards form
an important part of this process. They constitute a set of criteria,
based on empirical analysis, consultation and field testing with
practioners from many different EU countries that can be used to
promote good practice in workplace travel planning.
1.2 Benefits
Travel plans bring benefits to the local community:
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-
reduced congestion
-
reduced journey time
-
improved transport services
-
improved site access
-
energy savings
-
reduced noise and pollution
-
improved the quality of life in the area
Travel plans can produce many benefits for organisations such as:

reduced carbon footprint

improved accessibility of the site and buildings

improved road safety on and near the sites

reduced operational costs, such as by minimising car parking

reduced absenteeism

support staff retention and recruitment

successfully pursue the corporate social responsibility (CSR)
credentials of the organisation
There are also benefits for the staff:
-
increased on-site amenities such as showers and bike repair
-
improved health
-
costs and time savings
-
reduced stress, through flexible working and increased journey
time reliability
-
improved quality of life
1.3 Regulation
European cities are increasingly facing problems caused by transport
and traffic. The problem of how to keep up a high level of mobility
while at the same time reducing congestion, accidents and pollution
is a common challenge to all major cities in Europe. This is the reason
why the European Union has developed different policies and
strategies focused on balancing the different modes of transport,
harmonising legislation within specific sectors, and enhancing
transport safety:
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 WHITE PAPER European transport policy 2010: time to decide.
The Commission proposed some 60 measures aimed at
developing a European transport system capable of shifting
the balance between modes of transport;
 Keep Europe moving - Sustainable mobility for our continent,
Mid-term review of the European Commission’s 2001
Transport White Paper1. This underlined the necessity to
separate mobility from congestion, accidents and pollution.
It also encourages more environmentally-friendly, energy
efficient and safer transport as well as promoting comodality;
 Green Paper on Urban Mobility. This set a European agenda
for urban mobility, while respecting the responsibilities of
local, regional and national authorities in this field;
 Action Plan on Urban Mobility. This was the follow-up to the
Green Paper and was adopted on 29 September 2009. The
Action Plan proposes twenty measures to encourage and
help local, regional and national authorities in achieving their
goals for sustainable urban mobility. The Action Plan includes
for the first time a goal to accelerate the take-up of
sustainable urban mobility plans covering freight and
passenger transport in urban and peri-urban areas. The EU
Council has adopted the conclusions of the Action Plan on
Urban Mobility2 whilst respecting the principle of subsidiarity.
Additionally, the regulations and standards proposed in the context of
climate change further incentivise the development of travel planning
schemes. Such documents include:
 The Kyoto protocol - a protocol to the United Nations
Framework Convention on Climate Change (UNFCCC),
aimed at fighting global warming;
 ISO14001 – a standard which gives requirements for
environmental management systems;
Communication from the Commission to the Council and the European Parliament of 22
June 2006 on the mid-term review of the Transport White Paper, "Keep Europe moving Sustainable mobility for our continent’, published in 2001. Mid-term review of the Transport
White Paper, published in 2001 by the European Commission"
2
Council conclusions on Action Plan on Urban Mobility, 3024th TRANSPORT,
TELECOMMUNICATIONS AND ENERGY Council meeting, Luxembourg, 24 June 2010
1
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 EMAS – environmental management system which adds four
pillars to the requirements of ISO 14001: continual
improvement
of
the
environmental
performance;
compliance with environmental legislation ensured by the
government supervision; public information through annual
reporting and employee involvement;
 Agenda 21 is a comprehensive blueprint of action to be
taken globally, nationally and locally by organisations of the
UN, governments, and major groups in every area in which
humans directly affect the environment;
The success of policies and policy objectives that have been agreed
at the EU level depends on actions taken by national, regional and
local authorities. Mobility in urban areas is also an important facilitator
for growth, employment and sustainable development in the EU.
Therefore, many national and local government regulations for
planning and transport encourage development travel plans.
Recently in the United Kingdom, important steps have been made in
integrating travel plans into the spatial planning process:
 Section 106 agreements. These enable planning authorities to
agree development or expansion of an organisation’s premises
subject to certain terms and conditions. It is designed to help
make sure that new developments enhance local
communities, and reduce the impact of developments on
local areas. Such conditions include affordable housing,
community facilities, public realm, employment and the
development of a travel plan.
 Planning Policy Guidance 13 (PPG13). This integrates planning
and transport at the national, regional, strategic and local level
and recommends travel plans for places of work, education,
shopping, leisure and health facilities.
In 2008, the British Standards Institution published the PAS 500:2008 –
National specification for workplace travel plans3 which is intended for
use by any organisation planning or developing a workplace travel
plan and offers accreditation at either Gold, Silver or Bronze levels.
COMMERCE was a contributing body to this standard.
In addition, Transport for London has produced a travel plan building
and evaluation tool named ATTriBuTe4 and it can be used in the
following contexts:
http://shop.bsigroup.com/en/ProductDetail/?pid=000000000030180397
Guidance for workplace travel planning for development, Transport for London, TfL Group
Publishing, March 2008
3
4
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• Building: a checklist that can be printed out and used by the
author to assist him/her in “building” the travel plan
• Testing: The formal checklist tool can be used to identify weak
areas of the plan, which would benefit from additional work
before the plan is submitted
• Evaluation: When the travel plan is submitted, the municipal
officer can evaluate the submitted report using the tool in order
to determine whether it has been worked up sufficiently so as to
make it worthwhile entering negotiations.
Beside this in London, there are complementary tools which assist in
the monitoring of the impact of travel plans on modal shift.
-
iTRACE – is a software application which offers a standardised
approach to travel plan evaluation across a whole region.
Transport for London used this as part of its “A New Way to
Work” Travel Plan Programme, and it registered a 13% decrease
in car use amongst the businesses surveyed.
-
TRAVL – is the Trip Rate Assessment Valid for London. It is used by
