1. 5 years of Dutch Eco-driving: Managing behavioural
change
Ralph S. Luijt
a,∗
, Maarten P.F. van den Berge
a
, Helen Y. Willeboordse
b
, Jan
H. Hoogenraad
b
aNederlandse Spoorwegen, P.O. Box 2025, NL-3500HA Utrecht, The Netherlands
bSpoorgloren, P.O. Box 2717, NL-3500GS Utrecht, The Netherlands
Abstract
In the past years a new management approach has been developed to stimu-
late and monitor energy savings at the largest Dutch Train Operating Company
(TOC), Nederlandse Spoorwegen (NS). This so called Energie Zuinig Rijden
(EZR), or eco-driving approach has led to yearly energy savings of up to 5%
from 2010 to 2015.
The EZR approach is a bottom-up approach which intends to bring about
behavioural change. This approach starts by teaching the drivers an eco-driving
method, then coaching driver managers into enhancing performance, and nally
involving regional managers in setting, and upholding realistic energy saving
targets. The EZR approach has proven to be successful in bringing about the
necessary changes to run a more energy-ecient TOC.
To support the management, an energy saving monitor has been developed,
and implemented. This monitor measures the amount of energy savings per
team of 30 drivers on a monthly basis. Thus giving feedback to the managers,
and enabling them to take additional actions in order to enhance performance.
Keywords: Railways; eco-driving; peer-to-peer training; manager training and
coaching;
Concept, the 18
th
of February 2016
To be submitted to Transportation Research Part A: Policy and Practice
1. Introduction
From the early times of the railways, TOCs have always recognized the
importance of energy savings, not in the least as a way to bring about nancial
gain. The train is already one of the most energy-ecient ways of passenger
transport. Due to the low air friction, the high eciency of electric traction
∗Corresponding author
Email addresses: ralph.luijt@ns.nl (Ralph S. Luijt), Maarten.vandenBerge@ns.nl
(Maarten P.F. van den Berge), Helen.Willeboordse@spoorgloren.nl (Helen Y.
Willeboordse), jan.hoogenraad@spoorgloren.nl (Jan H. Hoogenraad)
Preprint submitted to Elsevier February 18, 2016

2. motors (compared to combustion engines), and connections between stations,
which are often in relatively straight lines, the energy usage per kilometre is
much lower than in any other form of transport [34].
However, to remain competitive, TOCs need to strive to reduce energy usage
even further in order to diminish both costs, and CO2 emission. Therefore, the
largest Dutch TOC (NS) has established an energy savings program, which is
responsible for stimulating energy savings on a large scale within their organi-
sation.
The energy saving program has so far exceeded expectations. It managed to
reduce energy spending in all known contributors to energy usage per passenger
kilometre [37, 33, 12].
For instance, by ordering new, and more energy-ecient rolling stock, and by
improving the load factors [17, 15, 16]. Besides that, by 2018 NS will implement
renewable sources which will reduce CO2 emissions to zero[? ].
One of the main focus points of the energy savings program has been the
implementation of eco-driving at NS. The aim was to introduce eco-driving by
implementing behavioural change in driving style, and enhancing the crafts-
manship of the drivers, without the use of technical support. The approach had
to be implemented quickly and at low costs. This has proven to be a major
contribution to energy savings. Since the introduction of eco-driving in 2010,
yearly energy savings of up to 5% have been accomplished.
In this paper we will describe the management approach, which has been
used to implement eco-driving at NS, and why it has been successful in bringing
about the necessary changes. The approach is called in Dutch Energie Zuinig
Rijden (EZR) aanpak, or in English eco-driving approach. This is a bottom-up
approach in which rst the drivers are introduced to eco-driving, and later on
the management is involved.
Drivers were taught an eco-driving method called UZI (in Dutch: Universeel
Zuinig rijden Idee or in English: universal eco-driving idea). This method was
already well-known within the NS organisation. However, up until 2010 it had
not been applied widely by drivers.
This paper is structured as follows. In section 2 we dene the concept of
eco-driving. Section 3 describes the eco-driving initiatives of other international
TOCs. Section 4 contains a historical overview of earlier attempts to introduce
eco-driving in the Netherlands. In section 5 we describe the characteristics of the
NS organisation and planning system. Section 6 describes the essential elements
of our EZR approach, and section 7 contains the driving strategy which, has
been used in the EZR approach. Section 8 describes the implementation of
eco-driving at NS. Section 9 focusses on involving the management of NS in the
eco-driving initiative. Section 10 describes the main principles, and the use of
the monitoring tool, which plays a crucial part in the support of both driver, and
manager. The algorithms of the monitoring tool will be described in detail in a
separate paper [18]. In chapter 11 we present the results of our EZR approach.
Followed by the conclusions in section 12.
2. What is eco-driving: the basics
In this section we describe the concept of eco-driving. Section 2.1 describes
the main eco-driving strategies, and in section 2.2 we mention the risks involving
eco-driving.
2

