General Description

Mobility Management relates to a wide array that can be taken on different levels to reduce the impact of a fleet. Some of the measures that were monitored were:


  • Idea-box for employees
  • Decentralization

  • Mobility manager in place


  • Intelligent placing of employees

  • Carpool database

  • Working locally

  • Videoconferencing tools (2 installations)


  • Allowance for cyclists

  • Facilities for cyclists (lockers, dressing rooms, cycle stands, bike repair kits

  • Insurance for cyclists

  • Awareness raising and campaigning


  • 100% refund of PT-tickets

  • Intranet, links with PT-sites + possibility to purchase tickets online

  • Location of buildings near PT-facilities

  • Company shuttle service


  • 1000 company cars

  • Green lease – concept (ecological cars, CO2-compensation, ecodriving )

Tips & Tricks

-          A good moment to establish mobility management within an organisation is in context with a mile-stone development (e.g. relocation, merger…);

-          Major road works and road closures can be ideal to create opportunities to try alternative modes of transport. The alternatives provided need to be offered at high quality and as easy as possible to use;

-          Knowledge is power. A mobility scan is the basis for every mobility management process. Scan mobility patterns, context conditions, strengths and weaknesses of the

surroundings, needs and wishes of staff and/or visitors;

-          Quantitative data about the status quo make it easier to assess possible effects in the following;

-          Define goals before taking up any measures. Goals should be SMARTER (specific, measurable, acceptable/achievable, realistic, time-bound, evaluated,reviewed/ rewarded).

-          Activities can be divided into two categories: Firstly those that reduce the need to travel at all (such as teleconferencing instead of business trips); and secondly those that try to reduce the use of cars. The latter category can be further divided into those measures that provide incentives to use alternatives to cars, and those that act as a disincentive to the use of cars;

-          Senior level support for the concept of managing travel demand is crucial. Without this support some initiatives might be feasible, but mobility management will not have a long term impact within an organisation. A project ‘champion’ (travel manager), who oversees the whole process, can be valuable;

-          Define the roles and responsibilities of the staff, senior management, and other participants such as a public transport companies, local authorities, etc. Make an agreement on who is to be involved on a daily, regular or only need to know basis. A steering group can be a helpful structure in order to achieve the goals;

-          Communication is essential. Make an inventory of best possible information channels for different target groups. One-way information works in some cases, but it is recommended to be as open as possible in order to get all stakeholders involved;

-          When taking up measures the same criteria as for defining goals can be used. It’s important that the effects can be measured;

-          Generally rewards work better than punishment. If all soft measures are failing, use a hard measure to support the soft measures (e.g. car share schemes supported by a paid parking system);

-          It is important to be flexible in your choice of mobility management measures for a site and to look out for changes of circumstances, so that the range of measures can be altered as well;

-          Communicate on results and reward those who achieve them.

download pdf document

General Results

It is clear that mobility management measures can gain some positive effects on CO2-emissions with public and private fleets. Especially those schemes where an intelligent system of avoiding trips or more efficient routing is used, gain the best effects in terms of CO2-reduction. More precisely, with the pilot actions in mobility management FLEAT saved 3.5 tonnes of CO2. Extrapolated over one year of sustained effort and follow-up, that number increases to 22.1 tonnes CO2. Furthermore, most pilot actions indicate that expansion of the pilot action is possible and feasible (more trucks and buses equipped with a system, more stops). This will increase the positive effect on CO2-emissions even more, strengthened by the idea that all pilot actions are highly transferable to other fleets which may want to benefit from the lessons learned in FLEAT.

It’s important to mention that not only CO2-reduction is accomplished but that also a significant cost reduction is shown in the pilot actions. This seems to be an important driver or motivator for companies to implement mobility management measures.

Pilot Actions Overview



Language (default English)
The sole responsibility for the content of this webpage lies with the authors. It does not necessarily reflect the opinion of the European Communities. The European Commission is not responsible for any use that may be made of the information contained therein.