In a world of autonomous vehicles, we’ll still need walking and cycling routes

A Surrey cycle path, 1936 style. Image: Getty.

The CEO of Sustrans on the limits of technology.

We are on the cusp of dramatic changes in the way we own, use and power our means of transportation. The mobility revolution is shifting from an “if” to a “where” and when”.

There are two different futures currently being imagined. First up, a heaven, of easy mobility as portrayed by autonomous vehicle (AV) manufacturers, with shared-use AV freeing up road space for public spaces and accidents reduced to near zero. Or alternatively, a hellish, dystopian pod-world, with single-occupancy pod-armadas leading to an irresistible demand for more roads, and with people cloistered away in walkways and tunnels; Bladerunner but with added trees.

Most likely, the reality will turn out to be somewhere in between, as cities and regions across the globe shape and accommodate innovation and experimentation.

But in the understandable rush for the benefits of automation we need to start with the end in mind. What type of places do we want to live in? How do we want to relate to each other? How do we want to be?

At Sustrans we want to see a society where the way we travel creates healthier places and happier lives for everyone – because without concerted effort we are going to end up with an unequal and inequitable distribution of the benefits and disbenefits from the mobility revolution. Fundamentally this is about space and power. The age-old question of who has access to space and how. And power tends to win.  

The wealthy will use AV’s and EV’s first – they already are – and the young and upwardly mobile will embrace micro mobility. But low-income, older and disabled residents could be left in the margins with old tech, no tech and no space.

We were founded in 1977, when off the back of the oil crises a group of engineers and radical thinkers pioneered the transformation of old railway lines into paths that everyone could walk and cycle on: old tech put to the service of even older tech. Back then the petrol-powered car was the future. Over 40 years on, the 16,575-mile National Cycle Network spans the length and breadth of the UK, crossing and connecting towns, cities and countryside, with over half of the population living within two miles of its routes.


Last year, more than 800 million trips were made on the Network. That’s almost half as many journeys made on the rail network, or 12 journeys for every person in the UK. These trips benefited the UK economy by £88m through reduced road congestion and contributed £2.5bn to local economies through leisure and tourism. Walking and cycling on the Network also prevented 630 early deaths and averted nearly 8,000 serious long-term health conditions.

These benefits would be much higher if the paths on the entire Network were separated from motor traffic; currently only one third of them are. Completing an entirely traffic-free walking and cycling network won’t be simple. So why do it?

In a world of micro-mobility, AVs and other disruptive technology, is the National Cycle Network still relevant?

Yes, absolutely. This is about more than just connecting places and enabling people to travel without a car. These paths connect people to one other. In times when almost a fifth of the UK population say they are always or often lonely, these paths are a vital asset. They provide free space for everyone to move around, to be, and spend time together. It’s the kind of space that keeps our country more human and humane.

No matter how clever the technological interface between autonomous vehicles and people, we will need dedicated space for the public to move under their own power, to walk and cycle, away from vehicles. As a civil society we will need to fight for this.

And for this reason, the creation of vehicle-free space – a network of walking and cycling paths for everyone is as important, and as radical, as it was 40-years ago.

Xavier Brice is CEO of the walking and cycling charity Sustrans. He spoke at the MOVE 2019 conference last week.  

 
 
 
 

To see how a city embraces remote work, just look to Helsinki

A deeply rooted culture of trust is crucial to the success of remote work. (Sean Gallup/Getty Images)

When I speak to Anssi Salminen, an account manager who lives an hour outside Helsinki, he’s working from a wooden platform on the edge of a Finnish lake. With a blanket laid out and his laptop set up, the sun low in the sky, Anssi’s remote work arrangement seems blissful. 

“I spend around half of my time working somewhere else other than the office,” he says. “I can work from home, or on the go, and I also travel to the Netherlands once a month and work from there.

“The emphasis in my work has always been that it doesn’t matter when or where I work, as long as I get things done.”

For many people around the world, the shift to remote work was sudden, sparked by the coronavirus pandemic. Finland, however, is finding the transition much less significant. Before Covid-19, the Nordic nation already displayed impressive levels of remote working, with 14.1% of its workforce reporting usually working from home. Only the Netherlands has a comparable percentage of remote workers, while the UK lagged behind at 4.7%, and the US’s remote workforce lingered at around 3.6%

Anssi works for one of many Helsinki-based companies that offers its employees flexible policies around when and where they work. That arrangement is in part due to the Finnish capital’s thriving start-up scene. In spite of being a relatively small city by global standards it is home to over 500 technology start-ups. These companies are leading the way when it comes to keeping employees connected wherever they choose to work.