3. Figure 1: Optimal driving regimes for a simple at track[40]
The ultimate goal of any TOC is to deliver passengers on time at their
point of destination. In order to guarantee punctual arrival, some slack time is
added to the timetable. This slack time consists of running time supplements
(extra running time above technical minimum running time) and buer time at
stations. Note that slack time may be dependent on boarding time, and may
dier during peak hours, and o peak hours [49].
There are several dierent driving strategies [14] which can be used. The
choice of the driver for a specic driving strategy has a large impact on the
amount of energy which is used for a train trip.
Considering that punctuality is an essential part of the service to the pas-
senger, the train driver can make a strategic choice, either to arrive earlier than
planned, and drive as fast as possible, or to reduce the speed of the train so
that the train will arrive exactly on time. There is a considerable dierence in
energy usage between these two main driving strategies.
Before we describe eco-driving strategies we refer to the RSSB for a denition
of eco-driving:
Eco-driving is the name given to a range of train driving techniques intended
to reduce economic and environmental costs. Put simply, it is about driving a
train as energy-eciently as possible, ensuring safe and punctual arrival and
departure times but without the excessive use of power and fuel [9].
2.1. Eco-driving strategies
There are two main eco-driving strategies (see g.1) for trains: cruising
and coasting [40]. The coasting strategy has the advantage of a low number
of changes in traction settings, and less braking which leads to less wear, and
hence to lower maintenance costs. Furthermore, this strategy will result in a
smoother drive for the passengers, and a more predictable time of arrival. As
NS still has a considerable amount of rolling stock without recuperation, and
with traction resistors it has adopted the coasting strategy [14].
The cruising strategy has the lowest energy usage, if and only if, a signi-
cant fraction of the braking power is recuperated and no traction resistors are
used [14]. There are some discussions on which strategy is better, and on what
3

