S. Hiemstra-van Mastrigt
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34 records found
1
Cycling is widely recognised as one of the most effective levers for making urban mobility more sustainable, healthy and liveable, yet its everyday adoption remains marginal in most Western cities. This thesis investigates that contradiction through the case of Turin, Italy, a city that is morphologically well suited to cycling, predominantly flat and compact, with almost every neighbourhood within a 7 km radius of the centre, but that records one of the highest motorisation rates in Europe (approximately 757 cars per 1,000 inhabitants) and a cycling modal share of only around 3% of daily trips. Turin therefore offers an emblematic example of a "Starter" city, where favourable spatial conditions coexist with a deeply rooted car-centric culture inherited from its industrial past.
The research addresses a gap in the existing literature, which has tended to analyse barriers to cycling in isolation and to draw on cities with long-established cycling cultures whose solutions cannot be directly transferred to car-dependent contexts. Against this background, the study asks how local decision-makers can be supported in prioritising and addressing the most critical barriers to cycling adoption in Turin.
The investigation follows a qualitative, design-oriented process structured around the Double Diamond model. It combines a structured literature review based on the PRISMA framework, which organises the barriers to cycling into five macro-categories; a contextual analysis of Turin's spatial, cultural and institutional conditions; and an empirical phase based on eighteen semi-structured interviews, fifteen with everyday mobility users (distinguished between cyclists and non-cyclists) and three with field experts in cycling mobility. The findings are then translated into design priorities through a multi-criteria prioritisation framework that combines three dimensions drawn from the empirical data: perceived relevance for users, and perceived impact and difficulty of intervention for experts.
The analysis confirms that barriers to cycling in Turin operate as an interdependent system spanning infrastructural, behavioural, cultural and institutional dimensions, rather than as isolated obstacles. Three findings prove particularly significant. First, a consistent gap emerges between user perception and expert evaluation: users anchor their assessments in what they directly experience, such as network discontinuity and unsafe intersections, while experts identify latent and systemic conditions, such as car-culture dominance and institutional lock-in, that operate beneath the threshold of everyday awareness. This asymmetry has direct design implications, since the barriers most visible to potential cyclists are not necessarily those most resistant to change, and effective strategies must address both registers at once. Second, the institutional framing of cycling as a sustainability measure is misaligned with how cyclists actually experience it, namely as a source of personal autonomy, wellbeing and enjoyment. Third, the formation of cycling habits in childhood emerges as one of the most durable and underexploited levers for long-term change.
These insights inform a two-layer design response. The first layer is a strategic roadmap that translates the prioritisation framework into a shared, evidence-based reference tool for local decision-makers, sequencing interventions across time horizons, thematic domains and levels of institutional responsibility. The second is Turin Bike Kids Club, a web-based platform that collects, structures and circulates initiatives supporting cycling normalisation among children and in school contexts. Beyond its outputs for Turin, the thesis contributes a replicable methodological process for translating locally grounded barrier research into strategic design intervention, one applicable not only to other cities with low cycling maturity but also to other domains of active mobility, and more broadly to any context where a widely recognised practice fails to achieve actual adoption. ...
The research addresses a gap in the existing literature, which has tended to analyse barriers to cycling in isolation and to draw on cities with long-established cycling cultures whose solutions cannot be directly transferred to car-dependent contexts. Against this background, the study asks how local decision-makers can be supported in prioritising and addressing the most critical barriers to cycling adoption in Turin.
The investigation follows a qualitative, design-oriented process structured around the Double Diamond model. It combines a structured literature review based on the PRISMA framework, which organises the barriers to cycling into five macro-categories; a contextual analysis of Turin's spatial, cultural and institutional conditions; and an empirical phase based on eighteen semi-structured interviews, fifteen with everyday mobility users (distinguished between cyclists and non-cyclists) and three with field experts in cycling mobility. The findings are then translated into design priorities through a multi-criteria prioritisation framework that combines three dimensions drawn from the empirical data: perceived relevance for users, and perceived impact and difficulty of intervention for experts.
The analysis confirms that barriers to cycling in Turin operate as an interdependent system spanning infrastructural, behavioural, cultural and institutional dimensions, rather than as isolated obstacles. Three findings prove particularly significant. First, a consistent gap emerges between user perception and expert evaluation: users anchor their assessments in what they directly experience, such as network discontinuity and unsafe intersections, while experts identify latent and systemic conditions, such as car-culture dominance and institutional lock-in, that operate beneath the threshold of everyday awareness. This asymmetry has direct design implications, since the barriers most visible to potential cyclists are not necessarily those most resistant to change, and effective strategies must address both registers at once. Second, the institutional framing of cycling as a sustainability measure is misaligned with how cyclists actually experience it, namely as a source of personal autonomy, wellbeing and enjoyment. Third, the formation of cycling habits in childhood emerges as one of the most durable and underexploited levers for long-term change.
These insights inform a two-layer design response. The first layer is a strategic roadmap that translates the prioritisation framework into a shared, evidence-based reference tool for local decision-makers, sequencing interventions across time horizons, thematic domains and levels of institutional responsibility. The second is Turin Bike Kids Club, a web-based platform that collects, structures and circulates initiatives supporting cycling normalisation among children and in school contexts. Beyond its outputs for Turin, the thesis contributes a replicable methodological process for translating locally grounded barrier research into strategic design intervention, one applicable not only to other cities with low cycling maturity but also to other domains of active mobility, and more broadly to any context where a widely recognised practice fails to achieve actual adoption. ...
Cycling is widely recognised as one of the most effective levers for making urban mobility more sustainable, healthy and liveable, yet its everyday adoption remains marginal in most Western cities. This thesis investigates that contradiction through the case of Turin, Italy, a city that is morphologically well suited to cycling, predominantly flat and compact, with almost every neighbourhood within a 7 km radius of the centre, but that records one of the highest motorisation rates in Europe (approximately 757 cars per 1,000 inhabitants) and a cycling modal share of only around 3% of daily trips. Turin therefore offers an emblematic example of a "Starter" city, where favourable spatial conditions coexist with a deeply rooted car-centric culture inherited from its industrial past.
The research addresses a gap in the existing literature, which has tended to analyse barriers to cycling in isolation and to draw on cities with long-established cycling cultures whose solutions cannot be directly transferred to car-dependent contexts. Against this background, the study asks how local decision-makers can be supported in prioritising and addressing the most critical barriers to cycling adoption in Turin.
The investigation follows a qualitative, design-oriented process structured around the Double Diamond model. It combines a structured literature review based on the PRISMA framework, which organises the barriers to cycling into five macro-categories; a contextual analysis of Turin's spatial, cultural and institutional conditions; and an empirical phase based on eighteen semi-structured interviews, fifteen with everyday mobility users (distinguished between cyclists and non-cyclists) and three with field experts in cycling mobility. The findings are then translated into design priorities through a multi-criteria prioritisation framework that combines three dimensions drawn from the empirical data: perceived relevance for users, and perceived impact and difficulty of intervention for experts.
The analysis confirms that barriers to cycling in Turin operate as an interdependent system spanning infrastructural, behavioural, cultural and institutional dimensions, rather than as isolated obstacles. Three findings prove particularly significant. First, a consistent gap emerges between user perception and expert evaluation: users anchor their assessments in what they directly experience, such as network discontinuity and unsafe intersections, while experts identify latent and systemic conditions, such as car-culture dominance and institutional lock-in, that operate beneath the threshold of everyday awareness. This asymmetry has direct design implications, since the barriers most visible to potential cyclists are not necessarily those most resistant to change, and effective strategies must address both registers at once. Second, the institutional framing of cycling as a sustainability measure is misaligned with how cyclists actually experience it, namely as a source of personal autonomy, wellbeing and enjoyment. Third, the formation of cycling habits in childhood emerges as one of the most durable and underexploited levers for long-term change.
These insights inform a two-layer design response. The first layer is a strategic roadmap that translates the prioritisation framework into a shared, evidence-based reference tool for local decision-makers, sequencing interventions across time horizons, thematic domains and levels of institutional responsibility. The second is Turin Bike Kids Club, a web-based platform that collects, structures and circulates initiatives supporting cycling normalisation among children and in school contexts. Beyond its outputs for Turin, the thesis contributes a replicable methodological process for translating locally grounded barrier research into strategic design intervention, one applicable not only to other cities with low cycling maturity but also to other domains of active mobility, and more broadly to any context where a widely recognised practice fails to achieve actual adoption.
The research addresses a gap in the existing literature, which has tended to analyse barriers to cycling in isolation and to draw on cities with long-established cycling cultures whose solutions cannot be directly transferred to car-dependent contexts. Against this background, the study asks how local decision-makers can be supported in prioritising and addressing the most critical barriers to cycling adoption in Turin.
The investigation follows a qualitative, design-oriented process structured around the Double Diamond model. It combines a structured literature review based on the PRISMA framework, which organises the barriers to cycling into five macro-categories; a contextual analysis of Turin's spatial, cultural and institutional conditions; and an empirical phase based on eighteen semi-structured interviews, fifteen with everyday mobility users (distinguished between cyclists and non-cyclists) and three with field experts in cycling mobility. The findings are then translated into design priorities through a multi-criteria prioritisation framework that combines three dimensions drawn from the empirical data: perceived relevance for users, and perceived impact and difficulty of intervention for experts.
The analysis confirms that barriers to cycling in Turin operate as an interdependent system spanning infrastructural, behavioural, cultural and institutional dimensions, rather than as isolated obstacles. Three findings prove particularly significant. First, a consistent gap emerges between user perception and expert evaluation: users anchor their assessments in what they directly experience, such as network discontinuity and unsafe intersections, while experts identify latent and systemic conditions, such as car-culture dominance and institutional lock-in, that operate beneath the threshold of everyday awareness. This asymmetry has direct design implications, since the barriers most visible to potential cyclists are not necessarily those most resistant to change, and effective strategies must address both registers at once. Second, the institutional framing of cycling as a sustainability measure is misaligned with how cyclists actually experience it, namely as a source of personal autonomy, wellbeing and enjoyment. Third, the formation of cycling habits in childhood emerges as one of the most durable and underexploited levers for long-term change.
These insights inform a two-layer design response. The first layer is a strategic roadmap that translates the prioritisation framework into a shared, evidence-based reference tool for local decision-makers, sequencing interventions across time horizons, thematic domains and levels of institutional responsibility. The second is Turin Bike Kids Club, a web-based platform that collects, structures and circulates initiatives supporting cycling normalisation among children and in school contexts. Beyond its outputs for Turin, the thesis contributes a replicable methodological process for translating locally grounded barrier research into strategic design intervention, one applicable not only to other cities with low cycling maturity but also to other domains of active mobility, and more broadly to any context where a widely recognised practice fails to achieve actual adoption.
Schiphol is the busiest gate-less station in the Netherlands and has by far the highest amount of international travellers. The problem is, a recurring share of them board the train without a valid ticket. NS asked how the journey could be redesigned so these passengers understand the Dutch check-in/check-out system without gates, while recovering lost revenue. Through desk research, stakeholder and traveller interviews, and on-site observation, this thesis reframes the problem. The cause of invalid boardings is not missing infrastructure but the absence of a clear, intuitive story that reaches tired, first-time travellers at the right moment.
Three traveller types were identified (systems misinterpreters, wayfinding-dependent, and assumption-based travellers), all unintentional fare evaders created by unfamiliarity, fragmented information and a noisy environment. Because the four key stakeholders (NS, ProRail, Schiphol, Bureau Spoorbouwmeester) hold conflicting priorities, ideas were generated in a co-creation workshop reframed through speculative design, then filtered against four constraints and scored against six stakeholder-ranked criteria using a weighted, sensitivity-tested model.
The final design is a multilingual QR-code ticket purchase at the moment travellers are already paying attention. This is at the train information screens on Plaza, where most travellers stop to find information about the time and platform of the train towards their final destination. By scanning the QR code, travellers can easily buy a fixed-price e-ticket in their own language and preferred payment method, with no need to understand the check-in/check-out system because an e-tickets does not need to be checked in. The involvement of stakeholders in the design process and the use of white label tickets from Distribusion made it possible to quickly and easily set up a pilot to test and validate the design. The pilot's success shows that a small, well-placed intervention can solve a long-standing problem. It offers NS a proven, scalable first step toward an easier journey for international travellers. ...
Three traveller types were identified (systems misinterpreters, wayfinding-dependent, and assumption-based travellers), all unintentional fare evaders created by unfamiliarity, fragmented information and a noisy environment. Because the four key stakeholders (NS, ProRail, Schiphol, Bureau Spoorbouwmeester) hold conflicting priorities, ideas were generated in a co-creation workshop reframed through speculative design, then filtered against four constraints and scored against six stakeholder-ranked criteria using a weighted, sensitivity-tested model.
The final design is a multilingual QR-code ticket purchase at the moment travellers are already paying attention. This is at the train information screens on Plaza, where most travellers stop to find information about the time and platform of the train towards their final destination. By scanning the QR code, travellers can easily buy a fixed-price e-ticket in their own language and preferred payment method, with no need to understand the check-in/check-out system because an e-tickets does not need to be checked in. The involvement of stakeholders in the design process and the use of white label tickets from Distribusion made it possible to quickly and easily set up a pilot to test and validate the design. The pilot's success shows that a small, well-placed intervention can solve a long-standing problem. It offers NS a proven, scalable first step toward an easier journey for international travellers. ...
Schiphol is the busiest gate-less station in the Netherlands and has by far the highest amount of international travellers. The problem is, a recurring share of them board the train without a valid ticket. NS asked how the journey could be redesigned so these passengers understand the Dutch check-in/check-out system without gates, while recovering lost revenue. Through desk research, stakeholder and traveller interviews, and on-site observation, this thesis reframes the problem. The cause of invalid boardings is not missing infrastructure but the absence of a clear, intuitive story that reaches tired, first-time travellers at the right moment.
Three traveller types were identified (systems misinterpreters, wayfinding-dependent, and assumption-based travellers), all unintentional fare evaders created by unfamiliarity, fragmented information and a noisy environment. Because the four key stakeholders (NS, ProRail, Schiphol, Bureau Spoorbouwmeester) hold conflicting priorities, ideas were generated in a co-creation workshop reframed through speculative design, then filtered against four constraints and scored against six stakeholder-ranked criteria using a weighted, sensitivity-tested model.
The final design is a multilingual QR-code ticket purchase at the moment travellers are already paying attention. This is at the train information screens on Plaza, where most travellers stop to find information about the time and platform of the train towards their final destination. By scanning the QR code, travellers can easily buy a fixed-price e-ticket in their own language and preferred payment method, with no need to understand the check-in/check-out system because an e-tickets does not need to be checked in. The involvement of stakeholders in the design process and the use of white label tickets from Distribusion made it possible to quickly and easily set up a pilot to test and validate the design. The pilot's success shows that a small, well-placed intervention can solve a long-standing problem. It offers NS a proven, scalable first step toward an easier journey for international travellers.
Three traveller types were identified (systems misinterpreters, wayfinding-dependent, and assumption-based travellers), all unintentional fare evaders created by unfamiliarity, fragmented information and a noisy environment. Because the four key stakeholders (NS, ProRail, Schiphol, Bureau Spoorbouwmeester) hold conflicting priorities, ideas were generated in a co-creation workshop reframed through speculative design, then filtered against four constraints and scored against six stakeholder-ranked criteria using a weighted, sensitivity-tested model.