planners working on projects to estimate the effect of proposed
changes in land use on transport patterns and, in particular, on
the amount of road traffic in an area.
Transport for London’s “A New Way to Work” programme has now
been completed and comprised 2 support packages to employers
across London to encourage them to implement workplace travel
plans. These were:
1. “Corporate” for large organisations (250+ employees) offering
site-specific consultancy support to develop a workplace travel
plan together with a targeted ‘quick win’ initiative to help
launch the plan. Businesses were engaged by highly trained
Transport for London Relationship Managers.
2. “Enterprise” for small and medium sized enterprises (20-250
employees) offering more localised support and advice to
develop a workplace travel plan together with a targeted
‘modal’ package to help launch the plan. Businesses were
targeted and engaged by a highly trained team of SubRegional Travel Plan Coordinators.
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Environmental concerns are increasingly taken into consideration in
French transport policy5. The Act of December 1996 on Air and
Rational Energy Use made Urban Travel Plans (PDUs), created by
Article 28 of the 1982 Act on Domestic Transport (LOTI), compulsory for
all conurbations of over 100,000 inhabitants, and introduced regional
air quality plans including systems for monitoring air quality. PDUs must
set out procedures for reducing car traffic, organising goods transport,
and developing non-car means of transport. The Act on Urban
Solidarity and Renewal (SRU) of December 2000 confirmed the need
for a common approach to spatial planning and travel through linked
planning tools (schemes for territorial coherence, PDUs, local urban
plans to replace local land-use plans).
The Act of June 1999 on Regional Planning and Sustainable
Development (LOADDT) required schemes to be drawn up for
passenger and goods transport. They are in the form of a
macroeconomic framework of forecast travel demand, with a variety
of responses, according to different transport policy scenarios. At the
moment they can be considered as the beginning of a process, in
which essential variables like funding and decisions on various projects
with local authorities have still to be made.
“Pro’Mobilité” was born together with the COMMERCE Project through
the work of Region Ile-de France and ARENE. It represents a voluntary
gathering of different actors and stakeholders and aims to create a
favourable environment for the development of workplace travel
plans. Additionally Pro’Mobilité constitutes a support tool for
organisations that want to develop travel plans – such as the mobility
plan advisors - and is a platform for information exchange at the
national level.
1.4 Scope
The workplace travel plan standards offer a framework in which high
quality travel plans can be established, from planning through to
implementation.
It is intended to be used by any organisation developing workplace
travel plans and to be applied in any condition in which workplace
travel plans are implemented.
This document can be used by all actors involved in workplace travel
plan process, such as:
-
company managers;
CNT TRANSPORT / EUROPE, Bulletin of the Observatory on Transport Policies and Strategies in
Europe, Issue No.5, February 2002
5
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-
local authorities organisation;
-
urban planners;
-
public transport operators;
-
developers
Since the scope of a workplace travel plan varies widely according to
country and organisation size, the standards do not seek to establish
specific targets, but rather a broad framework of measures and a
route map for success.
Importantly, these standards also reflect the experiences of the
COMMERCE project in the field of the Travel Plan Awards (PEWTA), the
Travel Plan Forums and the implementation of the Travel Plan
Programmes in partner cities. As such, the resulting standards take into
account the principle of pan-EU transferability.
They allow the user to assess the quality and benchmark an existing
travel plan, or provide a management process in which a robust new
travel plan can be developed (Annex 5). They have been designed to
be relevant to public and private sector stakeholders across the EU,
with a slight emphasis on those which are developing travel plans for
the first time.
They also offer a numerical methodology of assessing quality, which
has been used in the assessment of the annual Travel Plan Awards
(Annex 4).
The document contains practical elements that should be included in
a travel plan document (Annex 1), a summary table to help plan the
overall objectives (Annex 2) and a list of quick win measures that can
be delivered (Annex 3).
These final standards also update the draft standards which were
developed at the beginning of the project.
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2.
The workplace travel plan process
There is a basic structure that should be used in developing a
workplace travel plan. This is presented in Figure 1. This is based on the
COMMERCE project deliverables - Del 2.1: Benchmarking Report &
Draft Standards, Del. 3.2: Report on Pan European Mobility Plan
Awards (PEWTA) 2008, Del. 3.2: Report on Pan European Mobility Plan
Awards (PEWTA) and Del. 5.1: Mobility Plan Guide Book 2009 as well as
on different studies and guides for developing workplace travel plans
carried out and developed in Europe
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Integration of WTP into
company/organization long-term
strategy
Roles and responsibilities
Baseline evaluation of Travel Patterns
and Site audit
Objectives, targets and indicators
Actions
Monitoring and evaluation
Financial issues
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Figure 1: The workplace travel plan process
3.
Workplace travel plan criteria
3.1 Integrate the workplace travel plan into organisation’s
long-term strategy, reasons for implementation
Travel plans can assist in increasing accessibility whilst reducing
congestion, local air pollution, greenhouse gases and noise. A travel
plan can increase business efficiency and fairness, which is why an
increasing number of organisations are deciding to produce them
voluntarily.
For some organisations (depending on the site, activity, number of
employees, etc) the transport costs can be considerable and a
workplace travel plan can help to decrease them. Therefore, it makes
a convincing business case to make a budget allocation to integrate
a workplace travel plan into an organisation’s long-term strategy.
The COMMERCE Project deliverable – Del. 2.1 Benchmarking Report &
Draft Standards shows that the main motivation three years ago for
setting up a travel plan was mobility related problems, such as parking
shortages, congestion and accessibility. Environmental awareness was
the second most important motivating factor whilst social motivations
to set up a workplace travel plan ranked much lower. This applied to
the research obtained from travel plans in Belgium, France, Germany,
the Netherlands, Sweden, Switzerland and the UK. Of course, in some
European countries setting up a workplace travel plan is mandatory
for planning to be approved and so the objective there is different.
During the course of the COMMERCE Project, the forums set up in
Budapest, Bucharest, Kaunas and Plovdiv have suggested a different