4. the optimal eco-driving strategy is [30, 3, 4, 5, 20, 21, 22, 24, 28]. It is always
possible to determine the optimal eco-driving strategy (per trip), depending on
characteristics, such as varying gradients, varying speed limits, wind speed, re-
generative braking, delay at departure, etc.[41] In theory, by adopting a strategy
with both cruising at a lower speed, and coasting, the optimal amount of energy
can be saved (see g.1). However, we nd that the real challenge for TOCs, and
Freight Operating Company (FOC) lies not so much in determining the optimal
eco-driving strategy, but in nding a way to motivate their drivers in adopting
an eco-driving strategy. Therefore, we conclude that from the business perspec-
tive, any eco-driving strategy, which is actually applied by the drivers is the
best strategy for that particular TOC or FOC to save energy.
2.2. Risks of eco-driving
By adding eco-driving to the safety-critical workload of a train driver, safety
risks could be introduced. In implementing eco-driving these risks have to be
taken into account. Eects of eco-driving on safety have been studied in depth
[9]. In section 11 we will describe the eects of implementing eco-driving on
safety at NS.
3. International developments
In the last 10 years, many energy saving methods have been implemented at
TOCs and FOCs. Sometimes these methods include the introduction of a Driver
Advisory System (DAS) [36]. We have studied the available literature, and
have discussed energy saving methods with both other TOCs, and developers
of DASs. In this chapter we describe a number of cases in which an eco-driving
method has been implemented. We have selected cases in which:
ˆ an energy saving method (DAS, or otherwise) has actually been imple-
mented.
ˆ a TOC or FOC is involved (not a tram, or metro company). This in order
to make a valid comparison with NS.
ˆ energy saving is one of the main objectives of the implementation.
Our list is far from complete, and we are aware that there are many other
initiatives. Note that we refrained from presenting the percentage of energy
savings, which have been attained in these cases, because most of the times
we were not able to obtain the exact gures. Sometimes this information was
condential, and sometimes TOCs have problems in determining the amount
of their energy savings. We did notice that sometimes expected energy savings
which were presented based on results of trial periods with DASs.
3.1. First ScotRail: eco-driving and DAS
In the last decade, First ScotRail managed to accomplish reductions in
CO2 emissions amongst other things by teaching all its drivers eco-driving skills,
and introducing a DAS. As a result, a coasting strategy is being used by drivers
whenever possible. As an incentive to their drivers, First ScotRail oers highley
valued, eco-driving awards to the best eco-drivers [9, 2].
4

5. 3.2. Arriva: simple and cost eective
The Arriva TOC in Wales started its eco-driving project at the end of 2008.
In contrast to other eco-driving projects the approach was very simple, and low
in costs. The project was managed by a champion eco-driver who succeeded
in stimulating eco-driving throughout the company. Besides, the costs for this
champion additional costs consisted of the use of a professional printer to print
leaets, and posters [9].
3.3. Denmark: GreenSpeed
In March 2012 the largest TOC of Denmark, DSB implemented the real-
time C-DAS (Connected DAS) GreenSpeed [10]. After initial implementation,
it showed promising results in saving energy [7].
GreenSpeed has been developed with the help of drivers. It advises drivers
on their speed level in order to stimulate energy savings, and to improve punc-
tuality. It also supports operational planners into making better timetables. It
oers dierent driving strategies. Frequently, a combination of driving strate-
gies is recommended. The system logs every aspect of a train trip in a central
datacentre, making it possible to give feedback to individual drivers, operational
planning and the management.
3.4. Sweden: CATO
Both the Swedish mining company, LKAB which operates a rail transport
line of iron-ore, and the Arlanda Express, which operates an airport shuttle
have implemented the DAS named CATO (Computer-Aided Train Operation).
CATO stimulates punctuality, and aims to reduce energy consumption. It
is connected to the train control system of the operator. It monitors current
trac situations such as delays, and continuously informs drivers on the optimal
driving speed [23]. CATO oers feedback in the form of a so called driver
receipt, which displays energy usage, to what percentage the driver adhered to
the advice, and punctuality at the end of each run. Aggregated data is available
for the management.
The developers of CATO noticed that in ve, or six years time the attitude
towards a DAS has changed. Formerly, drivers felt that it was there to monitor
their actions. Nowadays, it is fully accepted by drivers, driver collectives, and
unions. Drivers consider it to be an integral part of their job.
The implementation of a DAS can be challenging. This is largely inuenced
by the way the management of the operator handles eco-driving.
3.5. Switserland: ADL
The Swiss TOC SBB has been training their drivers in eco-driving regularly
since 2008. They have a group of drivers who are also eco-driving ambassadors.
E-learning and other specic eco-driving courses are available to train their
drivers.
In addition, SBB has implemented a DAS called Adaptive Lenkung (ADL)
i.e. adaptive control to ensure that trac ow is as uent as possible, and to
save energy.
5

