Case Study Summaries - Richard Armitage Transport Consultancy ...

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MAKING CAR SHARING AND CAR CLUBS WORK CASE STUDY SUMMARIES 5 HEATHROW AIRPORT General Background 5.1 By 2000, travel planning initiatives were already underway at Heathrow Airport, mainly concentrated on improving and increasing bus services, with some success in attracting more passengers on board. In September 2000, it was decided to spend more effort on car sharing. The main motivation was to reduce the number of staff travelling to work by car, driver alone, in order to manage predicted car parking pressure. But the catalyst was the fuel shortage that Autumn; a car share matching database received 20,000 visits during the crisis. At the peak, car use declined by one third, but absenteeism was reported as no higher than usual. Focus Groups carried out with staff in October 2002 indicated 47% acceptance of the principle of car sharing. Airport Carshare was formally launched on 23 April 2001. 5.2 In order to get permission to build the new Heathrow terminal (T5),a planning condition was accepted that placed a cap on the amount of car parking, set at 42,000 parking spaces although the forecast demand was for 45,000 spaces. In order to meet passenger requirements and to comply with the ‘spirit’ of the cap which proposed a reduction in employee car parking as opposed to passenger car parking, it is expected the 3,000 difference will have to be dealt with by reducing the number of cars driven to the airport by people who work there. BAA Heathrow is acutely aware of the sensitivity of this issue and the necessity to keep Heathrow as an attractive centre of employment. 5.3 The travel plan has recently been updated and refocused (see Changing Direction: Heathrow’s Travel Plan 2004 – 07). It is strongly oriented towards encouraging airport businesses to adopt the travel plan. BAA Heathrow can only do so much in isolation. To achieve the level of modal shift required by the airport all businesses at Heathrow will have to take some degree of responsibility for influencing the travel patterns of their employees. Consequently, the new travel plan focuses on the business case for the travel plan and urges all companies and employers at Heathrow to work together “for sustained business growth”. Operating Structure 5.4 Airport Carshare is currently delivered on a closed internet-based system, using Intrinsica software, which is available to all 70,000 employees working at Heathrow. An administrator is required to complete the matches. Although the original software was ‘off the shelf’, it has subsequently been tailored to meet BAA’s requirements. There has been further investment in the Intrinsica software package: GIS mapping was introduced in the first half of 2004. It was felt by the team that the process of creating a match is quite labour intensive. It was estimated that the process takes, on average, about an hour from meeting someone to registering them and finding a match on the database. 5.5 Delivery of the Travel Plan, and other transport planning services, is undertaken by the Changing Direction Team. This is lead by Heather McInroy, Head of Research and Travel Management, whose Marketing and Communications Manager, Freda Jesudason, manages the work of the Airport Commuter team. The latter consists of one Airport Commuter Final V1.1, Dec. 2004 - 30 -
MAKING CAR SHARING AND CAR CLUBS WORK CASE STUDY SUMMARIES Manager and three Airport Commuter Coordinators, all of whom are employed by travel plan services provider, Vipre, but are based full-time in the BAA Changing Direction office. 5.6 Three person-days per week are spent out of the office meeting airport staff face-to-face. The team is referred to colloquially as ‘the carshare girls’: it is interesting that the message that the Changing Direction Team is about business efficiency and sustainable growth has yet to gain widespread acceptance. Impact and Effectiveness 5.7 Research has shown that in the 1970s about 7% of Heathrow employees car shared, and the 2003 staff travel habits survey of BAA’s own Heathrow employees indicated that – for their own staff at least – Airport Carshare had helped get car sharing back up to 7%. 5.8 In mid-2004, there were 4,045 people registered on the car share database (6,016 at all BAA UK airports). Heathrow: car share database Nos. registered June 2004 4,045 May 2004 3,849 March 2003 2,103 March 2002 1,323 June 2001 600 5.9 Of the 3,849 car sharers registered in May 2004, 2,175 (56.51%) were sharing their journeys to work, in 998 “active pools”; in June 2004 this went up to 56.61% in 1,047 pools. 5.10 Looking a month later (June 2004), it is interesting to look at a further analysis of shift and day workers, with registered shift workers showing higher sharing rates than day workers: Heathrow: car share database (June 04) No. of staff registered % of total No. actively sharing % of shift/day workers Shift workers 1,603 39.63% 1,031 64.32% Day workers 2,442 60.37% 1,259 51.56% Total: 4,045 100.00% 2,290 56.61% 5.11 The number of towns at which the car sharers are located is 432, and between them they work for 235 companies. The top five towns were: London, Slough, Hounslow, Hayes, and Staines. 5.12 Getting existing car sharers to sign up has been quite an issue. People who were already car sharing were worried that they would have to take someone new, and misunderstood the reasons for the registration process. The team emphasised that people only have to carshare once per week to be able to be members. Final V1.1, Dec. 2004 - 31 -
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