picture: that the productivity and health of employees are the main
reasons for setting up a workplace travel plan, followed by the
transport problems, like congestion and accessibility. Unfortunately,
the environmental motivation does not yet seem to be a major
concern.
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3.2 Commitment
In most of the cases analysed in D2.1 Benchmarking Report & Draft
Standards a steering group coordinates the travel plan, most common
members of these groups being senior management and staff
representatives. There were only a few examples where there was a
designated travel plan coordinator. The main external stakeholders
tended to be represented by the public transport providers and local
and regional authorities.
In the case of COMMERCE forum members, the coordination of travel
plans is more frequently assigned to senior management or to HR. As
external stakeholders, the public transport providers are usually
involved in the travel plan implementation.
The following sub-chapters standardise and give guidance on the
important roles and responsibilities of the major internal and external
stakeholders in the travel plan process.
3.2.1 Senior management support and commitment
Senior management support is critical to ensure the success of a travel
plan and it is important that this support is secured at the beginning of
plan development.
3.2.2 The travel plan co-ordinator
The workplace travel plan co-ordinator represents the key to a
successful travel plan and he or she needs to become the driver of the
plan.
In small or medium sized organisations an existing member of staff can
take on this responsibility, but in large organisations a dedicated travel
plan coordinator should be appointed. The co-ordinator may be
helped by a steering group to provide direction for the co-ordinator
and to help in taking measures forward at the practical level.
The main roles of the travel plan coordinator should be:
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managing the development and implementation of the travel
plan;
-
promoting the objectives and benefits of the travel plan;
-
getting support and commitment from senior management and
employees;
-
acting as a point of contact for information and for exchanging
ideas with all staff;
-
liaising with different organisations, local authorities, transport
operators;
-
co-ordinating the monitoring and evaluation programme for the
workplace travel plan;
-
presenting a business case to secure the budget for workplace
travel plan development end ensuring its efficient use.
3.2.3 Staff consultation
It is very important for the travel plan to involve all the staff from the
beginning. This promotes the feeling of ownership of the travel plan
and the more staff involved, the more likely they are to change their
travel behaviour and provide the plan with ongoing support.
3.2.4 Local and Regional authorities
In many cases local and regional authorities are fully supportive of
travel plan objectives and can even offer direct assistance to
organisations to design, draft and monitor their travel plans. Their
support – and funding – can be a key component of a travel plan’s
sustainability, especially if internal funding is limited.
3.2.5 Local/Regional public transport operators
It is potentially very fruitful to involve public transport operators in
developing workplace travel plans, since it is they who can offer
increased services as well as access to travel data, maps and public
transport routes.
3.3 Baseline evaluation of Travel Patterns, Site audit,
Environmental impact and Travel costs
A successful travel plan should be based on an accurate picture of
travel patterns and an understanding of the factors that influence a
person’s choice of travel. These help in defining measures that are
likely to be most effective for the organisation.
Therefore it is necessary to carry out a preliminary analysis of the best
approach to improve accessibility to the site and choose suitable
measures.
3.3.1 Site audit
The site audit should assess the ease by which the area can be
accessed by different modes of transportation and the existing
facilities for this.
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It helps in identifying the opportunities to improve links to the site,
making better use of existing amenities and identifying barriers for non
car-users.
The site audit assists in developing a clear picture of the realistic
alternatives available and provides the foundations of taking travel
plan measures forward.
3.3.2 Staff travel survey
Generally the staff travel assessment is carried out by a survey,
representing the baseline data from which workplace travel plan
measures are developed. Questionnaires must be easy to fill in and as
short as possible, with simple questions to maximise response rate, and
hence suitability of measures delivered.
It gives a picture of staff travel patterns and collects information on
what measures would help make staff change their travel habits.
It is possible to monitor resulting impacts on carbon dioxide by
including a question on the distance travelled to and from work.
In the case of a new site, it is possible to use average city journey
length data.
3.3.3 Travel audits
This depends on the activity of an organisation, but in many cases it is
necessary to investigate the broader transport issues within an
organisation, rather than simply the journey made by the staff to and
from work. This means collecting information on aspects such as
business travel, visitor travel, fleet vehicle arrangements and goods
delivery.
3.3.4 Environmental impact
Based on the staff travel assessment it is possible to make an
estimation of the CO2 emissions generated by an organisation’s
activity.
There are several methods for estimating the CO2 quantity, starting
from elaborated software, for example CORRINAIR and COPPERT,
recognised at European level, to simplified models, with less precise
results but enough for offering a general view of the company’s
environmental impact from the travel perspective.
The simplified method for calculating the CO2 emissions is indicated in
the COMMERCE Mobility Plan Guidebook6.
6
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– Annual fuel consumption for each means (in litres of fuel) = No. of kilometres covered per
This indicator can be used during the evaluation process after a
follow-up travel survey has been completed.
3.3.5 Initial travel costs
It is very useful to carry out an initial evaluation of current costs
attributable to staff travel. This can help the business case for the travel
plan, as well as direct immediate priorities for action, such as
rationalisation of car parking.
These costs can be split into two categories: internal and external.
Internal costs allow the evaluation of some important elements: global
budget dedicated to transport, what kind of transport modes use this
budget and what the travel reasons are for spending this budget.
They include location costs (taxes, expenses with maintenance,
surveillance etc), fleet vehicles (insurance, maintenance, fuel, etc)
and reimbursement public transport fares, car mileage and taxis.
The result of this investigation allows the estimation of gains obtained
from changes in service provision (such as a bike pool providing free
business travel) and travel behaviour.
External costs reflect the negative consequences of transport which