6. 3.6. Germany: EnergieSparen and ESF
In 2002 the German TOC Deutsche Bahn (DB) started the project En-
ergieSparen (i.e. energy saving). All drivers were trained in applying a coasting
style of eco-driving. DB managed to reduce energy spending considerably in the
rst year [42].
In 2006 a DAS called ESF, in German EnergieSparende Fahrweise (i.e. in En-
glish eco-driving) was implemented. This system had to inform the driver con-
tinuously during a train run about operational disturbances, and other changes
in the timetable [47, 32]. ESF was implemented at a time in which drivers were
already motivated to save energy. They therefore welcomed it as a useful tool.
3.7. Africa, Australia, UK, India: Energymiser
TTG Transportation Technology in collaboration with the Scheduling and
Control Group of the University of South Australia has developed the real-time
DAS, Energymiser. TTG has a long history in developing and implementing
DASs. The algorithms are based on proven theory, see book Howlett and Pudney
(1995)[21], and other papers of Amie Albrecht, Howlett and Pudney[19, 20, 22,
3, 4? ].
Energymiser has been implemented at iron ore trains in Africa, freight trains
in Australia, the UK and India, and in high speed trains in both the UK, and
in France. In the early stages of the implementation there sometimes is some
resistance to the system. Usually, TOCs or FOCs set up an incentive scheme.
Most of the time incentives are based on driver adherence to the system.
4. Dutch eco-driving: a brief history
Many TOCs, both national, and international (see section 3) have struggled
to nd an adequate approach, and method to encourage energy savings. In
this section we descibe some of the initiatives to encourage eco-driving in the
Netherlands, in the years (up until 2009) previous to the start of our EZR
approach (see section 6), and the implementation of the UZI method (see section
7).
The concept of eco-driving is not new to the Netherlands. From the early
ages of train transport there were attempts to reduce energy usage by stimulat-
ing drivers to drive in an energy-ecient way. In the time of the steam engines,
drivers were encouraged to use a minimum amount of coal. Train drivers who
managed to save energy were awarded a so called coal premium (kolenpremie).
After the introduction of electric, and diesel trains the topic of energy saving
emerged at many occasions. However, up until the rst decade of the 21
st
century it proved to be dicult to nd a way to stimulate the majority of
the drivers into adopting an eco-driving style. Furthermore, in contrast to the
period of the steam engine, energy usage could not be measured as clearly as
before.
4.1. Before 1990: several initiatives
In 1968, drivers received a leaet which promoted eco-driving [1]. It pre-
sented a few guidelines according to which energy saving could be achieved.
Drivers were informed in a graphic representation how much energy could po-
tentially be saved by adjusting their driving style.
6

7. In 1989 another leaet was distributed showing energy savings, which could
be gained by eco-driving, and a pilot was held, during which a coasting advise
was introduced in the timetable [44, 45]. This (xed) location based advise
assumed that the train would run on time. It therefore had no dynamic elements
to cope with small delays.
4.2. 1990-2006: focus on punctuality
In the period after 1990 there were many complaints about the punctuality
of NS trains. As a result, punctuality became the main focus of the NS policy,
and NS decreed that train drivers should drive as fast as possible.
By 1991 a new idea was launched which entailed the introduction of a simple
DAS. This so called Energy Meter (also known as the Blue Lamp concept), fea-
tured a blue light which indicated at what moment traction should be switched
o in order to save energy. This system was not dynamic, and did not take
delays or headwind into account. In the period between 1994 and 2000 this sys-
tem was tested. After complaints of the drivers, NS decided not to implement
this system.
4.3. 2007- 2009: Economy Barometer
In 2007 punctuality of NS trains had reached an acceptable level for the NS
organisation. Energy saving once again became one of the main focus points of
the NS policy. However, a new in-cabin system, the so called Energy Barometer,
which was designed by the same designers as the Energy Meter, failed to be
implemented. The Energy Barometer was designed to measure energy usage
during train trips after every 100 meters, and to compare this with a reference
value. Drivers would be informed during their trips about their level of energy
use. If they used more energy than the reference value, red blocks would be
displayed, and if they used less energy green blocks would be displayed.
During the pilot with the Economy Meter the designers had found that a
DAS posed no challenge to the drivers. In their opinion this made the acceptance
rate of a DAS low. They therefore, expected that drivers would be more inclined
to accept an in-cabin system (such as the Economy Barometer), than a DAS
(like the Energy Meter).
5. The NS: organisation and planning
In order to understand the implementation of our EZR approach, the situa-
tion at NS should be explained. The main network in the Netherlands consists
mainly of double tracks and is electried with a 1500 V direct current (DC)
catenary system.
NS is the largest TOC in the Netherlands. It oers all Intercity services,
and all regional services on the main network. The smaller TOCs like Arriva,
Veolia and Synthus operate on the regional tracks, where Intercity services are
not oered. The majority of regional lines is not (yet) electried. Besides that,
the Netherlands have a number of FOCs, like DB Schenker and LOCON.
7