The final design is a multilingual QR-code ticket purchase at the moment travellers are already paying attention. This is at the train information screens on Plaza, where most travellers stop to find information about the time and platform of the train towards their final destination. By scanning the QR code, travellers can easily buy a fixed-price e-ticket in their own language and preferred payment method, with no need to understand the check-in/check-out system because an e-tickets does not need to be checked in. The involvement of stakeholders in the design process and the use of white label tickets from Distribusion made it possible to quickly and easily set up a pilot to test and validate the design. The pilot's success shows that a small, well-placed intervention can solve a long-standing problem. It offers NS a proven, scalable first step toward an easier journey for international travellers.
Master thesis
(2025)
-
I.M.J. Peeters, S. Hiemstra-van Mastrigt, S.C. Mooij, Luciana Ribeiro Monteiro
This project was conducted in collaboration with Embraer-X, the strategic innovation department of aircraft manufacturer Embraer. The study addresses the challenge for OEMs: aircraft are not built until there is clear airline interest, supported by passenger desirability. It therefore explores the research question: who are the passengers in the electric 9-seater and what services should airlines offer to meet their needs?
The 9-seater electric aircraft introduces a new travel experience. Designed for rural–hub connections up to 400 km, it offers a low-emission, time-efficient alternative to ground transport. Its small size allows use of regional airports and low-noise operations. The aircraft is relevant in areas with low passenger volumes, limited public transport, and geographical barriers. Based on these conditions, the Førde–Bergen route in Western Norway was selected as a case study.
This route connects a rural area (Førde) to a regional hub (Bergen) but is underserved by fast transport. Existing alternatives are: car and ferry (≈3 hours), bus–ferry (≈3.5 hours), passenger boat (≈3.5 hours), or a detour by car (≈7.5 hours). A flight via Oslo takes ≈4 hours and is unsustainable. A direct 39-seater service ended in 2020 due to low demand and poor scheduling. Local governments have shown interest in reintroducing the route with a 9-seater (Ydersbond, 2023).
A two-week qualitative field study was conducted in January 2025 to explore potential passengers and expected services. Three methods were applied: in-depth interviews, on-street interviews, and auto-ethnography. Thirty interviews were held, and the researcher tested the current travel options. In-depth interviews provided the main analysis, while the other methods added context.
The fieldwork identified 20 passenger needs. Ten were synthesized into the Time-Savvy Business Traveler persona: time efficiency, reliability, flexibility, productivity, overview, convenience, seamless transitions, financial freedom, lowering emissions, and work–life balance. These needs were translated into design criteria.
The design phase began with a co-creation session mapping the door-to-door journey for this persona. Along the journey, 37 service touchpoints were created. A passenger evaluation with six Norwegian participants reduced these to 21, and stakeholder input narrowed them to 15. Passengers and stakeholders prioritized five core needs: time efficiency, reliability, overview, productivity, and flexibility. Time efficiency was seen as most critical, while flexibility posed the greatest operational challenge.
The final 15 service touchpoints include: benchmarking door-to-door trips in cost, time, and emissions; real-time updates; trip summaries; and clear information about the new electric flight experience. Other services are flexible rebooking, rush-hour-aligned departures, baggage delivery, self-handled luggage, integrated parking, and backup ground transport. Simplified security, pre-ordered catering, and workspace options support productivity. Links to international flights and ground transport ensure seamlessness. Together these form the eShuttle concept.
To support implementation, a roadmap was developed, structured in four horizons until 2040. It follows a “wheel of responsibility”: airlines own the passenger experience, airports enable physical services, governments provide regulation and funding, and OEMs ensure the aircraft supports onboard services. Horizon 0 (2025–2031) builds the foundation and prepares operations before aircraft release in 2030. Horizon 1 (2031–2034) launches the eShuttle targeting Time-Savvy travelers. Horizon 2 (2034–2037) adds control and overview through digital updates. Horizon 3 (2037–2040) expands into a full door-to-door network, implementing all touchpoints and broadening accessibility.
This study shows that the 9-seater can be positioned as a time-efficient, passenger-centered alternative to car travel. By focusing on the Time-Savvy business traveler and designing services around their needs, the eShuttle concept provides a blueprint for early adoption and a foundation for scaling zero-emission regional aviation. ...
The 9-seater electric aircraft introduces a new travel experience. Designed for rural–hub connections up to 400 km, it offers a low-emission, time-efficient alternative to ground transport. Its small size allows use of regional airports and low-noise operations. The aircraft is relevant in areas with low passenger volumes, limited public transport, and geographical barriers. Based on these conditions, the Førde–Bergen route in Western Norway was selected as a case study.
This route connects a rural area (Førde) to a regional hub (Bergen) but is underserved by fast transport. Existing alternatives are: car and ferry (≈3 hours), bus–ferry (≈3.5 hours), passenger boat (≈3.5 hours), or a detour by car (≈7.5 hours). A flight via Oslo takes ≈4 hours and is unsustainable. A direct 39-seater service ended in 2020 due to low demand and poor scheduling. Local governments have shown interest in reintroducing the route with a 9-seater (Ydersbond, 2023).
A two-week qualitative field study was conducted in January 2025 to explore potential passengers and expected services. Three methods were applied: in-depth interviews, on-street interviews, and auto-ethnography. Thirty interviews were held, and the researcher tested the current travel options. In-depth interviews provided the main analysis, while the other methods added context.
The fieldwork identified 20 passenger needs. Ten were synthesized into the Time-Savvy Business Traveler persona: time efficiency, reliability, flexibility, productivity, overview, convenience, seamless transitions, financial freedom, lowering emissions, and work–life balance. These needs were translated into design criteria.
The design phase began with a co-creation session mapping the door-to-door journey for this persona. Along the journey, 37 service touchpoints were created. A passenger evaluation with six Norwegian participants reduced these to 21, and stakeholder input narrowed them to 15. Passengers and stakeholders prioritized five core needs: time efficiency, reliability, overview, productivity, and flexibility. Time efficiency was seen as most critical, while flexibility posed the greatest operational challenge.
The final 15 service touchpoints include: benchmarking door-to-door trips in cost, time, and emissions; real-time updates; trip summaries; and clear information about the new electric flight experience. Other services are flexible rebooking, rush-hour-aligned departures, baggage delivery, self-handled luggage, integrated parking, and backup ground transport. Simplified security, pre-ordered catering, and workspace options support productivity. Links to international flights and ground transport ensure seamlessness. Together these form the eShuttle concept.
To support implementation, a roadmap was developed, structured in four horizons until 2040. It follows a “wheel of responsibility”: airlines own the passenger experience, airports enable physical services, governments provide regulation and funding, and OEMs ensure the aircraft supports onboard services. Horizon 0 (2025–2031) builds the foundation and prepares operations before aircraft release in 2030. Horizon 1 (2031–2034) launches the eShuttle targeting Time-Savvy travelers. Horizon 2 (2034–2037) adds control and overview through digital updates. Horizon 3 (2037–2040) expands into a full door-to-door network, implementing all touchpoints and broadening accessibility.
This study shows that the 9-seater can be positioned as a time-efficient, passenger-centered alternative to car travel. By focusing on the Time-Savvy business traveler and designing services around their needs, the eShuttle concept provides a blueprint for early adoption and a foundation for scaling zero-emission regional aviation. ...
This project was conducted in collaboration with Embraer-X, the strategic innovation department of aircraft manufacturer Embraer. The study addresses the challenge for OEMs: aircraft are not built until there is clear airline interest, supported by passenger desirability. It therefore explores the research question: who are the passengers in the electric 9-seater and what services should airlines offer to meet their needs?
The 9-seater electric aircraft introduces a new travel experience. Designed for rural–hub connections up to 400 km, it offers a low-emission, time-efficient alternative to ground transport. Its small size allows use of regional airports and low-noise operations. The aircraft is relevant in areas with low passenger volumes, limited public transport, and geographical barriers. Based on these conditions, the Førde–Bergen route in Western Norway was selected as a case study.
This route connects a rural area (Førde) to a regional hub (Bergen) but is underserved by fast transport. Existing alternatives are: car and ferry (≈3 hours), bus–ferry (≈3.5 hours), passenger boat (≈3.5 hours), or a detour by car (≈7.5 hours). A flight via Oslo takes ≈4 hours and is unsustainable. A direct 39-seater service ended in 2020 due to low demand and poor scheduling. Local governments have shown interest in reintroducing the route with a 9-seater (Ydersbond, 2023).
A two-week qualitative field study was conducted in January 2025 to explore potential passengers and expected services. Three methods were applied: in-depth interviews, on-street interviews, and auto-ethnography. Thirty interviews were held, and the researcher tested the current travel options. In-depth interviews provided the main analysis, while the other methods added context.
The fieldwork identified 20 passenger needs. Ten were synthesized into the Time-Savvy Business Traveler persona: time efficiency, reliability, flexibility, productivity, overview, convenience, seamless transitions, financial freedom, lowering emissions, and work–life balance. These needs were translated into design criteria.
The design phase began with a co-creation session mapping the door-to-door journey for this persona. Along the journey, 37 service touchpoints were created. A passenger evaluation with six Norwegian participants reduced these to 21, and stakeholder input narrowed them to 15. Passengers and stakeholders prioritized five core needs: time efficiency, reliability, overview, productivity, and flexibility. Time efficiency was seen as most critical, while flexibility posed the greatest operational challenge.
The final 15 service touchpoints include: benchmarking door-to-door trips in cost, time, and emissions; real-time updates; trip summaries; and clear information about the new electric flight experience. Other services are flexible rebooking, rush-hour-aligned departures, baggage delivery, self-handled luggage, integrated parking, and backup ground transport. Simplified security, pre-ordered catering, and workspace options support productivity. Links to international flights and ground transport ensure seamlessness. Together these form the eShuttle concept.
To support implementation, a roadmap was developed, structured in four horizons until 2040. It follows a “wheel of responsibility”: airlines own the passenger experience, airports enable physical services, governments provide regulation and funding, and OEMs ensure the aircraft supports onboard services. Horizon 0 (2025–2031) builds the foundation and prepares operations before aircraft release in 2030. Horizon 1 (2031–2034) launches the eShuttle targeting Time-Savvy travelers. Horizon 2 (2034–2037) adds control and overview through digital updates. Horizon 3 (2037–2040) expands into a full door-to-door network, implementing all touchpoints and broadening accessibility.
This study shows that the 9-seater can be positioned as a time-efficient, passenger-centered alternative to car travel. By focusing on the Time-Savvy business traveler and designing services around their needs, the eShuttle concept provides a blueprint for early adoption and a foundation for scaling zero-emission regional aviation.
The 9-seater electric aircraft introduces a new travel experience. Designed for rural–hub connections up to 400 km, it offers a low-emission, time-efficient alternative to ground transport. Its small size allows use of regional airports and low-noise operations. The aircraft is relevant in areas with low passenger volumes, limited public transport, and geographical barriers. Based on these conditions, the Førde–Bergen route in Western Norway was selected as a case study.
This route connects a rural area (Førde) to a regional hub (Bergen) but is underserved by fast transport. Existing alternatives are: car and ferry (≈3 hours), bus–ferry (≈3.5 hours), passenger boat (≈3.5 hours), or a detour by car (≈7.5 hours). A flight via Oslo takes ≈4 hours and is unsustainable. A direct 39-seater service ended in 2020 due to low demand and poor scheduling. Local governments have shown interest in reintroducing the route with a 9-seater (Ydersbond, 2023).
A two-week qualitative field study was conducted in January 2025 to explore potential passengers and expected services. Three methods were applied: in-depth interviews, on-street interviews, and auto-ethnography. Thirty interviews were held, and the researcher tested the current travel options. In-depth interviews provided the main analysis, while the other methods added context.
The fieldwork identified 20 passenger needs. Ten were synthesized into the Time-Savvy Business Traveler persona: time efficiency, reliability, flexibility, productivity, overview, convenience, seamless transitions, financial freedom, lowering emissions, and work–life balance. These needs were translated into design criteria.
The design phase began with a co-creation session mapping the door-to-door journey for this persona. Along the journey, 37 service touchpoints were created. A passenger evaluation with six Norwegian participants reduced these to 21, and stakeholder input narrowed them to 15. Passengers and stakeholders prioritized five core needs: time efficiency, reliability, overview, productivity, and flexibility. Time efficiency was seen as most critical, while flexibility posed the greatest operational challenge.
The final 15 service touchpoints include: benchmarking door-to-door trips in cost, time, and emissions; real-time updates; trip summaries; and clear information about the new electric flight experience. Other services are flexible rebooking, rush-hour-aligned departures, baggage delivery, self-handled luggage, integrated parking, and backup ground transport. Simplified security, pre-ordered catering, and workspace options support productivity. Links to international flights and ground transport ensure seamlessness. Together these form the eShuttle concept.
To support implementation, a roadmap was developed, structured in four horizons until 2040. It follows a “wheel of responsibility”: airlines own the passenger experience, airports enable physical services, governments provide regulation and funding, and OEMs ensure the aircraft supports onboard services. Horizon 0 (2025–2031) builds the foundation and prepares operations before aircraft release in 2030. Horizon 1 (2031–2034) launches the eShuttle targeting Time-Savvy travelers. Horizon 2 (2034–2037) adds control and overview through digital updates. Horizon 3 (2037–2040) expands into a full door-to-door network, implementing all touchpoints and broadening accessibility.
This study shows that the 9-seater can be positioned as a time-efficient, passenger-centered alternative to car travel. By focusing on the Time-Savvy business traveler and designing services around their needs, the eShuttle concept provides a blueprint for early adoption and a foundation for scaling zero-emission regional aviation.
This thesis, conducted with 9292 as the client, addresses the challenge of improving real-time guidance for travelers in the Dutch public transport system during unplanned disruptions. These events, resulting in delays, cancellations, or missed connections, can cause uncertainty and stress for travelers.
The project applied a research and design approach, combining analyses of the Dutch transport landscape, the stakeholder network, 9292 as an organization and its services, and a comparison with other transport information platforms, alongside qualitative user research. Key insights revealed travelers’ needs, such as timely, clear, and personalized information, along with psychological fundamental drivers such as autonomy, recognition, and comfort.
Based on these findings, a future vision toward 2040 was developed, leading to the concept 9292 Assist: a strategic concept that integrates proactive disruption alerts, dynamic navigation, and personalized AI-driven advice. A phased roadmap outlines implementation steps from 2025 to 2040, aligning with technological and organizational developments.
The concept was evaluated through in-depth interviews with stakeholders and a quantitative study with travelers, addressing its feasibility, viability, and desirability. The outcomes provide 9292 with a clear direction to enhance disruption guidance, reinforcing its role as a trusted, user-centered travel advisor. It presents a vision for adaptive disruption navigation, where travelers feel seen, supported, and in control, even when their journey does not go as planned or anticipated. ...
The project applied a research and design approach, combining analyses of the Dutch transport landscape, the stakeholder network, 9292 as an organization and its services, and a comparison with other transport information platforms, alongside qualitative user research. Key insights revealed travelers’ needs, such as timely, clear, and personalized information, along with psychological fundamental drivers such as autonomy, recognition, and comfort.
Based on these findings, a future vision toward 2040 was developed, leading to the concept 9292 Assist: a strategic concept that integrates proactive disruption alerts, dynamic navigation, and personalized AI-driven advice. A phased roadmap outlines implementation steps from 2025 to 2040, aligning with technological and organizational developments.