are not assumed directly by the generators but which have an impact
on pollution, health and traffic safety.
3.4 Objectives, Targets and Indicators
All workplace travel plans should set objectives, targets and indicators:
-
Objectives provide the travel plan focus and direction and are
likely to fit into one of the following categories: economic, social
(eg health), environmental and transport.
-
Targets are measurable goals that can be used to assess
whether or not the objectives have been achieved.
-
Indicators allow the assessment of the travel plans in terms of
results and impact, as well as efficiency of the plan.
annum x no. of litres of fuel consumed/km;
– Annual CO2 emissions for each means (in gr. of CO2) = No. of kilometres covered per
annum x no. of grams of CO2 emitted per km. Download guidebook from www.commerceeu.org
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Figure 2 shows the relationship between objectives, targets and
indicators. As the workplace travel plan is a dynamic process
(involving a permanent succession of action, monitoring and review)
the purpose of setting objectives, targets and indicators is so that the
plan can be adapted as the needs change.
Indicator
Indicator aa11
Target
Target A
A11
Indicator
Indicator aann
Objective
Objective
Indicator
Indicator nn11
Target
Target A
Ann
Indicator
Indicator nnnn
Figure 2: The relationship between objectives, targets and indicators
3.4.1 Setting objectives
The objectives should be clearly set in the workplace travel plan and
take into consideration the organisation’s reason for developing a
travel plan and the circumstances of the site in question.
3.4.2 Setting targets
The success of a travel plan is measured by whether it achieves its
objectives through a set of targets. These targets, which relate back to
the objectives can be action targets or aim targets.
Action targets are non-quantifiable targets and take the form of
actions that need to be achieved.
Aim targets are quantifiable targets, such as modal shift, which can
measure the effectiveness of the travel plan in achieving the stated
objectives. This kind of target should be based on the staff travel
assessment or survey.
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For each target there should be stated clear dates (month and year)
for:
-
the short term (up to one year);
-
the medium term (1 to 3 years);
-
the long term (more than three years, usually 5).
Consequently, to support the objectives, the targets should be
SMARTER:
-
Specific
-
Measurable
-
Achievable
-
Realistic
-
Time-bound
-
Evaluated
-
Reviewed/Rewarded
3.4.3 Indicators
Indicators are the elements which will be measured in order to assess
progress towards meeting the short-term and final targets. There are
different types of indicators available:
- feasibility indicators – show the difference between realised and
programmed actions;
- result indicators – measure the advantages or immediate
consequences of actions for the direct beneficiaries;
- resources indicators – measure the human or financial assets
engaged in the actions;
- impact indicators – measure the consequences of actions;
- efficacy indicators – compare what has been planned and
what has been realised;
- efficiency indicators – represent the ratio between results and
resources used for achieving these results.
3.5 Actions
There is no unique solution to answer all organisational transport needs,
as different people respond to different measures and some may not
react to any. A combination of measures should be introduced to let
people choose in accordance with what suits their day-to-day
requirements.
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The key to a successful workplace travel plan is to identify the
transport alternatives that staff are prepared to use, hence
encouraging modal shift.
The foundation in developing a realistic package of measures is the
staff travel survey. This identifies the elements that employees are most
supportive of and highlights the areas worth focusing most effort. There
should be a balance between the cost and potential benefits of
measures against their acceptance by staff.
In choosing the measures, one should “think long, act short”. This
means that is important to put some measures in place to get an
immediate effect and produce some “quick wins”. “Quick wins” vary
from one company to another and can be defined as a measure
relatively easy to implement in the short term which brings immediate
results.
3.5.1 Quick Wins and Communication
The most popular measures when implementing a travel plan are
those related to encouraging the use of:
 cycling – different kind of facilities (showers, lockers, etc), new
routes, bike pool, repair service, maps, competitions, etc;
 public transport – improved access, discounted fares, season
ticket loans, shuttle services, new stops/station near the
company, etc;
 car-sharing, car pooling, etc;
 walking – improve signalling, information on health benefits,
maps, walking competitions etc.
A comprehensive list of travel plan measures can be found in Annex 3.
Amongst the COMMERCE forum members based in Budapest,
Bucharest, Kaunas and Plovdiv the most popular measures are the
support of public transport use by introducing shuttle buses,
synchronising the public transport schedule with changing shift
patterns, providing season tickets for multiple users for companies and
awareness-raising events. Another measure becoming more popular is
car-pooling.
In most situations, travel plans should:
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-
promote the use of alternative transport modes;
-
promote the use of public transport;
-
promote the alternatives for single car-use;
-
rationalise the use of private cars.
The success of implementing any kind of measure depends centrally
on the communication strategy.
Communication activities are considered an important part of the
workplace travel plan process in most of the case-studies included
within the research for the COMMERCE Project Deliverable 2.1
Benchmarking Report & Draft Standards. Most commonly used
information channels are websites, events, campaigns, competitions
and newsletters (electronic or hard copy). In a few case studies the
implementation of a commuter centre was mentioned. This centre
provided staff with all the answers on questions about public transport
timetables, rates, cycling information, car-sharing schemes and other
mobility-related issues.
The experience of workplace travel plan coordinators has shown that
robust communication campaigns translate into greater uptake of
sustainable travel. Additionally, it seems that staff respond well to
initiatives that result in personal benefits such as time and cost savings.
It is important that people realise that a workplace travel plan is not
anti-car, but is just encouraging people to use vehicles more wisely
and to offer a greater choice of alternatives.
The workplace travel plan must be advertised to promote the
component measures. It is also very important to publicise the
successes because the staff must know what they have achieved,
giving them a motivation to continue.
A workplace travel plan, therefore, must include a communication
plan for promoting the plan and the initiatives contained within it.
Publicity materials are very useful when developing a workplace travel
plan. Different media can be used to communicate the plan:

