Measuring is knowing: from data to insight

Definitely! With the use of all projects on, for example, bicycle stimulation, collective transport and ride-sharing, we have made approximately 1,600 additional journeys per day more sustainable this year. Since the start of the program in 2021, we are now at 5,485 sustainable journeys per day, which is really a big step forward. This means that the number of people who prefer the bicycle, bus or train over the car continues to grow. It is nice and necessary that we show these kinds of tangible results. It helps us to convince other organizations to also implement mobility actions for their employees.

They do indeed contribute to better prioritizing and steering the projects in a program like this. In doing so, it is also important to look at what is behind the figures. In the past year, we have learned a lot about the needs of commuters and employers. We now know better: not all travelers have alternatives to the car or can easily travel to work at another time.

As a program, we will focus more on making travel behavior more sustainable in the coming years, with which we improve the quality of life in the region and can use the available space more intelligently. Our products and services certainly contribute to the mobility transition, but real impact is always made together. So developers, employers, carriers and governments also have a role to play in making smart choices and anchoring this in their mobility policy and offering. We are happy to help them on their way.

One thing goes together. Each project has a different character and requires different measurement methods. We now work with detailed measurement plans for each project, so that we have an idea of how each project contributes to the ambitions and goals of the program. Before we launch projects, we determine specific objectives and look at their feasibility and effect. Some projects have been running for years and we know that we can mainly look at numbers, participants and traveler data. But with new projects, such as the Brainport Bike School, we first look at other things: what are the needs of employers and travelers, which parties can we collaborate with, will we also be able to organize it on a regional scale? After the launch, we look at how we can make the project more effective. Because if participants learn to cycle safely, does that also mean that they will actually apply it in practice? In this way, we look at the objectives and measurements that fit in with each phase of the project.

As a team, we agree that behavioral change is about stimulating and facilitating. But this never stands alone. As a team, we connect to points of action in the region. For example, think of area development, the relocation of companies or adjustments to the infrastructure. Together with educational institutions, municipalities, employers and business associations, we analyze what the urgency is, where the potential lies and together we ensure the right energy and impact. That flywheel was set in motion this year. And you will definitely see that reflected in the figures next year!