The concept was evaluated through in-depth interviews with stakeholders and a quantitative study with travelers, addressing its feasibility, viability, and desirability. The outcomes provide 9292 with a clear direction to enhance disruption guidance, reinforcing its role as a trusted, user-centered travel advisor. It presents a vision for adaptive disruption navigation, where travelers feel seen, supported, and in control, even when their journey does not go as planned or anticipated. ...
This thesis, conducted with 9292 as the client, addresses the challenge of improving real-time guidance for travelers in the Dutch public transport system during unplanned disruptions. These events, resulting in delays, cancellations, or missed connections, can cause uncertainty and stress for travelers.
The project applied a research and design approach, combining analyses of the Dutch transport landscape, the stakeholder network, 9292 as an organization and its services, and a comparison with other transport information platforms, alongside qualitative user research. Key insights revealed travelers’ needs, such as timely, clear, and personalized information, along with psychological fundamental drivers such as autonomy, recognition, and comfort.
Based on these findings, a future vision toward 2040 was developed, leading to the concept 9292 Assist: a strategic concept that integrates proactive disruption alerts, dynamic navigation, and personalized AI-driven advice. A phased roadmap outlines implementation steps from 2025 to 2040, aligning with technological and organizational developments.
The concept was evaluated through in-depth interviews with stakeholders and a quantitative study with travelers, addressing its feasibility, viability, and desirability. The outcomes provide 9292 with a clear direction to enhance disruption guidance, reinforcing its role as a trusted, user-centered travel advisor. It presents a vision for adaptive disruption navigation, where travelers feel seen, supported, and in control, even when their journey does not go as planned or anticipated.
The project applied a research and design approach, combining analyses of the Dutch transport landscape, the stakeholder network, 9292 as an organization and its services, and a comparison with other transport information platforms, alongside qualitative user research. Key insights revealed travelers’ needs, such as timely, clear, and personalized information, along with psychological fundamental drivers such as autonomy, recognition, and comfort.
Based on these findings, a future vision toward 2040 was developed, leading to the concept 9292 Assist: a strategic concept that integrates proactive disruption alerts, dynamic navigation, and personalized AI-driven advice. A phased roadmap outlines implementation steps from 2025 to 2040, aligning with technological and organizational developments.
The concept was evaluated through in-depth interviews with stakeholders and a quantitative study with travelers, addressing its feasibility, viability, and desirability. The outcomes provide 9292 with a clear direction to enhance disruption guidance, reinforcing its role as a trusted, user-centered travel advisor. It presents a vision for adaptive disruption navigation, where travelers feel seen, supported, and in control, even when their journey does not go as planned or anticipated.
Business mobility for SMEs in The Netherlands
Exploring needs, challenges, and opportunities for a scalable proposition
This thesis explores how a business mobility provider can develop a scalable and relevant proposition for small and medium-sized enterprises (SMEs) in the Netherlands. Conducted at The Client—part of a larger investment holding aiming to reach one million business users by 2029—the project investigates whether and under what conditions it is desirable to enter the SME market.
Previous attempts to reach this market, such as a self-service funnel, various collaborations with distribution partners, and a proposition around a simple registration app, failed to gain traction. These efforts were hindered by factors such as overly complex products, unclear ownership, and limited internal follow-up. The main lessons: simplicity, focus, and clear boundaries are essential for scalability.
Through a combination of desk research, internal interviews, and nine SME interviews, this study explored the context, needs, and behaviour of SMEs. Most SMEs do not view mobility as a strategic priority; they prioritise continuity, simplicity, and cost control over innovation. Key barriers include administrative burden, uncertainty around regulations, and employee resistance to change. Desired gains are central insight, convenience, and trustworthy, personal service.
Market analysis shows that competitors mainly target corporates or offer limited self-service options. The Client’s product stands out for flexibility and integration capabilities, but these qualities make it too complex and resource-intensive for smaller customers.
Two concept directions were developed:
1) SME Standard – a simplified, standardised package for larger SMEs (100–250 employees) with public transport potential. 2)
All-in-One Mobility Card – a flexible travel and payment card for smaller businesses.
Evaluation using the Desirability–Viability–Feasibility (DVF) framework showed that the SME Standard offers the best balance between market fit and scalability, especially with a pay-per-use pricing structure that shortens the expected break-even time.
The research concludes that the SME market offers large potential but limited readiness under current conditions. A selective, phased approach is advised: start with the upper SME segment, maintain strict
simplicity, and ensure internal alignment before expanding further.
Despite limitations in sample size and time, the study provides a grounded basis for decision-making and helps The Client move toward a clear, evidence-based SME strategy. ...
Previous attempts to reach this market, such as a self-service funnel, various collaborations with distribution partners, and a proposition around a simple registration app, failed to gain traction. These efforts were hindered by factors such as overly complex products, unclear ownership, and limited internal follow-up. The main lessons: simplicity, focus, and clear boundaries are essential for scalability.
Through a combination of desk research, internal interviews, and nine SME interviews, this study explored the context, needs, and behaviour of SMEs. Most SMEs do not view mobility as a strategic priority; they prioritise continuity, simplicity, and cost control over innovation. Key barriers include administrative burden, uncertainty around regulations, and employee resistance to change. Desired gains are central insight, convenience, and trustworthy, personal service.
Market analysis shows that competitors mainly target corporates or offer limited self-service options. The Client’s product stands out for flexibility and integration capabilities, but these qualities make it too complex and resource-intensive for smaller customers.
Two concept directions were developed:
1) SME Standard – a simplified, standardised package for larger SMEs (100–250 employees) with public transport potential. 2)
All-in-One Mobility Card – a flexible travel and payment card for smaller businesses.
Evaluation using the Desirability–Viability–Feasibility (DVF) framework showed that the SME Standard offers the best balance between market fit and scalability, especially with a pay-per-use pricing structure that shortens the expected break-even time.
The research concludes that the SME market offers large potential but limited readiness under current conditions. A selective, phased approach is advised: start with the upper SME segment, maintain strict
simplicity, and ensure internal alignment before expanding further.
Despite limitations in sample size and time, the study provides a grounded basis for decision-making and helps The Client move toward a clear, evidence-based SME strategy. ...
This thesis explores how a business mobility provider can develop a scalable and relevant proposition for small and medium-sized enterprises (SMEs) in the Netherlands. Conducted at The Client—part of a larger investment holding aiming to reach one million business users by 2029—the project investigates whether and under what conditions it is desirable to enter the SME market.
Previous attempts to reach this market, such as a self-service funnel, various collaborations with distribution partners, and a proposition around a simple registration app, failed to gain traction. These efforts were hindered by factors such as overly complex products, unclear ownership, and limited internal follow-up. The main lessons: simplicity, focus, and clear boundaries are essential for scalability.
Through a combination of desk research, internal interviews, and nine SME interviews, this study explored the context, needs, and behaviour of SMEs. Most SMEs do not view mobility as a strategic priority; they prioritise continuity, simplicity, and cost control over innovation. Key barriers include administrative burden, uncertainty around regulations, and employee resistance to change. Desired gains are central insight, convenience, and trustworthy, personal service.
Market analysis shows that competitors mainly target corporates or offer limited self-service options. The Client’s product stands out for flexibility and integration capabilities, but these qualities make it too complex and resource-intensive for smaller customers.
Two concept directions were developed:
1) SME Standard – a simplified, standardised package for larger SMEs (100–250 employees) with public transport potential. 2)
All-in-One Mobility Card – a flexible travel and payment card for smaller businesses.
Evaluation using the Desirability–Viability–Feasibility (DVF) framework showed that the SME Standard offers the best balance between market fit and scalability, especially with a pay-per-use pricing structure that shortens the expected break-even time.
The research concludes that the SME market offers large potential but limited readiness under current conditions. A selective, phased approach is advised: start with the upper SME segment, maintain strict
simplicity, and ensure internal alignment before expanding further.
Despite limitations in sample size and time, the study provides a grounded basis for decision-making and helps The Client move toward a clear, evidence-based SME strategy.
Previous attempts to reach this market, such as a self-service funnel, various collaborations with distribution partners, and a proposition around a simple registration app, failed to gain traction. These efforts were hindered by factors such as overly complex products, unclear ownership, and limited internal follow-up. The main lessons: simplicity, focus, and clear boundaries are essential for scalability.
Through a combination of desk research, internal interviews, and nine SME interviews, this study explored the context, needs, and behaviour of SMEs. Most SMEs do not view mobility as a strategic priority; they prioritise continuity, simplicity, and cost control over innovation. Key barriers include administrative burden, uncertainty around regulations, and employee resistance to change. Desired gains are central insight, convenience, and trustworthy, personal service.
Market analysis shows that competitors mainly target corporates or offer limited self-service options. The Client’s product stands out for flexibility and integration capabilities, but these qualities make it too complex and resource-intensive for smaller customers.
Two concept directions were developed:
1) SME Standard – a simplified, standardised package for larger SMEs (100–250 employees) with public transport potential. 2)
All-in-One Mobility Card – a flexible travel and payment card for smaller businesses.
Evaluation using the Desirability–Viability–Feasibility (DVF) framework showed that the SME Standard offers the best balance between market fit and scalability, especially with a pay-per-use pricing structure that shortens the expected break-even time.
The research concludes that the SME market offers large potential but limited readiness under current conditions. A selective, phased approach is advised: start with the upper SME segment, maintain strict
simplicity, and ensure internal alignment before expanding further.
Despite limitations in sample size and time, the study provides a grounded basis for decision-making and helps The Client move toward a clear, evidence-based SME strategy.
When the Black Swan looms
Operationalising resilience in airports
From the 2020s onwards, our society has dealt with many high-impact crises, such as the COVID-19 pandemic, the Suez Canal obstruction, and the Russo-Ukrainian war. These crises exposed multiple fragilities in our transportation system, supply chains and national security. In reaction to these crises, the interest in operationalising resilience by translating resilience aspiration to actionable interventions (e.g. training, products and strategies) peaked within multiple organisations. In this context, the Delft University of Technology in collaboration with the Royal Schiphol Group, the operator of Amsterdam Airport Schiphol, initiated a PhD research project to investigate how to operationalise resilience. Key to this project was its action research approach, through which I, as the PhD researcher, closely collaborated with the Innovation Hub and Operational Resilience team of the Royal Schiphol Group. This fruitful exchange between academia and practice resulted in five studies, each presented as a separate chapter, contributing a key piece to the puzzle of operationalising resilience...
...
From the 2020s onwards, our society has dealt with many high-impact crises, such as the COVID-19 pandemic, the Suez Canal obstruction, and the Russo-Ukrainian war. These crises exposed multiple fragilities in our transportation system, supply chains and national security. In reaction to these crises, the interest in operationalising resilience by translating resilience aspiration to actionable interventions (e.g. training, products and strategies) peaked within multiple organisations. In this context, the Delft University of Technology in collaboration with the Royal Schiphol Group, the operator of Amsterdam Airport Schiphol, initiated a PhD research project to investigate how to operationalise resilience. Key to this project was its action research approach, through which I, as the PhD researcher, closely collaborated with the Innovation Hub and Operational Resilience team of the Royal Schiphol Group. This fruitful exchange between academia and practice resulted in five studies, each presented as a separate chapter, contributing a key piece to the puzzle of operationalising resilience...
The Future of Community Mobility Hubs in M4H
Addressing Diverse User Needs Through Virtual Reality-Assisted Studies
his research explores user feedback on proposed mobility solutions in the Merwe-Vierhavens (M4H) area of Rotterdam to inform the development of Community Mobility Hubs (CMHs). Conducted in two phases, the study began with socio-demographic analysis, followed by Virtual Reality (VR) simulations. The initial phase involved desk research to understand the demographic composition and travel patterns in neighborhoods around M4H. Findings revealed a diverse community with a young population (27-39 years old), including European, Turkish, Moroccan migrants, and Dutch non-migrants, primarily in low-income single or family-with children households. Mobility patterns showed varied travel purposes, such as
shopping, commuting, and recreational activities, with walking, cycling, passenger cars, and public transport being the most common modes of transportation. The second phase used VR to provide an immersive experience of the proposed CMH, engaging participants and gathering detailed feedback. Key findings indicated a strong preference for amenities like cafes, co-working spaces, postal services, and refurbishing centers, especially among first- and second-generation migrants. Significant concerns about affordability, reliability, and availability of mobility solutions were also highlighted. Despite limitations such as potential biases in self-reported data and the fixed nature of the VR simulation, the study’s innovative use of VR provided valuable insights. Recommendations for the CMH include creating solutions for diverse demographics, focusing on families, people of migrant backgrounds, and low-income groups, ensuring accessible, affordable, acceptable, and available transport options. The CMH should incorporate practical features to accommodate various activities, address concerns about affordability, availability, and reliability through ongoing community
dialogue, and emphasize convenience, good maintenance, and diverse pricing schemes. Affordable transportation solutions should be offered, targeting user groups most likely to adopt the solutions, such as females and people of migrant backgrounds. Comprehensive services and family-friendly amenities should be included, and community ownership and management encouraged. Both digital and non-digital access points should be provided, and continuous community engagement maintained. Future research should expand the sample size for better representation and include longitudinal studies to track evolving mobility preferences. Enhancing VR simulation quality and addressing potential biases from tech-savvy participants will provide more balanced insights. This research underscores the importance of understanding diverse mobility needs and innovative citizen participation utilizing VR to create inclusive and effective urban mobility solutions for the M4H community. ...
shopping, commuting, and recreational activities, with walking, cycling, passenger cars, and public transport being the most common modes of transportation. The second phase used VR to provide an immersive experience of the proposed CMH, engaging participants and gathering detailed feedback. Key findings indicated a strong preference for amenities like cafes, co-working spaces, postal services, and refurbishing centers, especially among first- and second-generation migrants. Significant concerns about affordability, reliability, and availability of mobility solutions were also highlighted. Despite limitations such as potential biases in self-reported data and the fixed nature of the VR simulation, the study’s innovative use of VR provided valuable insights. Recommendations for the CMH include creating solutions for diverse demographics, focusing on families, people of migrant backgrounds, and low-income groups, ensuring accessible, affordable, acceptable, and available transport options. The CMH should incorporate practical features to accommodate various activities, address concerns about affordability, availability, and reliability through ongoing community
dialogue, and emphasize convenience, good maintenance, and diverse pricing schemes. Affordable transportation solutions should be offered, targeting user groups most likely to adopt the solutions, such as females and people of migrant backgrounds. Comprehensive services and family-friendly amenities should be included, and community ownership and management encouraged. Both digital and non-digital access points should be provided, and continuous community engagement maintained. Future research should expand the sample size for better representation and include longitudinal studies to track evolving mobility preferences. Enhancing VR simulation quality and addressing potential biases from tech-savvy participants will provide more balanced insights. This research underscores the importance of understanding diverse mobility needs and innovative citizen participation utilizing VR to create inclusive and effective urban mobility solutions for the M4H community. ...