written media (leaflets, posters, newspaper, etc);

spoken media (meetings, radio);

other media (intranet, internet).
Sometimes good results can be obtained by promoting the travel plan
at different local or European events, such as European Mobility Week.
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3.6 Monitoring and evaluation
A travel plan is a dynamic process and develops over time. This
process can be measured using a well defined monitoring plan
because the impact of any new measures and policies needs to be
checked thoroughly. Monitoring should relate to the achievement of
targets if the objectives are to be met. All aim and action targets
should be included in the monitoring plan.
A monitoring plan should comprise the following elements:

aspects that need to be checked regularly;

the person(s) in charge of monitoring;

frequency and date of the monitoring;

the way in which monitoring will be done;

dissemination of the result.
Monitoring should help to produce new or refined targets and an
appropriate campaign to support their achievements.
In order to compare the results properly, the monitoring methods
should be kept consistent over the timeframe.
The monitoring information should be used to evaluate the success
and failure of the plan.
Unfortunately, the benchmarking analysis (COMMERCE Project
Deliverable 2.1 Benchmarking Report & Draft Standards) showed that
monitoring and evaluation of travel plans is not always conducted.
Several monitoring and evaluation tools for travel plans have been
developed in Europe. iTRACE and TRAVL have been mentioned in
Chapter 1.
Furthermore, the MAX-project developed a tool for monitoring and
evaluating Mobility Management measures and projects. It provides
standardised guidance during all steps of a Mobility Management
project.
3.6.1 MaxSumo - how to plan, monitor and evaluate mobility
projects
With MaxSumo it is possible to effectively plan, monitor and evaluate
Mobility Management projects. It provides standardised guidance
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during all steps of the project, eg when setting targets, defining target
groups, selecting services and mobility options.
These steps are presented in MaxSumo as different assessment levels,
see Figure 3. Each assessment level logically follows from the other,
and for each level the target is agreed, which indicators to use and
how to measure these. It is possible to skip some steps - in some
projects it is neither possible nor necessary to monitor all levels.
MaxSumo can be used for single measures, but also for combined
measures. With MaxSumo evaluation data can be compiled in a
standardised way.
System impacts
Overall
effects
System impacts
Assessment of mobility
options offered
New mobility
options
Assessment of services
provided
Mobility
Management
services
Mobility
Management
Assessment
Project
activities and
Levels
A
outputs
B
Awareness of mobility
services provided
C
Usage of mobility
services provided
D
Satisfaction with
mobility services
provided
E
Acceptance of mobility
option offered
F
Take up of mobility
option offered
G
Satisfaction with the
mobility option offered
H
Long-term attitudes and
behaviour
I
System impacts
Figure 3: MaxSumo Assessment Methodology
Full details can be downloaded from the EPOMM Website, under MAX
tools: http://www.epomm.eu
This methodology for evaluation can be a useful tool when evaluating
measures applied within a workplace travel plan.
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3.7 Financial Issues
It is important for a workplace travel plan to include financial aspects
concerning its development and implementation:
 presentation of a business case for developing the workplace
travel plan;
 the cost for developing the travel pan;
 the financial benefits of the travel plan;
 sources of funding.
3.7.1 The financial benefits of the workplace travel plan
A company’s transport costs can be significant and there is potential
to reduce them. Some measures implemented as part of the
workplace travel plan can be very cost effective whilst still achieving
reductions in transport related costs. The experience shows that the
workplace travel plan measures that require greater investments are
often attractive when evaluated against the cost savings.
It is also useful to have the financial calculation per measure.
3.7.2 Cost of the workplace travel plan
A travel plan incurs costs in terms of money and time. In order to have
a clear budget for the workplace travel plan the costs should be split
into the following categories:
 co-ordination;
 travel surveys and site audit;
 communication;
 monitoring and evaluation;
 cost for implementing measures
3.7.3 Sources of funding
The sources for supporting the development of a workplace travel
plan can be as follows:
-
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Internal;
Local and regional – authorities can support travel plan
development either financially or through infrastructure provision
or in negotiation with the public transport operator;
National – through different programmes for supporting
sustainable transport;
-
4.
European – through different programmes for supporting
sustainable transport.
Classification criteria and travel plan tools
At the beginning of the project the Benchmarking Report (Draft
Standards) set out a numerical scoring system by which the quality of
a travel plan could be calculated in a tangible way. The methodology
was drawn from research of over 50 travel plans across the EU from
which the most frequently occurring components of travel plans were
identified.
This subsequently allowed the COMMERCE project to deliver 3 years of
Pan-European Workplace Travel Plan Awards (PEWTA) using the
methodology to create an evaluation system which the jury employed
in the selection process. Those most commonly occurring components
of the travel plans have also shaped the Final Standards.
Whilst this was an effective approach, it was agreed that this process
was not perfect. The extra importance given to innovation and modal
shift unfairly penalised efforts which had not yet achieved modal shift,
but which may have established a robust strategy for the future.
Partners also felt that using a scoring system alone to assess quality
and effectiveness would not be a long term approach, since once a
travel plan has reached a maximum score, it would no longer be able
to differentiate. Also, this approach penalises New Member States who
are still emerging as travel plan deliverers and could discourage
involvement (for example New Member State travel plans were
ranked less strongly than those of France or the UK in PEWTA, but a
special award was used for relative progress). The scoring system does
not give flexibility or scope for recognising relative progress since the
criteria are very technical.
Therefore, the Final Travel Plan Standards of the COMMERCE Project
comprise an updated tool which takes into account these concerns.
Annex 1 - Standards for Workplace Travel Plans – Delivery Criteria
The standards tool is found in Annex 1 and includes the various travel
plan criteria as listed in Chapter 3 but includes a tabulate ranking
system.
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It constitutes a benchmarking tool to compare travel plan quality as
well as a management tool for improvement, as each of the subcomponents are ranked either as basic level, intermediate level, or
advanced level standards.
This ranking has been conducted with the input of COMMERCE
partners, in conjunction with external experts, and so reflects a pan-EU
framework (and reflects cities in which travel plans are both
mainstream and fledgling).
In order to achieve BASIC, INTERMEDIATE and ADVANCED levels, it
should be possible to demonstrate compliance with all criteria at each
respective level.
These standards have been developed to be as flexible as possible in
that they can address existing plans, as well as those in the
development stages.
When developing a travel plan, organisations can then evaluate their
work against these standards to gain some objective view of the
strengths, weaknesses and expected outcomes of their plans.
Annex 2 – Travel Plan Guidelines. This comprises a tabulated set of
components which should be included in the travel plan document. It
provides the framework from which successful delivery can be
pursued. The components are split across 7 category areas.
Annex 3 – Travel Plan Measures. This contains a number of practical
measures commonly implemented as part of a workplace travel plan
which can be useful in developing an action plan and in
