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Compressed workweeks and ridesharing make up for lack of transit service at new site
When Philips Oral Healthcare moved from Bellevue to Snoqualmie four years ago, management knew increasing employees’ daily commutes by up to 60 miles would pose a challenge. The fact that the company has been able to exceed its CTR goal in spite of this challenge is a testament to just how much importance Philips places on cost-effective and reliable commute alternatives for its employees.

Because of its ability to succeed in the face of such challenge, Philips Oral Healthcare has been awarded a 2004 Diamond Award for Organizational Leadership.

Philips’ relocation from Bellevue where transit services are easily accessible, to Snoqualmie where there is no transit service to speak of, was necessitated by a need for additional space for the company’s growing manufacturing needs. Management realized early on that the move would make it that much more difficult for employees without reliable personal transportation to get to work on time, if at all. The company decided to collaborate with King County Metro staff on unique solutions to employee transportation needs.

The decision was made to focus on getting employees into vanpools and carpools for their daily commutes. Vanpool riders pay reduced fares of either $19 or $29 per paycheck via pre-tax deduction. Vanpool drivers receive an additional $50 per month and the bookkeeper of each van rides free in exchange for the additional work and responsibility. Reserved priority parking is available for HOV vehicles and all employees who rideshare to work are eligible for Guaranteed Ride Home service in case of emergency.

Flextime and compressed workweeks are also hallmarks of Philips’ program. By moving 250 employees to off-peak shifts that start earlier or later than normal drive times and allowing employees to compress their workweeks into four 10-hour days, Philips has been able to meet its manufacturing needs while allowing employees to better meet their personal needs outside of work.

"The unique aspects of Philip’s CTR program that meet both the business’ and employees’ needs has kept the program as strong as it was at the time of the company’s move," says Debbie Jaksich of King County Metro. "Because it has continued to invest in the employee commute program, Philips now has a 51% SOV rate!"

For a site in rural King County with no transit service and a base SOV goal of 90%, these are truly outstanding numbers.

Commute Program
Vanpool subsidy
Guaranteed Ride Home
Reserved priority HOV parking
Covered bicycle parking
Showers and lockers
Flextime and compressed workweeks

*Some definitions: An "ETC" is the staff-level employee transportation coordinator responsible for the daily administration of the transportation program. "SOV" stands for single-occupant vehicle, and "CTR" for commute trip reduction.

 

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