his research explores user feedback on proposed mobility solutions in the Merwe-Vierhavens (M4H) area of Rotterdam to inform the development of Community Mobility Hubs (CMHs). Conducted in two phases, the study began with socio-demographic analysis, followed by Virtual Reality (VR) simulations. The initial phase involved desk research to understand the demographic composition and travel patterns in neighborhoods around M4H. Findings revealed a diverse community with a young population (27-39 years old), including European, Turkish, Moroccan migrants, and Dutch non-migrants, primarily in low-income single or family-with children households. Mobility patterns showed varied travel purposes, such as
shopping, commuting, and recreational activities, with walking, cycling, passenger cars, and public transport being the most common modes of transportation. The second phase used VR to provide an immersive experience of the proposed CMH, engaging participants and gathering detailed feedback. Key findings indicated a strong preference for amenities like cafes, co-working spaces, postal services, and refurbishing centers, especially among first- and second-generation migrants. Significant concerns about affordability, reliability, and availability of mobility solutions were also highlighted. Despite limitations such as potential biases in self-reported data and the fixed nature of the VR simulation, the study’s innovative use of VR provided valuable insights. Recommendations for the CMH include creating solutions for diverse demographics, focusing on families, people of migrant backgrounds, and low-income groups, ensuring accessible, affordable, acceptable, and available transport options. The CMH should incorporate practical features to accommodate various activities, address concerns about affordability, availability, and reliability through ongoing community
dialogue, and emphasize convenience, good maintenance, and diverse pricing schemes. Affordable transportation solutions should be offered, targeting user groups most likely to adopt the solutions, such as females and people of migrant backgrounds. Comprehensive services and family-friendly amenities should be included, and community ownership and management encouraged. Both digital and non-digital access points should be provided, and continuous community engagement maintained. Future research should expand the sample size for better representation and include longitudinal studies to track evolving mobility preferences. Enhancing VR simulation quality and addressing potential biases from tech-savvy participants will provide more balanced insights. This research underscores the importance of understanding diverse mobility needs and innovative citizen participation utilizing VR to create inclusive and effective urban mobility solutions for the M4H community.
shopping, commuting, and recreational activities, with walking, cycling, passenger cars, and public transport being the most common modes of transportation. The second phase used VR to provide an immersive experience of the proposed CMH, engaging participants and gathering detailed feedback. Key findings indicated a strong preference for amenities like cafes, co-working spaces, postal services, and refurbishing centers, especially among first- and second-generation migrants. Significant concerns about affordability, reliability, and availability of mobility solutions were also highlighted. Despite limitations such as potential biases in self-reported data and the fixed nature of the VR simulation, the study’s innovative use of VR provided valuable insights. Recommendations for the CMH include creating solutions for diverse demographics, focusing on families, people of migrant backgrounds, and low-income groups, ensuring accessible, affordable, acceptable, and available transport options. The CMH should incorporate practical features to accommodate various activities, address concerns about affordability, availability, and reliability through ongoing community
dialogue, and emphasize convenience, good maintenance, and diverse pricing schemes. Affordable transportation solutions should be offered, targeting user groups most likely to adopt the solutions, such as females and people of migrant backgrounds. Comprehensive services and family-friendly amenities should be included, and community ownership and management encouraged. Both digital and non-digital access points should be provided, and continuous community engagement maintained. Future research should expand the sample size for better representation and include longitudinal studies to track evolving mobility preferences. Enhancing VR simulation quality and addressing potential biases from tech-savvy participants will provide more balanced insights. This research underscores the importance of understanding diverse mobility needs and innovative citizen participation utilizing VR to create inclusive and effective urban mobility solutions for the M4H community.
Mobi, the service for sustainable mobility
The service that encourages sustainable mobility for everyone
Context
The topic of this graduation project is sustainable mobility. Sustainable mobility in urban areas can be achieved by using active transport. Cycling and walking is called active transport and is sustainable due to the lack of emissions. Passive transport such as cars and pedal bicycles produce a lot of emissions, which are bad for people’s health and the climate.
Advier, the client of this project, is a consultancy working on innovative and sustainable mobility. Together, we looked at the future of mobility inside the city. How to make a green world in 2040.
Aim of the project
To design for the year of 2040, first I researched what the future will look like. A future that is as green as possible through technological but also behavioural developments. To eventually move towards this green world, the following research goal was drawn up: Design a service to encourage more sustainable mobility in and around urban areas in 2040.
To accomplish this goal, the research through design method was applied. For the three different phases, this design method was applied in an exploratory way. As a result of the analytical, conceptual, and conclusion phases, a service was designed. This service, called Mobi, will motivate people to use more sustainable mobility and inspire sustainable mobility projects.
Analysis
Throughout the project, I built on a strong foundation of background knowledge. This knowledge was built from literature research and was built up from three topics.
Mobility
This chapter has looked at present and future mobility. The impact of mobility on behaviour, rearranging mobility inside the city by giving priority to cyclists. By looking at this development of mobility, means such as electric vehicles and low-traffic cities seem to be the solution, but I believe the solution lies mainly in changing people’s behaviour.
City
The city adapts to mobility and vice versa. How differently a city functions when a 15-minute city philosophy is applied. It is important to take the city into account when designing for it. How communities emerge and streetscapes change will influence the criteria for designing a future-proof service.
Future visions
What the future will look like no one knows, but by looking at the extremes of future worlds, design possibilities will emerge. By taking a green world as a starting point, the service created within will lead to a more sustainable world. Thus, this project is focused on making a green world a reality.
Concept
To come up with the broadest possible solutions for the project, behavioural change was researched. To practice sustainable behaviour, you do need to know how sustainable behaviour looks like and, more importantly, what it does not look like. There is demand for more knowledge around mobility emissions, research has shown. To create a green world, it has to be clear how we get there. That is why Mobi has been devised that will ensure a green world for the future.
Conclusion
The Mobi service consists of three elements: bike, car and overview. For each element, I looked at providing the necessary information on sustainability and investigated what the appropriate form of communication would be. In this way, Mobi primarily offers a form of information to the user. The communication is in a playful way to keep the user motivated and make more use of active transport.
Towards the end of the project, the designed service proved to be most suitable for an application for the smartphone and a implementation of an existing mobility provider. It will be deployed in combination with vehicles and technologies. The service was also tested among users and experts in the field of mobility and MaaS; Gaiyo, Advier and SJEES. This evaluated the service as an inspiring resource for future mobility and possibilities for implementation. ...
The topic of this graduation project is sustainable mobility. Sustainable mobility in urban areas can be achieved by using active transport. Cycling and walking is called active transport and is sustainable due to the lack of emissions. Passive transport such as cars and pedal bicycles produce a lot of emissions, which are bad for people’s health and the climate.
Advier, the client of this project, is a consultancy working on innovative and sustainable mobility. Together, we looked at the future of mobility inside the city. How to make a green world in 2040.
Aim of the project
To design for the year of 2040, first I researched what the future will look like. A future that is as green as possible through technological but also behavioural developments. To eventually move towards this green world, the following research goal was drawn up: Design a service to encourage more sustainable mobility in and around urban areas in 2040.
To accomplish this goal, the research through design method was applied. For the three different phases, this design method was applied in an exploratory way. As a result of the analytical, conceptual, and conclusion phases, a service was designed. This service, called Mobi, will motivate people to use more sustainable mobility and inspire sustainable mobility projects.
Analysis
Throughout the project, I built on a strong foundation of background knowledge. This knowledge was built from literature research and was built up from three topics.
Mobility
This chapter has looked at present and future mobility. The impact of mobility on behaviour, rearranging mobility inside the city by giving priority to cyclists. By looking at this development of mobility, means such as electric vehicles and low-traffic cities seem to be the solution, but I believe the solution lies mainly in changing people’s behaviour.
City
The city adapts to mobility and vice versa. How differently a city functions when a 15-minute city philosophy is applied. It is important to take the city into account when designing for it. How communities emerge and streetscapes change will influence the criteria for designing a future-proof service.
Future visions
What the future will look like no one knows, but by looking at the extremes of future worlds, design possibilities will emerge. By taking a green world as a starting point, the service created within will lead to a more sustainable world. Thus, this project is focused on making a green world a reality.
Concept
To come up with the broadest possible solutions for the project, behavioural change was researched. To practice sustainable behaviour, you do need to know how sustainable behaviour looks like and, more importantly, what it does not look like. There is demand for more knowledge around mobility emissions, research has shown. To create a green world, it has to be clear how we get there. That is why Mobi has been devised that will ensure a green world for the future.
Conclusion
The Mobi service consists of three elements: bike, car and overview. For each element, I looked at providing the necessary information on sustainability and investigated what the appropriate form of communication would be. In this way, Mobi primarily offers a form of information to the user. The communication is in a playful way to keep the user motivated and make more use of active transport.
Towards the end of the project, the designed service proved to be most suitable for an application for the smartphone and a implementation of an existing mobility provider. It will be deployed in combination with vehicles and technologies. The service was also tested among users and experts in the field of mobility and MaaS; Gaiyo, Advier and SJEES. This evaluated the service as an inspiring resource for future mobility and possibilities for implementation. ...
Context
The topic of this graduation project is sustainable mobility. Sustainable mobility in urban areas can be achieved by using active transport. Cycling and walking is called active transport and is sustainable due to the lack of emissions. Passive transport such as cars and pedal bicycles produce a lot of emissions, which are bad for people’s health and the climate.
Advier, the client of this project, is a consultancy working on innovative and sustainable mobility. Together, we looked at the future of mobility inside the city. How to make a green world in 2040.
Aim of the project
To design for the year of 2040, first I researched what the future will look like. A future that is as green as possible through technological but also behavioural developments. To eventually move towards this green world, the following research goal was drawn up: Design a service to encourage more sustainable mobility in and around urban areas in 2040.
To accomplish this goal, the research through design method was applied. For the three different phases, this design method was applied in an exploratory way. As a result of the analytical, conceptual, and conclusion phases, a service was designed. This service, called Mobi, will motivate people to use more sustainable mobility and inspire sustainable mobility projects.
Analysis
Throughout the project, I built on a strong foundation of background knowledge. This knowledge was built from literature research and was built up from three topics.
Mobility
This chapter has looked at present and future mobility. The impact of mobility on behaviour, rearranging mobility inside the city by giving priority to cyclists. By looking at this development of mobility, means such as electric vehicles and low-traffic cities seem to be the solution, but I believe the solution lies mainly in changing people’s behaviour.
City
The city adapts to mobility and vice versa. How differently a city functions when a 15-minute city philosophy is applied. It is important to take the city into account when designing for it. How communities emerge and streetscapes change will influence the criteria for designing a future-proof service.
Future visions
What the future will look like no one knows, but by looking at the extremes of future worlds, design possibilities will emerge. By taking a green world as a starting point, the service created within will lead to a more sustainable world. Thus, this project is focused on making a green world a reality.
Concept
To come up with the broadest possible solutions for the project, behavioural change was researched. To practice sustainable behaviour, you do need to know how sustainable behaviour looks like and, more importantly, what it does not look like. There is demand for more knowledge around mobility emissions, research has shown. To create a green world, it has to be clear how we get there. That is why Mobi has been devised that will ensure a green world for the future.
Conclusion
The Mobi service consists of three elements: bike, car and overview. For each element, I looked at providing the necessary information on sustainability and investigated what the appropriate form of communication would be. In this way, Mobi primarily offers a form of information to the user. The communication is in a playful way to keep the user motivated and make more use of active transport.
Towards the end of the project, the designed service proved to be most suitable for an application for the smartphone and a implementation of an existing mobility provider. It will be deployed in combination with vehicles and technologies. The service was also tested among users and experts in the field of mobility and MaaS; Gaiyo, Advier and SJEES. This evaluated the service as an inspiring resource for future mobility and possibilities for implementation.
The topic of this graduation project is sustainable mobility. Sustainable mobility in urban areas can be achieved by using active transport. Cycling and walking is called active transport and is sustainable due to the lack of emissions. Passive transport such as cars and pedal bicycles produce a lot of emissions, which are bad for people’s health and the climate.
Advier, the client of this project, is a consultancy working on innovative and sustainable mobility. Together, we looked at the future of mobility inside the city. How to make a green world in 2040.
Aim of the project
To design for the year of 2040, first I researched what the future will look like. A future that is as green as possible through technological but also behavioural developments. To eventually move towards this green world, the following research goal was drawn up: Design a service to encourage more sustainable mobility in and around urban areas in 2040.
To accomplish this goal, the research through design method was applied. For the three different phases, this design method was applied in an exploratory way. As a result of the analytical, conceptual, and conclusion phases, a service was designed. This service, called Mobi, will motivate people to use more sustainable mobility and inspire sustainable mobility projects.
Analysis
Throughout the project, I built on a strong foundation of background knowledge. This knowledge was built from literature research and was built up from three topics.
Mobility
This chapter has looked at present and future mobility. The impact of mobility on behaviour, rearranging mobility inside the city by giving priority to cyclists. By looking at this development of mobility, means such as electric vehicles and low-traffic cities seem to be the solution, but I believe the solution lies mainly in changing people’s behaviour.
City
The city adapts to mobility and vice versa. How differently a city functions when a 15-minute city philosophy is applied. It is important to take the city into account when designing for it. How communities emerge and streetscapes change will influence the criteria for designing a future-proof service.
Future visions
What the future will look like no one knows, but by looking at the extremes of future worlds, design possibilities will emerge. By taking a green world as a starting point, the service created within will lead to a more sustainable world. Thus, this project is focused on making a green world a reality.
Concept
To come up with the broadest possible solutions for the project, behavioural change was researched. To practice sustainable behaviour, you do need to know how sustainable behaviour looks like and, more importantly, what it does not look like. There is demand for more knowledge around mobility emissions, research has shown. To create a green world, it has to be clear how we get there. That is why Mobi has been devised that will ensure a green world for the future.
Conclusion
The Mobi service consists of three elements: bike, car and overview. For each element, I looked at providing the necessary information on sustainability and investigated what the appropriate form of communication would be. In this way, Mobi primarily offers a form of information to the user. The communication is in a playful way to keep the user motivated and make more use of active transport.
Towards the end of the project, the designed service proved to be most suitable for an application for the smartphone and a implementation of an existing mobility provider. It will be deployed in combination with vehicles and technologies. The service was also tested among users and experts in the field of mobility and MaaS; Gaiyo, Advier and SJEES. This evaluated the service as an inspiring resource for future mobility and possibilities for implementation.
A multifaceted design strategy to encourage sustainable travel behaviour
Initiating a transport shift toward seamless and sustainable travel
Master thesis
(2024)
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J.C. Gosens, S. Hiemstra-van Mastrigt, R. Mugge, C. Estrada Mejía, Dag Kjenstad, Aleksandra Glesaaen
The environmental impact of the transport sector, particularly aviation and road transport, is a growing concern. The European Green Deal aims to reduce GHG emissions from transport by 90% by 2050, but decarbonizing the sector remains a challenge. Despite the need for more sustainable travel behaviour, encouraging this shift remains difficult, and GHG emissions from unsustainable travel behaviour continue to rise. Multimodal digital mobility services have the potential to improve the environmental performance of transport, but their success depends on a systemic shift towards a stable, innovative and collaborative European transport network.
This project, conducted within the Seamless Personal Mobility Lab and part of Task Team 1.6 of the TULIPS consortium, focuses on the development of a multimodal TRIP platform for passengers. In collaboration with SINTEF, the project aims to create a multifaceted design strategy that encourages sustainable travel behaviour and systemic change in the European passenger transport network.