demonstrating at a glance, what a travel plan would delver on the
ground.
Annex 4 – Evaluation grid. Whilst we have noted previously that a
numerical scoring of travel plans may not necessarily offer a “one size
fits all” solution for benchmarking and “quality” analysis, we have
included in this document, the scoring system that was utilised for the
2010 Pan European Workplace Travel Plan Awards (PEWTA). This allows
the user, if they are tasked to do so, to generate a numerical
appreciation of quality, which can still prove useful if a detailed
benchmarking analysis is required, or indeed for awards to be
assigned in future. This would be most appropriate when comparing
travel plans from countries with relatively similar levels experience of
implementation.
Annex 5 – Summary table. This presents a table which is a useful
starting point when considering developing a travel plan and the
monitoring that will be required.
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5.
Conclusion and Further Information
The continuous development of cities and associated population
growth, congestion and pollution has pushed the issue of urban
mobility up the agenda.
The emergence of workplace travel plans as a tool to meet
economic, environmental, social and transport-specific challenges
has taken place at different speeds across the EU. The COMMERCE
Project has helped to rapidly advance travel plans up the agenda in
the New Member States whilst consolidating importance and
increasing quality and innovation in the old member states.
The widely differing frameworks in which travel plans are emerging in
the different member states has required a flexible set of standards
which act simultaneously as guidelines to the implementation of robust
objectives, targets, indicators and measures.
These standards offer such a resource, not only to serve as a
management tool, but also to benchmark against one another to
assess evolution of travel plan quality.
In order to increase their uptake, especially in times of economic
austerity, the economic benefits of implementing a travel plan should
be highlighted and further research should be undertaken to develop
more detailed Cost Benefit Analysis models so that associated cost
savings can be made more transparent.
COMMERCE website
The 12 page summary Travel Plan Standards booklet can be
downloaded from the COMMERCE website (www.commerce-eu.org)
as can this and all the deliverables from the project.
Allinx website
Furthermore, so that these resources and tools can be shared going
forward, COMMERCE has set up a Travel Plan Forum on the Mobility
Management community website www.allinx.eu. Here, there is a
COMMERCE Group which is home to an ongoing collation of Travel
Plan tools from across the EU to assist implementation, as well as a
discussion forum to solve common challenges.
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6.
Annex 1
6.1 Standards for Workplace Travel Plans –
Delivery
Criteria
STANDARDS
CRITERIA
1 - Integration into the long term policy strategy
Motivation: (at least one choice)
Economical motivation
Environmental motivation
Social motivation
Transport matters motivation
Travel plan is integrated within the organisation's
business plan
2 – Commitment
Existence of a travel plan coordinator
Existence of an inter-departmental steering group
External stakeholders involved in steering group
Involvement of senior management and HR
Travel plan coordinator / implementer of measures to
have completed training
Staff (representatives) involved in planning and
implementation
Public transport providers involved in support and
implementation
Local government bodies involved in support and
implementation
Budget allocation for travel plan (other than staff time)
3 - Travel patterns, Site audit and Environmental impact
Survey of the travel patterns of staff/visitors and their
needs to change behaviour (response rate 25+%)
Survey of the travel patterns of staff/visitors and their
needs to change behaviour (response rate 40+%)
Survey of the travel patterns of staff/visitors and their
needs to change behaviour (response rate 50+%)
Survey on current organisation’s delivery patterns, fleet
operations, business travel requirements and scope for
consolidation.
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Basic
Intermediate Advanced
STANDARDS
CRITERIA
Survey on current organisation’s mobility amenities and
situation (number of car parking spaces, charging
schemes, bike stands, showers, number of
employees/visitors, working times/opening times)
Site assessment to calculate existing cost of access and
transport provision
Assessment of the CO2 emission generated by staff and
delivery movements
4 - Objectives, targets and indicators
Setting Specific objectives based on the analysis of
survey results
Setting Measurable targets based on the analysis of
survey results, these should include modal shift
Setting Achievable targets based on the analysis of
survey results
Setting Realistic targets based on the analysis of survey
results and budget
Setting Time-bound targets based on the analysis of
survey results
Setting Evaluated targets based on the analysis of
survey results
Setting target date for a Review of progress – i.e.
through a second travel survey
5 - Actions/Measures
Existence of an action plan
Strategy with targets and milestones for three years
Strategy with targets and milestones for five years
Measures: (at least two choices)
Promotion of alternative modes of transport
(walking, cycling)
Promotion of public transport
Promotion of alternative for single car (car
pooling, car sharing, car clubs)
New or alternative work practices (tele-working,
flexi-time, reduction of car parking, on-site
facilities, etc)
Improvement of the business travels (reducing
business car mileage, increase efficiency of
freight movements)
Marketing & communication strategy set up for 1 year
(targeting staff audience)
Marketing & communication strategy set up for 2 years
(targeting staff and external audience)
Marketing & communication strategy set up for 3 years
(targeting staff and external audience)
7 - Monitoring and Evaluation
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Basic
Intermediate Advanced
STANDARDS
CRITERIA
Basic
Intermediate Advanced
Travel Plan coordinator sets up monitoring strategy
Monitoring activities planned every year or less (second
travel survey - attitudinal and quantative)
Results are analysed by senior management
Results are used to revise the travel plan
25% of the targets have been achieved up to the end of
the planned period
25-50% of the targets have been achieved up to the
end of the planned period
50 - 75% of the targets have been achieved up to the
end of the planned period
8 - Costs & cost benefits
Breakdown of operational costs of travel plan
Identification of funding sources
Legal incentives for reducing travel plan costs (subsidy,
levy, tax reduction)
Developed business case for running travel plan for
senior management approval
Budget dedicated for travel plan
Travel plan is self financing through cost savings /
revenue generation (e.g car parking charges)
7.
Annex 2
7.1 Travel Plan Guidelines – to include in the strategic
document
Section
Introduction
Content
Comments
Summary of the
key points of the
travel plan
Should be brief and include objectives,
targets and a summary of the measures
Background
A short overview of the site being
developed, introduce the organisation
(number of employees, activity, etc)
It should explain reasons for travel plan
development and the scope of the travel
plan in both the short-term and long-term
The health, economic, environmental and
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Section
Content
Comments
social benefits should be described
Policy
This section should briefly underline the
relevant national, regional and local policy
and outline the relationship of the
workplace travel plan with development
policies and others
Roles And
responsibilities
Staffing
implication
Describe the roles and responsibilities of the
Travel Plan Coordinator and of each
person/group involved in development and
implementation of workplace travel plan
Travel patterns
site audit and
environmental
impact
Travel survey
Here must be explained the main purpose
of the travel survey
The questionnaire and the full travel survey
results should be attached to the travel
plan
The key findings of travel surveys should be
included in the text (especially existing
mode shares) and how these will influence
strategy, targets and measures
Site assessment
Describe the site and any current issues,
problems or areas of concern. For example:

