This section brings together examples of measures to promote more sustainable transport and lower car use. Neither is the list exhaustive, nor are all measures relevant to every site. Measures should always be tailored to site-specific conditions such as Public Transport Accessibility Levels (PTALs), the type of site users (staff, residents, visitors, students ...), the type of activity carried out at the site (education, industrial, residential ...), site management and ownership structures, etc.

Do not hesitate to get in touch with the Travel Plan Monitoring Officer to discuss measure design and implementation.


1. Physical (hard) Measures

1. Physical measures

  • Attractive cycle parking:
    • secure (e.g. locked area, passive surveillance, or CCTV)
    • convenient (close to entrances, no stairs nor lift, no outwards opening door, sufficient space between stands, stand shape allowing to secure both wheels)
    • covered where possible
    • well-lit
    • in sufficient numbers (supply always slightly higher than demand)
    • Please see the West London Cycle Parking Guide
  • Shower / drying / changing / locker facilities.
  • Electric vehicle charging points (possibly also compatible with electric bikes) and dedicated parking spaces. For more information on how EV charging works, types of charger and speed, networks, and how each borough is implementing charging infrastructure in West London see the WestTrans brochure.
  • Reduce the overall number of car parking spaces (excluding disabled parking spaces).
  • Clear signage to all travel related facilities (cycle parking, lockers, drying room …)
  • Dedicated and direct walking/cycling paths to entrances on the site. These should also be well-lit and made safer with ramps where necessary.




2. Soft Measures

2.1. Walking

  • Charity Living Streets offers support on encouraging walking in workplaces:
  • Produce maps to nearest bus stops, stations, services & shops, including itineraries to avoid busy streets.
  • Organise lunch time walking groups (e.g. go for a walk to enjoy and discover the local area)
  • Provide a drying and changing room fitted with lockers. Make umbrellas (bearing the company logo?) available to all staff who walk to work.
  • For staff who may be concerned with personal safety, make personal alarms available.
  • Offer a walking allowance for business trips (i.e. excluding to and from work).
  • Other walking measures mostly consist in communicating on the many benefits of walking, see communication measures below.

2.2. Cycling

  • Organise cycle training, Dr Bike sessions, or other promotional events. The The London Cycling Campaign (LCC) for example is able to offer these services if you are a business with at least 5 employees on site.
  • Provide staff with vouchers for cycling equipment OR directly provide cycle equipment.
    e.g. quality cycling windproof jackets bearing the company’s name
  • Salary sacrifice scheme for bike purchase.
  • Provide pool bikes and related equipment for staff / visitors / students / residents to use.
  • Establish a bicycle user group within the organisation to act as a forum to promote cycling internally and help implement the measures.
    For more information on how they work and what the benefits are see:
  • Encourage employees to cycle for their business trips by paying them for cycle mileage. Employees who use their own cycle for work (i.e. not to and from work) are entitled to 20p per mile, tax-free:

2.3. Public Transport

  • Subsidized or free bus season tickets.
    e.g. paid half by employer and half by employee through salary sacrifice / offer a travel card to those giving up their parking permit
  • Display real time local bus stop times on a screen in the main entrance/exit area. TfL can provide you with a tailored hyperlink for free, for more information see:
  • Provide public transport tickets or pre-loaded oyster cards for hotel guests. This would enable them to hop on a bus without having to go buy a ticket at a tube station first.
  • Work with TfL on service improvements (alteration to bus times, relocation of bus stops, waiting facilities)Operate company buses or minibuses to pick up and drop off employees/students (only possible in large organizations unless pooled between companies of the same area).

2.4. Car use

  • Free car club membership for residents / staff for 2 years and promotion of peer to peer car rental companies in order to reduce car ownership.
  • Provide coordination to identify opportunities for car-sharing between staff.
    e.g. map for employees to pin their home location on, or
  • Produce a parking management plan as a tool to formalise parking measures such as:
    • Parking permits covering only 4 days a week in order to prompt a search for alternatives
    • Charge for parking permits
    • Increase criteria for eligibility to parking permits (e.g. distance from work, location of children’s school, …) or restrict car parking to essential car users only
    • Remove staff-only car parking
    • Remove reserved car spaces for specific staff (e.g. senior staff)
    • Allocate car-club only or car-share only spaces
    • Introduce a parking charge (and use the revenues to promote other alternatives to car use)
    • Parking 'Cash Out' scheme - paying staff not to drive to work but recouping that payment for every time they do

Note: car parking restrictions should always go hand in hand with real incentives so as not to be perceived as punitive.

  • Stop covering employee's transport cost if they travel by car (if applicable).


2.5. Communication



2.6. Reducing the demand for transport

  • Encourage homeworking as well as video-conferencing and provide the appropriate IT infrastructure.
  • Choose business meeting venues that are accessible by public transport and encourage employees to ask "is this meeting really necessary?"
  • Guaranteed ride home service in case of an emergency (define the kind of emergency this can be, so that people know they can rely on it).
  • Flexible or compressed working hours.
    e.g. allow staff to work longer hours every day they are in and take 1 day off every 1 or 2 weeks.
  • If the organisation (or partnerships of organisations) is sufficiently large, provision of on-site leisure and creche facilities could be considered. This will help to cut down the numbers of trips staff make before and after work and at lunchtime. It may also reduce the need to drive to work at all.

2.7. Managing deliveries

  • For some developments a brief delivery and servicing statement should set out how deliveries will be managed on the site so as to generate less traffic.
    e.g. set out measures to facilitate delivery of internet shopping, potentially including a collection point in the event that the customer is not present to accept the package. This can help significantly reduce trips related to missed deliveries.