It is easier to get people to think about changing their behaviour when their normal routines are disrupted. Such a disruption is heading London's way during the Olympic Games. It's an opportunity that could be used to encourage employees to adopt more sustainable travel behaviours.

Research from Global Action Plan has discovered that this opportunity could potentially be missed unless companies change their current thinking from just considering the short-term implications of the Games to a longer-term more strategic view.

Over the 100 days of the London Olympics an anticipated 5.3 million visitors are expected to visit the games. On some of the busiest days this will create 855,000 games-related trips. There will be over 100 miles of roads designated as the Olympic Route Network. Some of these roads will have lanes along which only accredited vehicles will be allowed to travel, while other roads in the capital will be used for Olympic events.

Despite the best endeavors of planners, this level of activity is certain to disrupt the travel arrangements of many Londoners. The question is: Can the disruption be used to encourage more long-term sustainable travel behaviour?

The travel dilemma

Recent research by Global Action Plan with 138 organisations shows that cutting carbon emissions from travel is one of the biggest challenges they face.

Our research discovered that almost 40 per cent of respondents do not have a strategic approach to cutting travel costs and emissions. Companies' data collection is patchy at best and, if it is collected, only 1 in 5 organisations use it to encourage staff to change their behaviour. Significant barriers also exist including lack of senior leadership, the expectations of line managers and inadequate technology. These barriers mean that although policies maybe in place they are not being widely implemented.

The potential of the Games

Will the Olympics help overcome these barriers and provide the momentum for significant long-term change? The results from the Sydney Olympic games suggest that they do have the potential for stimulating action. Over the period of the Sydney games 24 per cent of employees changed their working hours and 22 per cent worked remotely. Interestingly, 27 per cent chose to take annual leave.

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