Through extensive research, including literature reviews, market analysis, and expert interviews, key insights into designing for behavioural change were gained. Multiple design sprints and co-creation sessions resulted in four platform strategies that were quantitatively tested. The quantitative study provided a foundation for some final iterations and was synthesized into a final platform strategy.
The platform addresses motivational and capability barriers to sustainable travel by using choice architecture to nudge travelers toward sustainable options, inform them about their climate impact, and make sustainable choices salient, appealing, and feasible, allowing travelers to stop and rethink their habitual choices.
Additionally, a design roadmap has been created which envisions a transport shift towards a 2050 mobility scenario of seamless and sustainabale international travel, supported by stakeholder collaboration and digital- and physical infrastructure improvements.
In addition, a design roadmap was created that envisions a transportation transformation to a 2050 mobility scenario of seamless and sustainable international travel, supported by stakeholder collaboration and digital and physical infrastructure improvements.
...
This project, conducted within the Seamless Personal Mobility Lab and part of Task Team 1.6 of the TULIPS consortium, focuses on the development of a multimodal TRIP platform for passengers. In collaboration with SINTEF, the project aims to create a multifaceted design strategy that encourages sustainable travel behaviour and systemic change in the European passenger transport network.
Through extensive research, including literature reviews, market analysis, and expert interviews, key insights into designing for behavioural change were gained. Multiple design sprints and co-creation sessions resulted in four platform strategies that were quantitatively tested. The quantitative study provided a foundation for some final iterations and was synthesized into a final platform strategy.
The platform addresses motivational and capability barriers to sustainable travel by using choice architecture to nudge travelers toward sustainable options, inform them about their climate impact, and make sustainable choices salient, appealing, and feasible, allowing travelers to stop and rethink their habitual choices.
Additionally, a design roadmap has been created which envisions a transport shift towards a 2050 mobility scenario of seamless and sustainabale international travel, supported by stakeholder collaboration and digital- and physical infrastructure improvements.
In addition, a design roadmap was created that envisions a transportation transformation to a 2050 mobility scenario of seamless and sustainable international travel, supported by stakeholder collaboration and digital and physical infrastructure improvements.
...
The environmental impact of the transport sector, particularly aviation and road transport, is a growing concern. The European Green Deal aims to reduce GHG emissions from transport by 90% by 2050, but decarbonizing the sector remains a challenge. Despite the need for more sustainable travel behaviour, encouraging this shift remains difficult, and GHG emissions from unsustainable travel behaviour continue to rise. Multimodal digital mobility services have the potential to improve the environmental performance of transport, but their success depends on a systemic shift towards a stable, innovative and collaborative European transport network.
This project, conducted within the Seamless Personal Mobility Lab and part of Task Team 1.6 of the TULIPS consortium, focuses on the development of a multimodal TRIP platform for passengers. In collaboration with SINTEF, the project aims to create a multifaceted design strategy that encourages sustainable travel behaviour and systemic change in the European passenger transport network.
Through extensive research, including literature reviews, market analysis, and expert interviews, key insights into designing for behavioural change were gained. Multiple design sprints and co-creation sessions resulted in four platform strategies that were quantitatively tested. The quantitative study provided a foundation for some final iterations and was synthesized into a final platform strategy.
The platform addresses motivational and capability barriers to sustainable travel by using choice architecture to nudge travelers toward sustainable options, inform them about their climate impact, and make sustainable choices salient, appealing, and feasible, allowing travelers to stop and rethink their habitual choices.
Additionally, a design roadmap has been created which envisions a transport shift towards a 2050 mobility scenario of seamless and sustainabale international travel, supported by stakeholder collaboration and digital- and physical infrastructure improvements.
In addition, a design roadmap was created that envisions a transportation transformation to a 2050 mobility scenario of seamless and sustainable international travel, supported by stakeholder collaboration and digital and physical infrastructure improvements.
This project, conducted within the Seamless Personal Mobility Lab and part of Task Team 1.6 of the TULIPS consortium, focuses on the development of a multimodal TRIP platform for passengers. In collaboration with SINTEF, the project aims to create a multifaceted design strategy that encourages sustainable travel behaviour and systemic change in the European passenger transport network.
Through extensive research, including literature reviews, market analysis, and expert interviews, key insights into designing for behavioural change were gained. Multiple design sprints and co-creation sessions resulted in four platform strategies that were quantitatively tested. The quantitative study provided a foundation for some final iterations and was synthesized into a final platform strategy.
The platform addresses motivational and capability barriers to sustainable travel by using choice architecture to nudge travelers toward sustainable options, inform them about their climate impact, and make sustainable choices salient, appealing, and feasible, allowing travelers to stop and rethink their habitual choices.
Additionally, a design roadmap has been created which envisions a transport shift towards a 2050 mobility scenario of seamless and sustainabale international travel, supported by stakeholder collaboration and digital- and physical infrastructure improvements.
In addition, a design roadmap was created that envisions a transportation transformation to a 2050 mobility scenario of seamless and sustainable international travel, supported by stakeholder collaboration and digital and physical infrastructure improvements.
Seamless bi-modal passenger transfers
Combining air travel with already available, more sustainable modalities
Short-haul planes leaving Amsterdam Airport Schiphol are criticized and/or disliked by many groups, including society, the government, and Actieagenda trein en luchtvaart 2020 (Rijksoverheid, 2020). Due to public opinion and political pressure, the airport is challenged to improve its sustainability. Since the airport relies heavily on hub-connected flights and has public transport nearby, integrating the buses and trains can help enhance the hub-and-spoke model of Amsterdam Airport Schiphol.
The client is investigated to understand the direction of the outcome. Internal analysis of the company revealed that the airport aims to be the most high-quality airport in the world (Schiphol Group, 2021). To achieve this, the company offers commodities that are (related to) infrastructure and facilities that support this infrastructure. With this, the company mainly relies on digitally supported services. This report concludes that facilitating what is within the transfer is the responsibility of RSG as per their current expertise. Additionally, the company's collaborations show they are committed to knowledge exchange and new business insights, including politics, proving they are "business creators." As a result, this project is shaped around these skills.
To understand how to create seamless passenger transfers, the problem is investigated. The literature review revealed that factors influence passengers' transfer experience: information and signage, distance, ticketing services, safety and security, special services, cleanliness and maintenance, commercial services, baggage services, and environment. To achieve high quality, the passenger has to perceive these as high quality. The research revealed that the less cognitive effort a passenger needs with the factor, the more seamless the travel is. With this in mind, the status quo of Amsterdam Airport Schiphol is understood via an explorative research approach. This graduation zoomed into the bi-modal product offered by KLM and Thalys.
The information and ticketing services must be improved for quality improvement within the current product. By looking at the offer at three comparable airport hubs, insights into the factors influencing the passenger experience have been gained. After an iteration of these ideas, evaluation sessions are held with internal stakeholders to make the ideas impactful and feasible. A session with KLM is held to evaluate the ideas. The evaluation sessions are analyzed to get a deeper understanding of the ideas. The ideas are put on three horizons, each based on priority. As for implementation, the airport depends on the airlines and train operators; the strategy for success is to create a clear, quick and easily implementable plan. To achieve this, the plan describes responsible parties. The ideas are put on three horizons, each based on priority:
1. Improvements to the current system.
2. Seizing the full potential of the current systems.
3. Changing the system
The ideas are: creating an online boarding pass, putting the departure terminal on the boarding pass, and creating a video to explain the transfer. Integrating the applications will be done, and digital wayfinding will be more feasible later.
The implementation roadmap explains the steps to create more seamless bi-modal passenger transfers. There are two strategies: either waiting for adoption or promoting adoption.
This thesis describes the process for improving the bi-modal journey at AMS and concludes with an implementation roadmap, a conclusion, discussion, limitations, and recommendations. ...
The client is investigated to understand the direction of the outcome. Internal analysis of the company revealed that the airport aims to be the most high-quality airport in the world (Schiphol Group, 2021). To achieve this, the company offers commodities that are (related to) infrastructure and facilities that support this infrastructure. With this, the company mainly relies on digitally supported services. This report concludes that facilitating what is within the transfer is the responsibility of RSG as per their current expertise. Additionally, the company's collaborations show they are committed to knowledge exchange and new business insights, including politics, proving they are "business creators." As a result, this project is shaped around these skills.
To understand how to create seamless passenger transfers, the problem is investigated. The literature review revealed that factors influence passengers' transfer experience: information and signage, distance, ticketing services, safety and security, special services, cleanliness and maintenance, commercial services, baggage services, and environment. To achieve high quality, the passenger has to perceive these as high quality. The research revealed that the less cognitive effort a passenger needs with the factor, the more seamless the travel is. With this in mind, the status quo of Amsterdam Airport Schiphol is understood via an explorative research approach. This graduation zoomed into the bi-modal product offered by KLM and Thalys.
The information and ticketing services must be improved for quality improvement within the current product. By looking at the offer at three comparable airport hubs, insights into the factors influencing the passenger experience have been gained. After an iteration of these ideas, evaluation sessions are held with internal stakeholders to make the ideas impactful and feasible. A session with KLM is held to evaluate the ideas. The evaluation sessions are analyzed to get a deeper understanding of the ideas. The ideas are put on three horizons, each based on priority. As for implementation, the airport depends on the airlines and train operators; the strategy for success is to create a clear, quick and easily implementable plan. To achieve this, the plan describes responsible parties. The ideas are put on three horizons, each based on priority:
1. Improvements to the current system.
2. Seizing the full potential of the current systems.
3. Changing the system
The ideas are: creating an online boarding pass, putting the departure terminal on the boarding pass, and creating a video to explain the transfer. Integrating the applications will be done, and digital wayfinding will be more feasible later.
The implementation roadmap explains the steps to create more seamless bi-modal passenger transfers. There are two strategies: either waiting for adoption or promoting adoption.
This thesis describes the process for improving the bi-modal journey at AMS and concludes with an implementation roadmap, a conclusion, discussion, limitations, and recommendations. ...
Short-haul planes leaving Amsterdam Airport Schiphol are criticized and/or disliked by many groups, including society, the government, and Actieagenda trein en luchtvaart 2020 (Rijksoverheid, 2020). Due to public opinion and political pressure, the airport is challenged to improve its sustainability. Since the airport relies heavily on hub-connected flights and has public transport nearby, integrating the buses and trains can help enhance the hub-and-spoke model of Amsterdam Airport Schiphol.
The client is investigated to understand the direction of the outcome. Internal analysis of the company revealed that the airport aims to be the most high-quality airport in the world (Schiphol Group, 2021). To achieve this, the company offers commodities that are (related to) infrastructure and facilities that support this infrastructure. With this, the company mainly relies on digitally supported services. This report concludes that facilitating what is within the transfer is the responsibility of RSG as per their current expertise. Additionally, the company's collaborations show they are committed to knowledge exchange and new business insights, including politics, proving they are "business creators." As a result, this project is shaped around these skills.
To understand how to create seamless passenger transfers, the problem is investigated. The literature review revealed that factors influence passengers' transfer experience: information and signage, distance, ticketing services, safety and security, special services, cleanliness and maintenance, commercial services, baggage services, and environment. To achieve high quality, the passenger has to perceive these as high quality. The research revealed that the less cognitive effort a passenger needs with the factor, the more seamless the travel is. With this in mind, the status quo of Amsterdam Airport Schiphol is understood via an explorative research approach. This graduation zoomed into the bi-modal product offered by KLM and Thalys.
The information and ticketing services must be improved for quality improvement within the current product. By looking at the offer at three comparable airport hubs, insights into the factors influencing the passenger experience have been gained. After an iteration of these ideas, evaluation sessions are held with internal stakeholders to make the ideas impactful and feasible. A session with KLM is held to evaluate the ideas. The evaluation sessions are analyzed to get a deeper understanding of the ideas. The ideas are put on three horizons, each based on priority. As for implementation, the airport depends on the airlines and train operators; the strategy for success is to create a clear, quick and easily implementable plan. To achieve this, the plan describes responsible parties. The ideas are put on three horizons, each based on priority:
1. Improvements to the current system.
2. Seizing the full potential of the current systems.
3. Changing the system
The ideas are: creating an online boarding pass, putting the departure terminal on the boarding pass, and creating a video to explain the transfer. Integrating the applications will be done, and digital wayfinding will be more feasible later.
The implementation roadmap explains the steps to create more seamless bi-modal passenger transfers. There are two strategies: either waiting for adoption or promoting adoption.
This thesis describes the process for improving the bi-modal journey at AMS and concludes with an implementation roadmap, a conclusion, discussion, limitations, and recommendations.
The client is investigated to understand the direction of the outcome. Internal analysis of the company revealed that the airport aims to be the most high-quality airport in the world (Schiphol Group, 2021). To achieve this, the company offers commodities that are (related to) infrastructure and facilities that support this infrastructure. With this, the company mainly relies on digitally supported services. This report concludes that facilitating what is within the transfer is the responsibility of RSG as per their current expertise. Additionally, the company's collaborations show they are committed to knowledge exchange and new business insights, including politics, proving they are "business creators." As a result, this project is shaped around these skills.
To understand how to create seamless passenger transfers, the problem is investigated. The literature review revealed that factors influence passengers' transfer experience: information and signage, distance, ticketing services, safety and security, special services, cleanliness and maintenance, commercial services, baggage services, and environment. To achieve high quality, the passenger has to perceive these as high quality. The research revealed that the less cognitive effort a passenger needs with the factor, the more seamless the travel is. With this in mind, the status quo of Amsterdam Airport Schiphol is understood via an explorative research approach. This graduation zoomed into the bi-modal product offered by KLM and Thalys.
The information and ticketing services must be improved for quality improvement within the current product. By looking at the offer at three comparable airport hubs, insights into the factors influencing the passenger experience have been gained. After an iteration of these ideas, evaluation sessions are held with internal stakeholders to make the ideas impactful and feasible. A session with KLM is held to evaluate the ideas. The evaluation sessions are analyzed to get a deeper understanding of the ideas. The ideas are put on three horizons, each based on priority. As for implementation, the airport depends on the airlines and train operators; the strategy for success is to create a clear, quick and easily implementable plan. To achieve this, the plan describes responsible parties. The ideas are put on three horizons, each based on priority:
1. Improvements to the current system.
2. Seizing the full potential of the current systems.
3. Changing the system
The ideas are: creating an online boarding pass, putting the departure terminal on the boarding pass, and creating a video to explain the transfer. Integrating the applications will be done, and digital wayfinding will be more feasible later.
The implementation roadmap explains the steps to create more seamless bi-modal passenger transfers. There are two strategies: either waiting for adoption or promoting adoption.
This thesis describes the process for improving the bi-modal journey at AMS and concludes with an implementation roadmap, a conclusion, discussion, limitations, and recommendations.
As more than half of the world's population now lives in cities, our cities are becoming increasingly crowded. This comes with an increase in mobility in these areas. The increased mobility causes an increase in air- and spatial pollution, which is primarily caused by private cars.
Multimodal travel, which includes public transportation and shared mobility, offers an alternative to private cars. This multimodal travel is supported by mobility hubs. They serve as physical locations that provide a variety of shared modalities, as well as a network of nodes connecting various mobility modes.
Buurthubs are a type of mobility hubs introduced in Amsterdam as part of the eHUBS European project. Buurthubs is a pilot project led by the Amsterdam municipality's Buurthubs team. As the end of this pilot approaches, the municipality wants to determine the next steps for implementing these hubs in the future.