Site location, boundaries and
access points for all modes of transport

Walking location, nature and quality
of on and off-site facilities. Consider also
time penalties, the capacity of available
facilities and entry/exit points

Cycling location, nature and quality
of on and off-site facilities. Consider also
time penalties, the capacity of available
facilities and entry/exit points

Public transport – location, nature
and quality of facilities, routes, hours of
operation, frequency, available capacity,
accessibility and other facets

Anticipated car use – car sharing,
pool cars, fleet

Accessibility for disabled travellers

Any other relevant existing sitespecific travel initiatives
It must be included in the travel plan to
provide sufficient context
Environmental
impact
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Analyse
the
environmental
impact
(Calculation of CO2 emissions per mode
and total)
Section
Objective, targets
and indicators
Actions/Measures
Content
Comments
Initial travel costs
Analyse the costs related to staff travel
Objective
State what the organisation wants to
achieve by implementing the travel plan
Targets
State the measurable goals used to asses
the objectives – such as modal shift - and
the timeframe
Indicators
State elements to be measured
List the action to be taken considering the following issues:
 Dates for implementation and completion
 Set out responsible persons for the actions
 Resources required (time and money)
 Communication methods (state actions for involving
employees and mechanisms for delivery)
Monitoring and
evaluation
(review)
Monitoring
strategy
State how
monitored
the
TRAVEL
PLAN
will
be
Identify how the effectiveness of the travel
plan is tested and what the indicators for
success are
State the frequency which the travel plan
will be reviewed
State who is responsible for collecting and
publishing data
State who is responsible for producing
monitoring report
Evaluation
Based on the monitoring information, revise
progress on targets
State the reason for adjusted targets
Financial issues
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Cost of travel plan
State the cost for each element involved:
co-ordination, initial budget, surveys, etc
Financial benefits
State the financial benefits of the travel
plan indicating the reduction of cost per
element
Sources of
founding
State the source and the amount
Other financial
issues
State any other expenses
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Annex 3
8.
8.1 Travel Plan Measures – Common examples
Mode
Travel Plan Measure
CYCLING
Cycle parking
Provide safe, secure and covered cycle parking close to the entrance of place
of work
Bicycle User Groups
A collection of staff who raise awareness of the need for better facilities for
cyclists at work
Pool bikes
Provide a number of bikes for staff to make short work-related journeys along
with locks, helmets, panniers and lights. Folding bikes can be used easily on
journeys combined with public transport.
Facilities
Provide lockers, changing/ drying facilities and showers
Financial incentives
Offer financial incentives such as interest-free bicycle loans or discounts for
bicycle purchase
Mileage allowance
Provide a cycle mileage allowance to enable financial reimbursement for staff
cycling on company business
Publicity and promotion
Produce cycle map identifying quiet and safe cycle routes to premises
Cycle links to your site
Can the local authority improve cycle infrastructure to the site
Repairs
Offer an onsite Bicycle repair service to staff (weekly / monthly)
Competitions
Cycle to work competitions for staff with prizes for those that walk the furthest
over a 4 week period. A permanent competition can be arranged through a
competition website
Health Benefits
Raise awareness of the health benefits of walking through promotional materials
Maps
Maps showing safe walking routes, indicating distances and times to the most
common destinations, link with public transport services
Infrastructure
Ensure that footpaths to, from and on site are direct, well lit and well
maintained.
Pool Umbrellas
Make available a pool of umbrellas in the reception area for staff members
wishing to walk to a nearby meeting or go shopping at lunchtime
Competitions
Walk to work competitions for staff with prizes for the staff members that walk
the furthest over a 4 week period. A permanent competition can be arranged
through a competition website.
Promotion
Promote the benefits of Public Transport to staff: often cheaper than the car,
don’t need to find a parking space, can relax or work on PT,
CYCLING
CYCLING
CYCLING
CYCLING
CYCLING
CYCLING
CYCLING
CYCLING
CYCLING
WALKING
WALKING
WALKING
WALKING
WALKING
PUBLIC
TRANSPORT
PUBLIC
Disseminating public transport information
Standards for Workplace Travel Plan
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TRANSPORT
PUBLIC
TRANSPORT
PUBLIC
