How to Transform Commuting with Behavioural Science & CommuteBoost

The Psychology of Everyday Travel

Beth explained how travel decisions are rarely the product of rational thought. She drew on Daniel Kahneman’s theory of System one and System two thinking, highlighting how most of our daily choices, including how we commute, are made through quick and automatic processes. Driving to work the same way every day is rarely a conscious decision. It is more often a habit. 

System one thinking also called Type one “fast thinking” is instinctive, automatic and unconscious.

System two thinking, also called Type two “slow thinking” involves more deliberate, logical and conscious decision-making.

System one and system two thinking is a really helpful thing for everybody to be conscious of anyone who’s designing campaigns or looking at trying to influence people and, and their behaviour.

This matters because it helps explain why information campaigns often fail. Telling people that cycling is healthier or that public transport is cheaper does not necessarily lead to change. To be effective, interventions must work with these automatic processes rather than against them. That means reshaping the commuting environment so that sustainable options are easy, convenient and socially reinforced. 

Frameworks That Guide Change

Behavioural science provides practical models that organisations can use. Beth explored three that were particularly helpful. 

• COM-B: which shows that behaviour arises from the combination of Capability, Opportunity and Motivation. An employee may be motivated to cycle and capable of doing so, but if there are no safe routes or secure storage, the opportunity is missing, and the behaviour will not follow. 
• ISM: which stands for Individual, Social and Material. This framework highlights that behaviour is influenced not only by personal choice but also by workplace culture, infrastructure and policy. For example, even the most motivated driver cannot switch to an electric vehicle if charging points are unavailable or unaffordable. 
• EAST framework: developed by the UK Behavioural Insights Team. To encourage behaviour change, interventions should be Easy, Attractive, Social and Timely. A commuting app should therefore be simple to use, offer appealing rewards, connect colleagues and reach people at key moments such as starting a new role. 

Barriers That Must Be Overcome

Whilst exploring the obstacles that employers must address, Beth highlighted the most significant one as the ease of car use. When parking is plentiful and convenient, the car remains the default. She cited the example of a hospital in Perth, Australia, where the construction of a new car park triggered a surge in driving despite years of investment in alternative modes. 

Habits present another challenge. Once a commuting pattern is set, it becomes resistant to change. Disruptions such as rail strikes, office relocations or family milestones create rare opportunities for new behaviours. Employers who act at these points are far more likely to succeed. 

Infrastructure is equally important. Many businesses can provide cycle storage or car share schemes, but they cannot control bus timetables or cycle routes beyond their sites. This is why partnership with local authorities and transport providers is essential. Having robust data on staff travel patterns strengthens the case for service improvements. 

Finally, culture and perception play a critical role. Commuting sustainably is easier when it feels normal within a workplace. If leaders set the example, incentives are seen as fair and success stories are shared, then new habits can take root more quickly. 

Practical Strategies for Employers

Beth outlined several practical steps for employers. Car park management is one of the most powerful tools. Modern systems that track occupancy and allow pre-booking not only improve the employee experience but also provide valuable data. If staff know in advance that parking will be scarce, they are more likely to consider alternatives such as public transport or car sharing. 

Are you actually incentivising or are you rewarding?

Incentives are another important lever. While cash rewards for lift sharing have worked, non-financial incentives such as time off, free lunches or reserved parking bays can be just as effective and less costly, provided they are attractive, fair and easy to access. Beth stressed the importance of distinguishing between incentives, which encourage new behaviours, and rewards, which recognise existing ones. She cited Nottingham City Council’s workplace parking levy, where charges applied equally to all staff, including senior leaders, to ensure fairness and drive change. 

Employers should also use moments of change. Recruitment packs are an ideal time to promote sustainable travel, as new hires often decide how they will commute before starting. Similarly, employees moving house or returning from parental leave may be more open to new habits. 

Finally, trial opportunities can break down misperceptions. A single positive experience can spark lasting change. For example, one Nottingham business provided e bikes for staff to travel between sites, which encouraged wider interest in active travel. 

Towards a Systemic Solution

Beth closed with a reminder that no single measure will transform commuting. Success requires a systemic approach that aligns individual motivation with supportive infrastructure, workplace culture and consistent incentives. Collecting and analysing travel data is vital to ensure that interventions are targeted, and evidence based. 

Above all, employers should recognise that commuting decisions are influenced by a range of personal and situational factors. By making sustainable travel options easy, attractive, social and timely, organisations can create the conditions for greener choices to become natural ones. 

With Mark Hand, Sector Director at Mobilityways   

Mobilityways’ focus is on supporting all forms of sustainable commuting through data-led initiatives. Mark Hand explained how Mobilityways’ work includes surveying employees across different travel modes and analysing postcode data to understand commuting barriers and opportunities. This helps identify where services could better meet staff needs, making behaviour change more achievable.  

The concept of the “balance of convenience” has become central to what Mobilityways does – understanding what people give up when they stop driving alone, and what benefits could tip the scales toward greener choices. 

To support this shift, Mobilityways offers CommuteBoost, a tool to generate and track commuting impact in real time. It uses passive data capture via Mobilityways app, allowing AI to learn commuting patterns without manual input. CommuteBoost enables employers to encourage sustainable commuting instantly, with incentives that go beyond cash, such as early finishes, free lunches, or workplace privileges. These low-cost, high-value incentives make it easier for organisations to scale behaviour change and foster a culture of sustainability. 

The success of sustainable commuting initiatives can be measured real-time and challenges can be set seasonally to encourage the most appropriate mode of commuting.