During the discover phase of this thesis, Buurthubs and the challenges they face, as well as their broader context, were discovered. This was accomplished through literature research and a series of meetings with the Buurthubs team. A user research was conducted to understand the users' needs regarding the use of shared modalities. Next, during the define phase, the three following challenges were chosen to narrow the scope of this thesis: the accessibility of the hubs, both physically and digitally, the availability of modalities in the hubs, and user behavior change toward shared mobility. These challenges serve as the foundation for the roadmap, which is the thesis's design goal and end result. This roadmap was created and validated in collaboration with the Buurhubs team. The roadmap outlines a future vision as well as the various steps, actions, and developments required to achieve that vision.
The roadmap is delivered in an interactive format to increase its usability and readability for future municipal team members who will work on the hubs' implementation. In addition, a card set was created for a physical implementation of the interactive component. The roadmap's goal is to aid in the future implementation of mobility hubs in order to achieve more sustainable travel.
...
Multimodal travel, which includes public transportation and shared mobility, offers an alternative to private cars. This multimodal travel is supported by mobility hubs. They serve as physical locations that provide a variety of shared modalities, as well as a network of nodes connecting various mobility modes.
Buurthubs are a type of mobility hubs introduced in Amsterdam as part of the eHUBS European project. Buurthubs is a pilot project led by the Amsterdam municipality's Buurthubs team. As the end of this pilot approaches, the municipality wants to determine the next steps for implementing these hubs in the future.
During the discover phase of this thesis, Buurthubs and the challenges they face, as well as their broader context, were discovered. This was accomplished through literature research and a series of meetings with the Buurthubs team. A user research was conducted to understand the users' needs regarding the use of shared modalities. Next, during the define phase, the three following challenges were chosen to narrow the scope of this thesis: the accessibility of the hubs, both physically and digitally, the availability of modalities in the hubs, and user behavior change toward shared mobility. These challenges serve as the foundation for the roadmap, which is the thesis's design goal and end result. This roadmap was created and validated in collaboration with the Buurhubs team. The roadmap outlines a future vision as well as the various steps, actions, and developments required to achieve that vision.
The roadmap is delivered in an interactive format to increase its usability and readability for future municipal team members who will work on the hubs' implementation. In addition, a card set was created for a physical implementation of the interactive component. The roadmap's goal is to aid in the future implementation of mobility hubs in order to achieve more sustainable travel.
...
As more than half of the world's population now lives in cities, our cities are becoming increasingly crowded. This comes with an increase in mobility in these areas. The increased mobility causes an increase in air- and spatial pollution, which is primarily caused by private cars.
Multimodal travel, which includes public transportation and shared mobility, offers an alternative to private cars. This multimodal travel is supported by mobility hubs. They serve as physical locations that provide a variety of shared modalities, as well as a network of nodes connecting various mobility modes.
Buurthubs are a type of mobility hubs introduced in Amsterdam as part of the eHUBS European project. Buurthubs is a pilot project led by the Amsterdam municipality's Buurthubs team. As the end of this pilot approaches, the municipality wants to determine the next steps for implementing these hubs in the future.
During the discover phase of this thesis, Buurthubs and the challenges they face, as well as their broader context, were discovered. This was accomplished through literature research and a series of meetings with the Buurthubs team. A user research was conducted to understand the users' needs regarding the use of shared modalities. Next, during the define phase, the three following challenges were chosen to narrow the scope of this thesis: the accessibility of the hubs, both physically and digitally, the availability of modalities in the hubs, and user behavior change toward shared mobility. These challenges serve as the foundation for the roadmap, which is the thesis's design goal and end result. This roadmap was created and validated in collaboration with the Buurhubs team. The roadmap outlines a future vision as well as the various steps, actions, and developments required to achieve that vision.
The roadmap is delivered in an interactive format to increase its usability and readability for future municipal team members who will work on the hubs' implementation. In addition, a card set was created for a physical implementation of the interactive component. The roadmap's goal is to aid in the future implementation of mobility hubs in order to achieve more sustainable travel.
Multimodal travel, which includes public transportation and shared mobility, offers an alternative to private cars. This multimodal travel is supported by mobility hubs. They serve as physical locations that provide a variety of shared modalities, as well as a network of nodes connecting various mobility modes.
Buurthubs are a type of mobility hubs introduced in Amsterdam as part of the eHUBS European project. Buurthubs is a pilot project led by the Amsterdam municipality's Buurthubs team. As the end of this pilot approaches, the municipality wants to determine the next steps for implementing these hubs in the future.
During the discover phase of this thesis, Buurthubs and the challenges they face, as well as their broader context, were discovered. This was accomplished through literature research and a series of meetings with the Buurthubs team. A user research was conducted to understand the users' needs regarding the use of shared modalities. Next, during the define phase, the three following challenges were chosen to narrow the scope of this thesis: the accessibility of the hubs, both physically and digitally, the availability of modalities in the hubs, and user behavior change toward shared mobility. These challenges serve as the foundation for the roadmap, which is the thesis's design goal and end result. This roadmap was created and validated in collaboration with the Buurhubs team. The roadmap outlines a future vision as well as the various steps, actions, and developments required to achieve that vision.
The roadmap is delivered in an interactive format to increase its usability and readability for future municipal team members who will work on the hubs' implementation. In addition, a card set was created for a physical implementation of the interactive component. The roadmap's goal is to aid in the future implementation of mobility hubs in order to achieve more sustainable travel.
Seamless Mobility
A strategic intervention integrating public & shared mobility using a complementary travel product
Just a couple of years ago the delineation between the public and the private sector was clear. However, with the introduction and proliferation of shared mobility providers, the boundary is becoming fuzzy, especially since these newcomers all use their own specific way of checking in and out. Because they are not incorporated into a single digital ecosystem, the journey from door to door is becoming less seamless the more mobility providers are added to the market. The goal of this thesis is to fully understand what exactly constitutes seamless mobility and how it can be incorporated into the Dutch mobility sector. Consolidating research presented in this thesis in combination with previous research, a full traveller journey map is constructed in which anti- seamless behaviour is identified. Checking in to both a train station gate and a shared modality are the least seamless aspects of the journey. Therefore a new novel seamless interaction idea is presented. The proposed interaction is essentially the inverse of the current situation revolving around the idea of a wireless digital handshake. Wherein the old scenario the traveller must physically present a modality-specific identifier to a permanently closed barrier i.e. gate or moped, a traveller now carries a small modality non-specific token which can be detected by a gate at the train station or by a parked shared modality if it is in close proximity. Check-in gates at the train station are now permanently open and subsequently will only close when a valid token is not detected i.e. the digital handshake cannot be made. The same goes for checking in on a shared modality. Shared modalities are permanently unlocked and turned on and will cut the power, apply the brakes, or sounds an alarm when a valid token is not detected i.e. the digital handshake cannot be made. The combination of the wireless technologies PKES and UWB are selected. The introduction of the aforementioned seamless mobility scenario is dependent on the integration of public transportation and shared mobility services. Based on interviews with a municipality, a shared mobility provider, desk research, and leveraging the future introduction of Account Based Ticketing, nine strategic interventions are proposed. Now made possible by the strategic blueprint, research is done on how future travellers will react to the reimagined seamless mobility scenario. This is done through a series of interaction prototyping tests. Insights are translated in a redesigned travel token, a seamless train station gate, and a seamless scooter. A demonstrator prototype is built for attendees at the thesis defence to experience the reimagined seamless travel scenario.
...
Just a couple of years ago the delineation between the public and the private sector was clear. However, with the introduction and proliferation of shared mobility providers, the boundary is becoming fuzzy, especially since these newcomers all use their own specific way of checking in and out. Because they are not incorporated into a single digital ecosystem, the journey from door to door is becoming less seamless the more mobility providers are added to the market. The goal of this thesis is to fully understand what exactly constitutes seamless mobility and how it can be incorporated into the Dutch mobility sector. Consolidating research presented in this thesis in combination with previous research, a full traveller journey map is constructed in which anti- seamless behaviour is identified. Checking in to both a train station gate and a shared modality are the least seamless aspects of the journey. Therefore a new novel seamless interaction idea is presented. The proposed interaction is essentially the inverse of the current situation revolving around the idea of a wireless digital handshake. Wherein the old scenario the traveller must physically present a modality-specific identifier to a permanently closed barrier i.e. gate or moped, a traveller now carries a small modality non-specific token which can be detected by a gate at the train station or by a parked shared modality if it is in close proximity. Check-in gates at the train station are now permanently open and subsequently will only close when a valid token is not detected i.e. the digital handshake cannot be made. The same goes for checking in on a shared modality. Shared modalities are permanently unlocked and turned on and will cut the power, apply the brakes, or sounds an alarm when a valid token is not detected i.e. the digital handshake cannot be made. The combination of the wireless technologies PKES and UWB are selected. The introduction of the aforementioned seamless mobility scenario is dependent on the integration of public transportation and shared mobility services. Based on interviews with a municipality, a shared mobility provider, desk research, and leveraging the future introduction of Account Based Ticketing, nine strategic interventions are proposed. Now made possible by the strategic blueprint, research is done on how future travellers will react to the reimagined seamless mobility scenario. This is done through a series of interaction prototyping tests. Insights are translated in a redesigned travel token, a seamless train station gate, and a seamless scooter. A demonstrator prototype is built for attendees at the thesis defence to experience the reimagined seamless travel scenario.
The issue of inclusion is receiving more and more attention. Additionally, mobility is undergoing a fundamental transformation toward inclusivity as a result of technological trends. This gave rise to the chance for this project, which aims to investigate how mobility may be more inclusive, draw in a larger audience, and address fresh narratives that genuinely speak to and belong to everyone.
MaaS is a concept that unifies access-based mobility services like public transportation and others onto a single, user-friendly platform. Users will no longer need to make significant investments to maintain access to transportation as a result. They are able to carry out door-to-door travel at a time that works for them. Using this integrated system, transportation companies can build a network that more effectively serves the necessary region and its users. There is still a long way to go before a fast, flexible, reliable, seamless MaaS experience can be realised. Therefore a long-term approach must be adopted by using a design roadmap. This provides the opportunity to work towards the full potential of a MaaS system by keeping the elderly involved in the whole process.
The roadmap’s greatest contribution to inclusiveness is that it, on the one hand, encourages the mobility sector to take a more active role in changing the behaviour of elderly and incorporating them in the design process of this new ecosystem. On the other hand, it shows that so much needs to be done to achieve this and that to this day we are far from inclusive when it comes to our mobility offerings.
In validation tests with experts, the roadmaps’s desirability was investigated. These evaluation interviews provided an enriched understanding on how the roadmap contributes to available knowledge and how it can be used as a strategic way to encourage change and development of the MaaS concept. These insights combined were used to formulate the final recommendations. Next to that, the insights into inclusive design were used to give Label A advice on how to implement this in their current design process, in part by putting together a workshop to establish inclusive design principles with clients.
...
MaaS is a concept that unifies access-based mobility services like public transportation and others onto a single, user-friendly platform. Users will no longer need to make significant investments to maintain access to transportation as a result. They are able to carry out door-to-door travel at a time that works for them. Using this integrated system, transportation companies can build a network that more effectively serves the necessary region and its users. There is still a long way to go before a fast, flexible, reliable, seamless MaaS experience can be realised. Therefore a long-term approach must be adopted by using a design roadmap. This provides the opportunity to work towards the full potential of a MaaS system by keeping the elderly involved in the whole process.
The roadmap’s greatest contribution to inclusiveness is that it, on the one hand, encourages the mobility sector to take a more active role in changing the behaviour of elderly and incorporating them in the design process of this new ecosystem. On the other hand, it shows that so much needs to be done to achieve this and that to this day we are far from inclusive when it comes to our mobility offerings.
In validation tests with experts, the roadmaps’s desirability was investigated. These evaluation interviews provided an enriched understanding on how the roadmap contributes to available knowledge and how it can be used as a strategic way to encourage change and development of the MaaS concept. These insights combined were used to formulate the final recommendations. Next to that, the insights into inclusive design were used to give Label A advice on how to implement this in their current design process, in part by putting together a workshop to establish inclusive design principles with clients.
...
The issue of inclusion is receiving more and more attention. Additionally, mobility is undergoing a fundamental transformation toward inclusivity as a result of technological trends. This gave rise to the chance for this project, which aims to investigate how mobility may be more inclusive, draw in a larger audience, and address fresh narratives that genuinely speak to and belong to everyone.
MaaS is a concept that unifies access-based mobility services like public transportation and others onto a single, user-friendly platform. Users will no longer need to make significant investments to maintain access to transportation as a result. They are able to carry out door-to-door travel at a time that works for them. Using this integrated system, transportation companies can build a network that more effectively serves the necessary region and its users. There is still a long way to go before a fast, flexible, reliable, seamless MaaS experience can be realised. Therefore a long-term approach must be adopted by using a design roadmap. This provides the opportunity to work towards the full potential of a MaaS system by keeping the elderly involved in the whole process.
The roadmap’s greatest contribution to inclusiveness is that it, on the one hand, encourages the mobility sector to take a more active role in changing the behaviour of elderly and incorporating them in the design process of this new ecosystem. On the other hand, it shows that so much needs to be done to achieve this and that to this day we are far from inclusive when it comes to our mobility offerings.
In validation tests with experts, the roadmaps’s desirability was investigated. These evaluation interviews provided an enriched understanding on how the roadmap contributes to available knowledge and how it can be used as a strategic way to encourage change and development of the MaaS concept. These insights combined were used to formulate the final recommendations. Next to that, the insights into inclusive design were used to give Label A advice on how to implement this in their current design process, in part by putting together a workshop to establish inclusive design principles with clients.
MaaS is a concept that unifies access-based mobility services like public transportation and others onto a single, user-friendly platform. Users will no longer need to make significant investments to maintain access to transportation as a result. They are able to carry out door-to-door travel at a time that works for them. Using this integrated system, transportation companies can build a network that more effectively serves the necessary region and its users. There is still a long way to go before a fast, flexible, reliable, seamless MaaS experience can be realised. Therefore a long-term approach must be adopted by using a design roadmap. This provides the opportunity to work towards the full potential of a MaaS system by keeping the elderly involved in the whole process.
The roadmap’s greatest contribution to inclusiveness is that it, on the one hand, encourages the mobility sector to take a more active role in changing the behaviour of elderly and incorporating them in the design process of this new ecosystem. On the other hand, it shows that so much needs to be done to achieve this and that to this day we are far from inclusive when it comes to our mobility offerings.
In validation tests with experts, the roadmaps’s desirability was investigated. These evaluation interviews provided an enriched understanding on how the roadmap contributes to available knowledge and how it can be used as a strategic way to encourage change and development of the MaaS concept. These insights combined were used to formulate the final recommendations. Next to that, the insights into inclusive design were used to give Label A advice on how to implement this in their current design process, in part by putting together a workshop to establish inclusive design principles with clients.