TRANSPORT
CARS
CARS
CARS
STRATEGIC
STRATEGIC
STRATEGIC
STRATEGIC
Promotional leaflets indicating routes/ bus times/ costs could be distributed to
staff, or put on website or attached to pay slips
Incentives
Interest Free Loan for staff to purchase annual season ticket / communal travel
passes staff can use
Shuttle bus
Provide Shuttle bus for staff – especially useful for sites out of town
Car Pooling
Procure lease cars for staff to use for work-related journeys so they do not have
to bring their car to work
Car Sharing
Identify colleagues with similar routes to work, in order to share a single car,
share the cost of driving
Car Clubs
Employers can request access to a car club car during working hours as a
cheap way of providing car access to staff for meetings
Car park management
Car parking costs can be a major drain on an organisation’s resources
- Give priority staff parking to Electric Vehicles
- Reduce the number of parking spaces
- Introduction of parking charges
Alternative Work Practices
Organisations can reduce the need to travel by providing IT support to allow
employees to work from home or introduce flexible working hours
Freight Deliveries
Rationalisation of deliveries - could fewer trips be made by better co-ordination
of deliveries? Encourage use of local suppliers.
Fiscal incentives
Cash instead of company car
Standards for Workplace Travel Plan
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Annex 4
9.
9.1 Evaluation grid for PEWTA 2010
Evaluation Grid Employers
Points
Key
0 - 2: Poor
3 - 4 : Fair
5 - 6: Satisfactory
7 - 8 : Good
9 - 10 :Outstanding
1 - Commitment of the Employers
No. of points
possible
Commitment: anchored in overall
organisation strategy
10
2 - Objectives
Objectives defined
10
3 - Measure package
Description of measures implemented7
10
4- Communication
Towards staff, visitors, external public
10
5 - Evaluation
Monitoring schemes
10
6 - Results
Figures related to modal shift8
10
Employer
01
Employer
02
…
7 - Costs & cost benefits
10
8 - Originality and innovation
10
TOTAL
7
8
100
0
0
Counts double! Automatically calculated, so please give normal grading between 0 and 10
Counts double! Automatically calculated, so please give normal grading between 0 and 10
Standards for Workplace Travel Plan
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10.
Annex 5
10.1
Objective
Summary table to be used to develop a travel plan
Target
Action/
Measure
Timescale
Responsible
Standards for Workplace Travel Plan
Implementation
By when
date
month/year
Action for
promotion
Monitoring and evaluation
Method Timescale Responsible
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38
Results
1st year
Resource requirement
…
Results
5th year
Requirement
Funding
Need for
review
yes/no
Biography
11.
1.
Developing an effective travel plan - Advice for Government departments,
Department of the Environment, Transport and the Regions, London, January 2000
2.
Guidance for workplace travel planning for development, Transport for London, TfL
Group Publishing, March 2008
3.
Travel Plan Resources Pack for Employers – Department for Transport, September
2006
4.
WHITE PAPER European transport policy for 2010: time to decide
5.
Communication from the Commission to the Council and the European Parliament
of 22 June 2006 on the mid-term review of the Transport White Paper, "Keep Europe
moving - Sustainable mobility for our continent, published in 2001. Mid-term review
of the Transport White Paper, published in 2001 by the European Commission"
6.
Green Paper on Urban Mobility
7.
Action Plan on Urban Mobility
8.
COMMERCE Deliverable 2.1: Benchmarking Report & Draft Standards (See
www.commerce-eu.org)
9.
COMMERCE Deliverable 3.2: Report on Pan European Mobility Plan Awards
(PEWTA) 2008 (See www.commerce-eu.org)
10. COMMERCE Deliverable 3.2: Report on Pan European Mobility Plan Awards
(PEWTA) 2009 (See www.commerce-eu.org)
11. COMMERCE Deliverable 5.1: Mobility plan guide book (See www.commerceeu.org)
12. PAS 500:2008, National specification for workplace travel plans, BSI, November 2008
13. MAXimise Mobility Management – A guide to results from the MAX Project – aiming
to extend, standardise and improve Mobility Management, Published by FGMAMOR on behalf of the MAX-consortium, October 2009 FGM-AMOR Austrian
Mobility Research
14. Plan de Déplacemonts d’Administation – mode d’emploi, Agence Régionale de
l’Environnement et des nouelles énergies Ile-de France
15. Bulletin of the Observatory on Transport Policies and Strategies in Europe, Issue
No.5, February 2002
16. http://www.londoncouncils.gov.uk/commerce/default.htm
17. http://www.promobilite.fr/
18. http://www.epomm.eu/
19. http://www.eltis.org/
20. Department for Transport’s ‘Travel Plan Resources pack for Employers’:
http://www.dft.gov.uk/pgr/sustainable/travelplans/work/
Standards for Workplace Travel Plan
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