“Our company has a completely location-free working policy,” says Kasper Pöyry, the CEO of Helsinki-headquartered software company Gapps. “All meetings are made available for online participants and facilitated accordingly. Some employees have worked extensively from abroad on a working holiday, whilst others prefer the comfort and social aspects of the well-stocked office. Whatever works for our employees is what works for the company.”

Like Gapps, many Helsinki-based firms are deeply preoccupied with providing the necessary technology to attract talent in a vast and sparsely populated country. Finland has only 15 inhabitants per square kilometre, and companies understand that in order to compose teams of specialised expertise, they may have to seek talent outside of the city. Local governments take a similarly proactive stance toward technological access, and Helsinki offers free, unrestricted, high-speed Wi-Fi from city-wide hotspots, while the country as a whole boasts some of the best coverage in Europe. 

But encouraging remote work isn’t just about optimising the potential of Finland’s workforce – companies in Helsinki also recognise that flexibility has clear benefits for both staff and employees. 

“The idea of a good work-life balance is ingrained in Finnish culture,” says Johannes Anttila, a consultant at organisational think tank Demos Helsinki. “It goes back to our rich history of social dialogue between labour unions and employers, but also to an interest in delineating the rules of working life and pushing towards people being able to enjoy their private life. Helsinki has been named the best city in the world for work-life balance, and I think that this underlies a lot of the mentality around remote work.” 

For Peter Seenan, the extent to which Helsinki residents value their free time and prioritise a work-life balance prompted his move to the city ten years ago. He now works for Finnair, and points to Finland’s summer cottages as an example of how important taking time to switch off is for people in the country. These rural residences, where city residents regularly uproot to enjoy the Nordic countryside, are so embedded in Finnish life that the country boasts around 1.8 million of them for its 5.5 million residents

“Flexible and remote work are very important to me because it means that I don’t feel like I’m getting stuck in a routine that I can’t control easily,” he says. “When I’m working outside of the office I’ll go down to my local sauna and go ice swimming during the working day, typically at lunchtime or mid-morning, and I’ll feel rejuvenated afterwards… In winter time especially, flexibility is important because it makes it easier to go outside during daylight hours. It’s certainly beneficial for my physical and mental health, and as a result my productivity improves.”

The relaxed attitude to working location seems to pay off – Finland is regularly named the happiest country in the world, scoring highly on measures such as how often its residents exercise and how much leisure time they enjoy. With large swathes of unspoiled countryside and a national obsession with the outdoors, sustainability is at the forefront of its inhabitants’ minds, leading to high levels of support for measures to limit commuting. In January, Finland passed a new Working Hours Act, the goal of which was to help better coordinate employee’s work and leisure time. Central to this is cementing in law that employees can independently decide how, when, and where they work.

Yet enacting the new ruling is not as simple as just sending employees home with their laptops. For Kirsimarja Blomqvist, a professor of knowledge management at LUT University, perhaps the most fundamental feature that remote work relies upon is a deeply rooted culture of trust, which Helsinki’s residents speak of with pride. The anecdotal evidence is backed up by data which suggests that Finland boasts one of the highest levels of trust and social cohesion in Europe, and equality and transparency have always been key cornerstones of political thought in the country.

“Trust is part of a national culture in Finland – it’s important and people value it highly,” she explains. “There’s good job independence, and people are valued in terms of what they do, not how many hours they work for. Organisations tend to be non-hierarchical, and there is a rich history of cooperation between trade unions, employers, and employees to set up innovative working practices and make workers feel trusted and valued. 

“It’s now important that we ensure that this trust can continue to be built over technology, when workers might have been more used to building it face-to-face.”

As companies begin to look hopefully toward a post-Covid future, the complexities of remote work are apparent. Yet amid issues of privacy, presenteeism, and social isolation, the Helsinki model demonstrates the potential benefits of a distanced working world. The adjustment to remote work, if continued after the crisis, offers a chance to improve companies’ geographical diversity and for employers to demonstrate trust in their workforce. On these issues, Blomqvist believes other cities and employers can learn a lot from Helsinki.

“People are now beginning to return to their workplaces, but even as they do they are starting to consider the crisis as a jumping point to an even more remote future,” she says. “The coronavirus pandemic has been an eye-opener, and people are now interested in learning from Finland’s good practices… We are able to see the opportunity, and the rapid transition to remote work will allow other countries to do the same.”