Get inspired
A MaaS journey planner sparking travellers with endless personalised travel possibilities
With increasing populations, the need for transportation is increasing as well. This creates societal issues putting pressure on the affordability of transport, the liveability of cities and sustainability of mobility infrastructure. The radical innovation that could potentially reform the entire transport system in order to tackle these societal challenges is Mobility as a Service. But for MaaS to become a succes, the current way the Dutch mobility system functions has to change, and travellers need to adopt the use of the system in a way that societal issues will actually be solved. Whereas current developments regarding MaaS in the Netherlands are mainly focussed on creating a base on technical and policy level, this graduation project puts the individual traveller central. In collaboration with RET, 9292 and the Seamless Personal Mobility lab, the project evolved around the process of designing of a mobile MaaS journey plan application that supports travellers with tailormade travel advice to fulfil trip-dependent needs, when preparing a door-to-door travel plan. As a case study, the target group entailed travellers that travel to incidental leisure activities and live in an urban area with a large mobility offer (like Rotterdam). Along the line of a user-centred double diamond process, a variety of research activities and multiple design iterations are conducted with extensive user involvement to unravel true user needs and creating desirable and usable experiences. Based on the insights gained, a design of a mobile journey planner MaaS application is envisioned, prototyped and evaluated with travellers, mobility, design and technology experts. For MaaS to become a success, the service should provide added value for travellers to adopt the service and stimulate a positive travel behaviour change. Currently the way people travel is very much rooted in existing habits and routines. Cross-checking multiple application is carried out in search of finding the best travel plan fulfilling travellers’ specific travel needs. To improve the current process of planning a trip, the final design is focussed around supporting travellers in their information search on travel possibilities and evaluation of these alternatives. Design criteria for creating a personally relevant travel plan The process of creating a door-to-door travel plan should provide travellers with freedom of control and choice, speed and ease. Besides to create a window of opportunity for positive travel behaviour change, the design should provide personally relevant inspiration on a diversity of travel modes and allow for a clear comparison on different modes on each leg of the trip as well as for travels plans as a whole. Get inspired – a MaaS journey planner The final design is a journey planner sparking travellers with endless personalised travel possibilities. In the form of a white-label app, this design is envisioned being part of a MaaS application that supports travellers in their search for information and evaluation of possible travel modes and routes. The app provides travellers with two methods to create a door-to-door travel plan. The Reismodus method provides a few complete travel plans filtered by a personally chosen travel mode. On the other hand, travellers are provided with full control by the ability to compose the entire travel plan from scratch. On top of that, creating a profile and adding personal transport modes, subscriptions and/or discount cards, allows for evaluating the data that are truly apply to oneself. Evaluating on desirability, viability, feasibility and integrity The final design is evaluated with travellers, and design, technology and mobility experts on desirability, feasibility, viability and integrity. Conducting different guerrilla tests provided insights in the desire for an ‘advanced profile’ to support receive personally relevant travel suggestions and information, and a clear division of ‘Reismodus advocates’ and ‘Stel samen advocates’. Besides the different functionalities of the final design are provided an initial estimation on the level of complexity, and are reviewed by design experts on usability and UX patterns. Eventually a variety of evaluation sessions with mobility experts generated insights in the design’s strengths and weaknesses, as well as potential opportunities and threats.
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With increasing populations, the need for transportation is increasing as well. This creates societal issues putting pressure on the affordability of transport, the liveability of cities and sustainability of mobility infrastructure. The radical innovation that could potentially reform the entire transport system in order to tackle these societal challenges is Mobility as a Service. But for MaaS to become a succes, the current way the Dutch mobility system functions has to change, and travellers need to adopt the use of the system in a way that societal issues will actually be solved. Whereas current developments regarding MaaS in the Netherlands are mainly focussed on creating a base on technical and policy level, this graduation project puts the individual traveller central. In collaboration with RET, 9292 and the Seamless Personal Mobility lab, the project evolved around the process of designing of a mobile MaaS journey plan application that supports travellers with tailormade travel advice to fulfil trip-dependent needs, when preparing a door-to-door travel plan. As a case study, the target group entailed travellers that travel to incidental leisure activities and live in an urban area with a large mobility offer (like Rotterdam). Along the line of a user-centred double diamond process, a variety of research activities and multiple design iterations are conducted with extensive user involvement to unravel true user needs and creating desirable and usable experiences. Based on the insights gained, a design of a mobile journey planner MaaS application is envisioned, prototyped and evaluated with travellers, mobility, design and technology experts. For MaaS to become a success, the service should provide added value for travellers to adopt the service and stimulate a positive travel behaviour change. Currently the way people travel is very much rooted in existing habits and routines. Cross-checking multiple application is carried out in search of finding the best travel plan fulfilling travellers’ specific travel needs. To improve the current process of planning a trip, the final design is focussed around supporting travellers in their information search on travel possibilities and evaluation of these alternatives. Design criteria for creating a personally relevant travel plan The process of creating a door-to-door travel plan should provide travellers with freedom of control and choice, speed and ease. Besides to create a window of opportunity for positive travel behaviour change, the design should provide personally relevant inspiration on a diversity of travel modes and allow for a clear comparison on different modes on each leg of the trip as well as for travels plans as a whole. Get inspired – a MaaS journey planner The final design is a journey planner sparking travellers with endless personalised travel possibilities. In the form of a white-label app, this design is envisioned being part of a MaaS application that supports travellers in their search for information and evaluation of possible travel modes and routes. The app provides travellers with two methods to create a door-to-door travel plan. The Reismodus method provides a few complete travel plans filtered by a personally chosen travel mode. On the other hand, travellers are provided with full control by the ability to compose the entire travel plan from scratch. On top of that, creating a profile and adding personal transport modes, subscriptions and/or discount cards, allows for evaluating the data that are truly apply to oneself. Evaluating on desirability, viability, feasibility and integrity The final design is evaluated with travellers, and design, technology and mobility experts on desirability, feasibility, viability and integrity. Conducting different guerrilla tests provided insights in the desire for an ‘advanced profile’ to support receive personally relevant travel suggestions and information, and a clear division of ‘Reismodus advocates’ and ‘Stel samen advocates’. Besides the different functionalities of the final design are provided an initial estimation on the level of complexity, and are reviewed by design experts on usability and UX patterns. Eventually a variety of evaluation sessions with mobility experts generated insights in the design’s strengths and weaknesses, as well as potential opportunities and threats.
With a fleet of 1,9 million vehicles, LeasePlan is the largest player on the lease and fleet management market in the Netherlands as well as worldwide (LeasePlan, 2021). They believe in their Car-as-a-Service strategy that unburdens users with the hassle that comes with the ownership of a car.
The fleet of cars and light commercial vehicles is allocated for 73% at corporate client (companies with a fleet >25 vehicles). There is continuous movement in this market segment due to developments such as mobility budgets and total mobility solutions. During the last years, there was much talk around these subjects. However, it was mostly talking without concrete action leading to change. The impact of the COVID-19 pandemic was felt around the world. The restrictions to our daily lives to contain the virus had far-reaching consequences on how we moved around the last 1,5 years. The number of kilometres driven for business purposes decreased in 2020 by 26% in comparison to the year before (NZMO, 2021). With the lease cars sitting on the driveways, companies were looking to update their mobility policy to facilitate the ‘new normal’ after the pandemic.
In the first part of this report, the mobility trends, market movement towards total mobility solutions, LeasePlan and the changing mobility needs of the employer and employee are analysed.
The call to create more sustainable and flexible corporate mobility solutions were present in the different analyses. The market is rapidly moving in the direction where the employee chooses between different modalities to travel the needed business kilometres. The direct competitors of LeasePlan are working on total mobility solutions that, next to the traditional lease car, include shared car services, public transport and e-bikes. LeasePlan is currently moving in the same direction with the development of a total mobility solution.
The employees are divided in their view towards the lease car. There is a growing group that is actively avoiding the lease car choosing for a cash option even though they are eligible for a lease car. They do not want the rigidity of a four-year contract. The counterpart is the group that uses the lease car for personal mobility needs. When the lease car was stationary for corporate kilometres during COVID-19, it was still regularly being used to drive privately.
Using the current strengths of LeasePlan and the insights from the analyses, an ecosystem was designed to transform the lease car into a shared modality. SharedLease is a new proposition that LeasePlan integrates within their future total mobility solution. The new proposition allows colleagues without a lease car to make business kilometres in an appropriate car. The lease car drivers will receive credits when they make the car available to their colleagues. With these credits, they can purchase a vacation car. Solving one of the main reasons employees do not want an electric lease car is range anxiety (Crothers, 2020). In this report, SharedLease is elaborated and the horizon before and after is presented.
SharedLease allows LeasePlan to venture towards shared car services while staying within their current Car-as-a-Service strategy. Meanwhile, the changing mobility needs due to the ‘new normal’ after the COVID-19 pandemic are met, giving the employee the needed flexibility.
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With a fleet of 1,9 million vehicles, LeasePlan is the largest player on the lease and fleet management market in the Netherlands as well as worldwide (LeasePlan, 2021). They believe in their Car-as-a-Service strategy that unburdens users with the hassle that comes with the ownership of a car.
The fleet of cars and light commercial vehicles is allocated for 73% at corporate client (companies with a fleet >25 vehicles). There is continuous movement in this market segment due to developments such as mobility budgets and total mobility solutions. During the last years, there was much talk around these subjects. However, it was mostly talking without concrete action leading to change. The impact of the COVID-19 pandemic was felt around the world. The restrictions to our daily lives to contain the virus had far-reaching consequences on how we moved around the last 1,5 years. The number of kilometres driven for business purposes decreased in 2020 by 26% in comparison to the year before (NZMO, 2021). With the lease cars sitting on the driveways, companies were looking to update their mobility policy to facilitate the ‘new normal’ after the pandemic.
In the first part of this report, the mobility trends, market movement towards total mobility solutions, LeasePlan and the changing mobility needs of the employer and employee are analysed.
The call to create more sustainable and flexible corporate mobility solutions were present in the different analyses. The market is rapidly moving in the direction where the employee chooses between different modalities to travel the needed business kilometres. The direct competitors of LeasePlan are working on total mobility solutions that, next to the traditional lease car, include shared car services, public transport and e-bikes. LeasePlan is currently moving in the same direction with the development of a total mobility solution.
The employees are divided in their view towards the lease car. There is a growing group that is actively avoiding the lease car choosing for a cash option even though they are eligible for a lease car. They do not want the rigidity of a four-year contract. The counterpart is the group that uses the lease car for personal mobility needs. When the lease car was stationary for corporate kilometres during COVID-19, it was still regularly being used to drive privately.
Using the current strengths of LeasePlan and the insights from the analyses, an ecosystem was designed to transform the lease car into a shared modality. SharedLease is a new proposition that LeasePlan integrates within their future total mobility solution. The new proposition allows colleagues without a lease car to make business kilometres in an appropriate car. The lease car drivers will receive credits when they make the car available to their colleagues. With these credits, they can purchase a vacation car. Solving one of the main reasons employees do not want an electric lease car is range anxiety (Crothers, 2020). In this report, SharedLease is elaborated and the horizon before and after is presented.
SharedLease allows LeasePlan to venture towards shared car services while staying within their current Car-as-a-Service strategy. Meanwhile, the changing mobility needs due to the ‘new normal’ after the COVID-19 pandemic are met, giving the employee the needed flexibility.
A user centered vision for the ecosystem of shared autonomous vehicles
For 2040 within the MRDH
Our personal mobility systems will undergo a significant transformation with the emergence of electrified drivetrains, shared services, and autonomous technology (Sprei, 2018). We can already plan door-to-door transport, share various mobility modes, drive fully electric cars, and several vehicles can assist with some driving functions like automatic braking or parking.
The three-way-innovation – sharing, autonomous, electrified – is expected to be the most significant disruption (Sprei, 2018; Greenblatt and Shaheen, 2015; Walker and Johnson, 2016). These shared autonomous vehicles (SAV) could significantly impact our day-to-day lives. Governments and societies should be encouraged to engage and respond to these inevitable transportation disruptions pro-actively. If they do not, it could have an undesirable effect on cities and society in the long term. We cannot only rely on technology, creating a desirable disruption. It is necessary to steer this disruption in a desirable way (Sprei, 2018). In steering this disruption, it is important to focus on the user and its needs in the future. As this disruption is highly complex, a holistic view is needed to design a desirable SAV- system. In this project, many different stakeholders’ views are considered, including future users, government, and involved companies. This project aims to formulate a user-centered vision for shared autonomous vehicles in the year 2040 and design a connected SAV-ecosystem for the Metropole region Rotterdam-The Hague (MRDH). The final goal is to create a user-centered solution that is feasible in terms of technology, societal desirability, and business feasibility that inspires involved stakeholders.
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The three-way-innovation – sharing, autonomous, electrified – is expected to be the most significant disruption (Sprei, 2018; Greenblatt and Shaheen, 2015; Walker and Johnson, 2016). These shared autonomous vehicles (SAV) could significantly impact our day-to-day lives. Governments and societies should be encouraged to engage and respond to these inevitable transportation disruptions pro-actively. If they do not, it could have an undesirable effect on cities and society in the long term. We cannot only rely on technology, creating a desirable disruption. It is necessary to steer this disruption in a desirable way (Sprei, 2018). In steering this disruption, it is important to focus on the user and its needs in the future. As this disruption is highly complex, a holistic view is needed to design a desirable SAV- system. In this project, many different stakeholders’ views are considered, including future users, government, and involved companies. This project aims to formulate a user-centered vision for shared autonomous vehicles in the year 2040 and design a connected SAV-ecosystem for the Metropole region Rotterdam-The Hague (MRDH). The final goal is to create a user-centered solution that is feasible in terms of technology, societal desirability, and business feasibility that inspires involved stakeholders.
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Our personal mobility systems will undergo a significant transformation with the emergence of electrified drivetrains, shared services, and autonomous technology (Sprei, 2018). We can already plan door-to-door transport, share various mobility modes, drive fully electric cars, and several vehicles can assist with some driving functions like automatic braking or parking.
The three-way-innovation – sharing, autonomous, electrified – is expected to be the most significant disruption (Sprei, 2018; Greenblatt and Shaheen, 2015; Walker and Johnson, 2016). These shared autonomous vehicles (SAV) could significantly impact our day-to-day lives. Governments and societies should be encouraged to engage and respond to these inevitable transportation disruptions pro-actively. If they do not, it could have an undesirable effect on cities and society in the long term. We cannot only rely on technology, creating a desirable disruption. It is necessary to steer this disruption in a desirable way (Sprei, 2018). In steering this disruption, it is important to focus on the user and its needs in the future. As this disruption is highly complex, a holistic view is needed to design a desirable SAV- system. In this project, many different stakeholders’ views are considered, including future users, government, and involved companies. This project aims to formulate a user-centered vision for shared autonomous vehicles in the year 2040 and design a connected SAV-ecosystem for the Metropole region Rotterdam-The Hague (MRDH). The final goal is to create a user-centered solution that is feasible in terms of technology, societal desirability, and business feasibility that inspires involved stakeholders.
The three-way-innovation – sharing, autonomous, electrified – is expected to be the most significant disruption (Sprei, 2018; Greenblatt and Shaheen, 2015; Walker and Johnson, 2016). These shared autonomous vehicles (SAV) could significantly impact our day-to-day lives. Governments and societies should be encouraged to engage and respond to these inevitable transportation disruptions pro-actively. If they do not, it could have an undesirable effect on cities and society in the long term. We cannot only rely on technology, creating a desirable disruption. It is necessary to steer this disruption in a desirable way (Sprei, 2018). In steering this disruption, it is important to focus on the user and its needs in the future. As this disruption is highly complex, a holistic view is needed to design a desirable SAV- system. In this project, many different stakeholders’ views are considered, including future users, government, and involved companies. This project aims to formulate a user-centered vision for shared autonomous vehicles in the year 2040 and design a connected SAV-ecosystem for the Metropole region Rotterdam-The Hague (MRDH). The final goal is to create a user-centered solution that is feasible in terms of technology, societal desirability, and business feasibility that inspires involved stakeholders.
