Janssen has been exemplary when it comes to mobility for a while now. With a successful bicycle lease, carpool policy with accompanying app, options for outwork and flexwork, you could call them rather progressive. Still they wanted to make their two campuses in Beerse and Geel more accessible. After all, traffic is still growing and so is Janssen itself. How can they react to the needs of their employees and make optimal use of the existing and new mobility solutions? Our Expertise Centers Smart Mobility and Business Design and Innovation cooperated to literally move Janssen forward.
The mobility project was composed of three different teams. The Core Project Team, the Extended Project Team and the Research Team. We spoke with Erik Present, Director Medical Affairs, who was part of the Core Project Team and is an expert by experience. Erik: “I used to drive 40 kilometers from Beerse to Antwerp and back every day and personally underwent the effects of the mobility problem on the ring road of Antwerp and the roundabout in Wommelgem.”
Mobility vs. well-being
At the same time, Erik worried from a professional point of view: it was unclear how Janssen, at their current growth rate, could keep guaranteeing accessibility. “We’re recruiting our talent from more and more places in the Benelux. People take mobility into account when choosing an employer, and as a company we need to respond to this. But also for our current employees, mobility is of high importance: there is a clear link between smooth mobility and the well-being of the employee. For that reason, mobility has a high priority for our company: the well-being of our employees is paramount.”
"We’re recruiting our talent from more and more places in the Benelux. Mobility is of high importance.”
Working from an inclusive vision, they started a focus group with external experts by experience in the area of mobility. “AMS had researched mobility solutions in similar contexts. Later, we discussed our mobility challenges openly with mobility experts from other companies to learn from their input and insights when creating our own mobility plan and further refining it.”
"With more than 5200 employees we really want to do our share for the sustainable mobility of the future.”
At Janssen they quickly realized that they had to think from an employee point of view to come up with tailored solutions. “That is why we opted for AMS, to reach a user-centered approach through work groups of various constitutions and workshops, and gain insight into what is currently discouraging our employees from using alternative transport facilities. We also invested a lot in change management: how do you go about changing (mobility) behavior. With more than 5200 employees we really want to do our share for the sustainable mobility of the future.”
User Centered Change
So Janssen is no rookie when it comes to mobility challenges, but still wanted more insights in the barriers its employees were faced with. “With AMS we developed 12 user profiles for our employees (e.g. bike commuter with company car, e-bike commuter without company car, bus commuter, train commuter etc.) which were categorized according to distance from the workplace, original choice of transport and age. With these profiles we then established different user groups.”
From these groups, they obtained enough practical advice, because mobility is no light matter for the Janssen employees. “There were instantly enough representatives of every user type willing to share ideas and suggestions. They too see it as a shared responsibility.” Furthermore, a company-wide questionnaire was sent out which was filled out by over 600 employees. This seconded the conclusions reached in the user groups. However, it also showed a greater potential for outwork. “On an average day, 500 to 800 employees work from home, but outworking isn’t possible for every employee. Think for example of the colleagues in production or the lab.” For other employees, it can certainly be further stimulated.
"We want to remove barriers to get more employees into bicycle leasing or carpooling."
Additionally, there are a lot of practical issues that need more attention. “We want to remove barriers to get more employees into bicycle leasing or carpooling. For colleagues who drive to work anyway, a carpool buddy can be found with the app. Car-poolers are rewarded with a guaranteed parking spot near the company entrance. Carpooling furthermore encourages social contact between colleagues; you get to know colleagues from other departments, which also benefits the company. “To encourage cyclists to stay on their bike throughout the fall and winter, it is also important to have enough showers and a place to clean their bike and hang their rain clothes to dry. “And of course the existing cycle allowance helps as well.”
On the right track
Erik learned a lot during the trajectory. “I’ve seen that mobility is a genuine concern for all our employees and how many solutions we can offer them as a company. Mobility is bigger than the company and solutions have to be sought on a broader societal level. We’re looking forward to seeing what the government is going to do with regard to the Car for Cash-matter and the mobility budget. It will be a combination of initiatives that will eventually help us along, not just one great magical solution.”
"The expertise of AMS concerning mobility and a user-centered approach is truly unique and proved to be a great advantage.”
Precisely that was the result of the project. With the help of AMS, Janssen developed concrete optimizations of different solutions. “We gained useful insights into the behavior and wishes of our employees. The expertise of AMS concerning mobility and a user-centered approach is truly unique and proved to be a great advantage when it came to implementing the insights in our organization. The management was entirely convinced.”
"It was a very inclusive trajectory and the employees felt they were heard and are now quicker to take initiative. We’re on the right track.”
Janssen has complete faith in the future: “AMS has really helped us with change management to convince employees to switch from one transport option to another. Our solutions are now more adapted to our employees and future talent. It was a very inclusive trajectory and the employees felt they were heard and are now quicker to take initiative. We’re on the right track.”
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