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Rewarding and Recognition for Energy Conserving Driving, Vehicle procurement and maintenance

European Union
Complete with results
Geo-spatial type
Project Acronym
STRIA Roadmaps
Transport mode
Road icon
Transport policies
Societal/Economic issues
Transport sectors
Passenger transport,
Freight transport



RECODRIVE stands for merging existing Ecodriving initiatives with good fleet management and logistics optimization practice to push fuel saving in fleets beyond 10%. Fleets from partners and associated entities have acted as demonstrators and show cases for high mileage and/or high specific consumption fleets. Energy conservation champions were trained to advise the procurement departments about specifying vehicles, monitoring schemes for drivers applying ECODRIVING. Workshops for employees on servicing vehicles (tire pressure, air and fuel filter etc.) were prepared. Interest groups and alliances of fleet owners disseminated the RECODRIVE concept and invited other fleet owners to act as followers receiving the RECODRIVE certificate. Policy guidelines were developed in order to support the policy makers. Guidance for fleet owners were set up to support the creation of recognition and rewarding schemes for drivers, procurement and maintenance staff. Tools supporting the training of drivers, the procurement of on-board and fuel management devices, dos and don’ts for the set-up of recognition and rewarding schemes were implemented.


Parent Programmes
Institution Type
Public institution
Institution Name
The European Investment Fund
Type of funding
Public (EU)


  • 21 demonstrators in 9 countries; ~48500 vehicles (of which ~1100 directly involved in the demonstrations)and different type of fleets (public transport, freight, utility, waste management). All demonstrators included eco-driving; not all included rewarding schemes due to cultural differences (and resistance) in some countries. 27 Followers in 7 countries were awarded with a follower certificate: they implemented already tested measures and monitored CO2 savings.
  • The project demonstrators, covering several types of fleets, confirmed that significant savings are possible. The fuel savings were in the envisaged range with top indicated values of 22,5% but an average of 7.5%. Higher savings would include procurement of new fuel saving vehicles or changing logistics, which are measures applicable in the medium-long time.
  • The lessons learned are presented for the covered fleet types: Company cars: The most effective measure is the downsizing/power limitation of engines since vehicle sizes are seen as personal valuation of the employees. Regional/Long Distance Freight: The technical measures are very application specific. Tractor aerodynamics shall adapt to the semi-trailer type.Rewarding and recognition schemes need to centre around ecodriving indicators if load and weather conditions are varying heavily.
  • Urban Freight: Traffic conditions do vary with the time of the day and rewarding schemes should account for that. Local Public Transport: fuel consumption measures are not usual in some public transport companies; data are available, but not always analysed/used by the management. With rotating/changing working hours the fuel monitoring will deliver valid average values. Technical measures shall include automatic gear boxes and air condition control.
  • Outsourced maintenance shall be included in the monitoring and rewarding. Regional Public Transport:Ecodriving Training shall include more technology since in/retarders are used

Other results

  • Maintenance is to be included. Driver training only is not enough - it has to be combined with optimisation of maintenance (air filter cleaning, tire pressure control…) and routes. Some parts of fleet management are still untouched! Vehicle procurement has still to be developed further.
  • Continuous training is required due to high fluctuation of drivers. The 2003/59/EC Directive's requirements (on the initial qualification and periodic training of drivers of certain road vehicles for the carriage of goods or passengers)entered into force during the lifetime of the project: no significant impact was registered.
  • Rewarding has two faces. Monetary rewarding schemes can be major motivators but should not be seen as part of the payroll. Long-term results depend on the continuous commitment of the management. Rewarding is a sensitive issue; it has to be in line with the company’s culture not to create undesired side effects. High Quality Fleet Management needs a platform. Fleet management - should also be stimulated/rewarded. Knowledge Exchange amongst fleets is needed.


Lead Organisation
EU Contribution
Partner Organisations
EU Contribution


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