The high quality public transport network implemented by R-net, short for Randstadnet, follows a product formula on multiple public transport modalities (bus, tram, metro, and train) and acts as a quality mark. R-net is a collaboration between six public transport authorities and nine operators. However, currently R-net is confusing the traveller and losing credibility among its stakeholders. Ultimately, an aligned future vision and collaboration structure is missing. This project creates a future vision, illustrates how R-net should look like in this future and proposes a strategy for how to reach this. In 2040, commuting with the high quality public transport network is the norm. The vision is based on relevant trends and the future fulfilment of the six fundamental needs of the commuter; comfort, autonomy, security, recognition, competence and morality. It presents a seamless door-to-door travel experience integrating different modalities. Three concepts were created to explore how R-net should look like in this future vision. These were combined to the final future role of R-net: B1-net, for a journey without worries. B1-net will be the facilitator for collaboration with the stakeholders in the future high quality public transport network with the help of a mobility roundtable structure. Furthermore, it will provide certainty to the traveller by being in direct contact with them, utilise a certification structure and enable safe data sharing. The communication with the traveller happens via a mascot of a bee. The bee flies along with the traveller in their journey providing this certainty. The experience of the traveller in the vision and concept of the high quality public transport network addresses their fundamental needs and provides certainty. Therefore it will be more attractive and has the possibility to attract more travellers to the network instead of their car. This is beneficial to reach societal goals, like CO2 reduction. For the transition from R-net into B1-net, an organisation strategy is proposed with the help of the analogy of how bees make honey. First, R-net will need to ‘prepare’, collect nectar. A reconstruction will take place to a full-time commitment and the customer service for the traveller is started. This is followed by ‘starting the real process’ which represents how a bee shares its nectar. The public transport authorities are persuaded to join the network and the mobility roundtable is initiated. Hereafter, the honey is capped with beeswax which explains ‘seal the deal’. Public transport operators already connected to R-net are persuaded and the first B1-certificat is allocated. The next step is ‘nurture and expand’, like filling more cells in the honeycomb. This step is about expanding the network and keep revising the requirements for the certificate until in 2040 there is a complete ecosystem of the high quality public transport network. When the honey is ready. The strategy is implemented in a roadmap together with the traveller needs, trends and launch strategy to give a complete overview of how to reach the vision: Commuting with the high quality public transport network is the norm.
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The high quality public transport network implemented by R-net, short for Randstadnet, follows a product formula on multiple public transport modalities (bus, tram, metro, and train) and acts as a quality mark. R-net is a collaboration between six public transport authorities and nine operators. However, currently R-net is confusing the traveller and losing credibility among its stakeholders. Ultimately, an aligned future vision and collaboration structure is missing. This project creates a future vision, illustrates how R-net should look like in this future and proposes a strategy for how to reach this. In 2040, commuting with the high quality public transport network is the norm. The vision is based on relevant trends and the future fulfilment of the six fundamental needs of the commuter; comfort, autonomy, security, recognition, competence and morality. It presents a seamless door-to-door travel experience integrating different modalities. Three concepts were created to explore how R-net should look like in this future vision. These were combined to the final future role of R-net: B1-net, for a journey without worries. B1-net will be the facilitator for collaboration with the stakeholders in the future high quality public transport network with the help of a mobility roundtable structure. Furthermore, it will provide certainty to the traveller by being in direct contact with them, utilise a certification structure and enable safe data sharing. The communication with the traveller happens via a mascot of a bee. The bee flies along with the traveller in their journey providing this certainty. The experience of the traveller in the vision and concept of the high quality public transport network addresses their fundamental needs and provides certainty. Therefore it will be more attractive and has the possibility to attract more travellers to the network instead of their car. This is beneficial to reach societal goals, like CO2 reduction. For the transition from R-net into B1-net, an organisation strategy is proposed with the help of the analogy of how bees make honey. First, R-net will need to ‘prepare’, collect nectar. A reconstruction will take place to a full-time commitment and the customer service for the traveller is started. This is followed by ‘starting the real process’ which represents how a bee shares its nectar. The public transport authorities are persuaded to join the network and the mobility roundtable is initiated. Hereafter, the honey is capped with beeswax which explains ‘seal the deal’. Public transport operators already connected to R-net are persuaded and the first B1-certificat is allocated. The next step is ‘nurture and expand’, like filling more cells in the honeycomb. This step is about expanding the network and keep revising the requirements for the certificate until in 2040 there is a complete ecosystem of the high quality public transport network. When the honey is ready. The strategy is implemented in a roadmap together with the traveller needs, trends and launch strategy to give a complete overview of how to reach the vision: Commuting with the high quality public transport network is the norm.
The MaaS design for incentivizing sustainable mobility
From dutch drivers' perspective
This study explores how to incentivise dutch drivers to choose more sustainable modes of travel, what are the major challenges and what are the possible solutions. Based on the impact of travel demand on the environment and private car ownership and use in the Netherlands, It is found that the continuous growth of mobility consumption demand is undermining environmental sustainability. Meanwhile, through in-depth user research, the main influencing factors and main thinking process of driver's travel decision are explored. There is a clear gap between attitude and action in the feedback on sustainability issues. Through the overall planning of the service design and the MaaS product ecosystem and roadmap, MobiFi MaaS aims to solve the corresponding difficulties and provide sustainable and viable driving options for drivers. Through the point-to-surface behavior change mechanism, feasible solutions are first offered, and small incentives are then offered to influence small decisions (for example, indoor parking is more favorable than outdoor parking, and users can gain green points). In the end, the ultimate vision of 'In the future, people who choose green travel methods should be rewarded' can be achieved.
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This study explores how to incentivise dutch drivers to choose more sustainable modes of travel, what are the major challenges and what are the possible solutions. Based on the impact of travel demand on the environment and private car ownership and use in the Netherlands, It is found that the continuous growth of mobility consumption demand is undermining environmental sustainability. Meanwhile, through in-depth user research, the main influencing factors and main thinking process of driver's travel decision are explored. There is a clear gap between attitude and action in the feedback on sustainability issues. Through the overall planning of the service design and the MaaS product ecosystem and roadmap, MobiFi MaaS aims to solve the corresponding difficulties and provide sustainable and viable driving options for drivers. Through the point-to-surface behavior change mechanism, feasible solutions are first offered, and small incentives are then offered to influence small decisions (for example, indoor parking is more favorable than outdoor parking, and users can gain green points). In the end, the ultimate vision of 'In the future, people who choose green travel methods should be rewarded' can be achieved.
A service design vision for air-rail journeys
Stimulating travellers to make a more sustainable choice by integrating international trains and flights
Concerns regarding the environmental impact of the aviation sector areincreasing. Especially short distance flights within Europe are criticized,since these itineraries could be replaced by more sustainable alternatives,namely international trains. More specifically, international trains combinedwith long distance flights, the air-rail journey, could be a sustainablealternative for the multi-leg flight. This graduation project explores whatis needed to make a shift from multi-leg flights to air-rail journeys withinEurope in 2030.The project is executed within the Seamless Personal Mobility Lab.Partners of the project are NS International, Schiphol Group, KLM RoyalDutch Airlines and the Ministry of Infrastructure and Water management.The stakeholders are involved during the entire project. Above all, theproject took an use-centered approach, which means that the user’sperspective is leading. The project explores how the future air-rail journeycould truly address the needs and wishes of the international air-railtraveller.The goal of the project is to create a design vision for air-rail journeys, thatfacilitates in creating a seamless travel experience between planes andinternational trains within Europe. To create this design vision, researchregarding the rationale, steps & patterns, users and stakeholders isconducted. This creates understanding of the needs, wishes and currentproblems surrounding air-rail journeys.Based upon the user research, the needs of international air-rail travellerscan be defined with the use of six need-based personas: The determinedsurvivor, the vulnerable rookie, the self-sufficient manager, the peacefulcollaborator, the spontaneous adventurer and the certainty seeker. heanalysis shows that international trains and flights are not well integrated,which makes the system hard to access, results in an incoherent serviceand creates an uncertain travel experience. This negatively influences thechoice for a more sustainable alternative than the air-air journey.Based upon the gathered insights, a design vision for future air-rail journeyis designed. First a concept vision is created, which is evaluated with usersand stakeholders. After that, the final service design vision of the AirRailAlliance is developed, based upon the gathered insights.The AirRail Alliance aims to unify air and rail, stimulates travellers to choosefor air-rail and assures them about and throughout the journey. By creatinga fair choice and providing a comfortable transfer and coherent services,the service aims to stimulate international air-rail travellers to choose forair-rail journeys instead of multi-leg flights. The AirRail alliance integratesservices, provides continuous guidance and manages disruptions over theentire journey. The traveller should experience this collaboration betweentrain operators and airlines, in the feeling of one coherent and unifiedjourney. Ultimately, continuous guidance, support and integrated disruptionmanagement should result in a feeling that nothing can go wrong, thefeeling of assurance.By implementing the service according to the strategic roadmap, anambitious scenario of substitution from air to rail can become reality in2030. This scenario will mean that around 12.000 air-rail travellers a daywill travel with the AirRail Alliance, which could lead to the substitution of63.000 flights on a yearly basis.
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Concerns regarding the environmental impact of the aviation sector areincreasing. Especially short distance flights within Europe are criticized,since these itineraries could be replaced by more sustainable alternatives,namely international trains. More specifically, international trains combinedwith long distance flights, the air-rail journey, could be a sustainablealternative for the multi-leg flight. This graduation project explores whatis needed to make a shift from multi-leg flights to air-rail journeys withinEurope in 2030.The project is executed within the Seamless Personal Mobility Lab.Partners of the project are NS International, Schiphol Group, KLM RoyalDutch Airlines and the Ministry of Infrastructure and Water management.The stakeholders are involved during the entire project. Above all, theproject took an use-centered approach, which means that the user’sperspective is leading. The project explores how the future air-rail journeycould truly address the needs and wishes of the international air-railtraveller.The goal of the project is to create a design vision for air-rail journeys, thatfacilitates in creating a seamless travel experience between planes andinternational trains within Europe. To create this design vision, researchregarding the rationale, steps & patterns, users and stakeholders isconducted. This creates understanding of the needs, wishes and currentproblems surrounding air-rail journeys.Based upon the user research, the needs of international air-rail travellerscan be defined with the use of six need-based personas: The determinedsurvivor, the vulnerable rookie, the self-sufficient manager, the peacefulcollaborator, the spontaneous adventurer and the certainty seeker. heanalysis shows that international trains and flights are not well integrated,which makes the system hard to access, results in an incoherent serviceand creates an uncertain travel experience. This negatively influences thechoice for a more sustainable alternative than the air-air journey.Based upon the gathered insights, a design vision for future air-rail journeyis designed. First a concept vision is created, which is evaluated with usersand stakeholders. After that, the final service design vision of the AirRailAlliance is developed, based upon the gathered insights.The AirRail Alliance aims to unify air and rail, stimulates travellers to choosefor air-rail and assures them about and throughout the journey. By creatinga fair choice and providing a comfortable transfer and coherent services,the service aims to stimulate international air-rail travellers to choose forair-rail journeys instead of multi-leg flights. The AirRail alliance integratesservices, provides continuous guidance and manages disruptions over theentire journey. The traveller should experience this collaboration betweentrain operators and airlines, in the feeling of one coherent and unifiedjourney. Ultimately, continuous guidance, support and integrated disruptionmanagement should result in a feeling that nothing can go wrong, thefeeling of assurance.By implementing the service according to the strategic roadmap, anambitious scenario of substitution from air to rail can become reality in2030. This scenario will mean that around 12.000 air-rail travellers a daywill travel with the AirRail Alliance, which could lead to the substitution of63.000 flights on a yearly basis.
A design vision towards seamless European train journeys
Making the train the default option to travel within Europe
Our current travel behaviour is having a detrimental impact on the environment. Especially air travel is a huge contributor to climate change, with its large amounts of polluting carbon emissions. Due to increasing concerns regarding the environmental impact of air travel, international train travel may become an increasingly popular mode of transport for European journeys in the near future. However, current European train journeys are not an integrated and supported experience from start to finish. Finding suitable tickets can be complicated due to the variety of booking platforms and irregularity of ticket prices. Moreover, train journeys themselves can be stressful because of delays in transfers and the inflexibility of departure times. As a result, many people are withheld from actually taking the train and prefer to travel by plane or car. In order to stimulate more people to choose the train as their mode of travel, this project created a design vision towards seamless European train journeys. In this future vision travellers are able to travel anywhere they want, whenever they want to. It allows you to just hop on any international train, without having to book a ticket in advance. With your personal travel account and location being updated behind the scenes, it is possible to travel across borders and pay as you go. Standard journey fares are introduced, so travellers will not face any unpleasant surprises afterwards. This project puts forward a strategic roadmap presenting the main steps, actions and developments that are needed to realise the future vision. Seamless European train journeys should take shape by incremental scale increases over time, starting with current pilots that make it possible to seamlessly travel across borders in the Netherlands. Governments, railway companies and mobility providers should collaborate to break down borders and create an integrated cross-border travel experience. The European Commission should take up a guiding role to foster this implementation and collaboration, by setting regulations on data transparency and rolling out the essential network. After implementing the future vision, it is expected that more European travellers prefer to travel by train instead of plane or car. In the longer term, the train becomes the default option for European travel and the future vision and roadmap developed in this project can positively contribute to the transition towards more sustainable transportation.
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Our current travel behaviour is having a detrimental impact on the environment. Especially air travel is a huge contributor to climate change, with its large amounts of polluting carbon emissions. Due to increasing concerns regarding the environmental impact of air travel, international train travel may become an increasingly popular mode of transport for European journeys in the near future. However, current European train journeys are not an integrated and supported experience from start to finish. Finding suitable tickets can be complicated due to the variety of booking platforms and irregularity of ticket prices. Moreover, train journeys themselves can be stressful because of delays in transfers and the inflexibility of departure times. As a result, many people are withheld from actually taking the train and prefer to travel by plane or car. In order to stimulate more people to choose the train as their mode of travel, this project created a design vision towards seamless European train journeys. In this future vision travellers are able to travel anywhere they want, whenever they want to. It allows you to just hop on any international train, without having to book a ticket in advance. With your personal travel account and location being updated behind the scenes, it is possible to travel across borders and pay as you go. Standard journey fares are introduced, so travellers will not face any unpleasant surprises afterwards. This project puts forward a strategic roadmap presenting the main steps, actions and developments that are needed to realise the future vision. Seamless European train journeys should take shape by incremental scale increases over time, starting with current pilots that make it possible to seamlessly travel across borders in the Netherlands. Governments, railway companies and mobility providers should collaborate to break down borders and create an integrated cross-border travel experience. The European Commission should take up a guiding role to foster this implementation and collaboration, by setting regulations on data transparency and rolling out the essential network. After implementing the future vision, it is expected that more European travellers prefer to travel by train instead of plane or car. In the longer term, the train becomes the default option for European travel and the future vision and roadmap developed in this project can positively contribute to the transition towards more sustainable transportation.