8. Figure 2: NS driver organisation energy management
8

9. 5.1. Driver organisation and energy management
NS is a typical hierarchical organisation (see part of the NS organisation in
g.2). It employs approximately 3000 drivers. Drivers are organised in teams.
NS has about 100 teams throughout the country. Each team consists of approx-
imately 30 drivers. The driver manager is responsible for the overall wellbeing
of the drivers. He, or she, has to ensure that the drivers display good crafts-
manship, and receive adequate training. The driver manager resorts under a
regional manager. Nationwide there are 13 regions.
Negotiations with the unions have resulted in the decision that drivers should
drive on several dierent routes [25]. This had been decided to ensure sucient
variation in the work of the driver. This decision proved to be supportive
into making ecient, and robust schedules: The schedules can be optimized
eciently, and in the event of disruptions drivers can be rescheduled for runs on
most other tracks of the network. Note that this is dierent from many other
TOCs, where drivers are bound to a single route/corridor.
The planning department within NS is responsible for energy management at
NS. The manager Energy and Environment is responsible for the energy budget,
and has to make sure that energy spending is reduced.
5.2. Timetable and planning
The Dutch timetable design system, Donna is used to schedule all the train
runs. Donna calculates running times based on the capabilities of the train
type used for each route, and on the characteristics of the route (e.g. maximum
speed). Donna is a mesoscopic timetable design model, since it uses a mesoscopic
infrastructure model, and it is based on norms instead of conicting blocks
according to the blocking time theory [35, 39].
On average, a running time supplement or slack time of 5% is added to the
calculated technical minimum running time. The slack time can be modied
to avoid conicts between trains, or to provide additional time buers (e.g. at
main hubs). In the published timetable, departure times are rounded up or
down the nearest minute. Slack time is not distributed evenly over routes or
within a single route, for example to improve the robustness of the timetable or
to avoid conicts. Slack time can be dierent for trains which travel along the
same route but in dierent directions.
NS uses a so called 3-minute punctuality as its internal and external gure
of merit. Therefore, trains which arrive within 3-minutes after their planned
time of arrival are labelled on time.
The Dutch cyclic timetable has a pattern which repeats itself every hour
of the day. Fig.3 displays the daily pattern for weekdays (Monday-Friday).
Bold lines represent half-hourly services, and thin lines represent hourly ser-
vices. Dashed lines represent services which run at least once every hour and
twice during peak hours. International trains form an exception to the hourly
patterned timetable. On the majority of the routes, both Intercity (IC), and
regional (Sprinter) services are run every quarter of an hour (most routes have
4 bold lines).
9

10. Figure 3: NS Railway map 2016 [31]
10

11. 6. Organising change: the EZR approach
In order to establish behavioural change in driving style, the support of the
NS organisation, and especially of the driver manager appeared to be crucial.
In the following subparagraphs we will describe the organisation, the approach
and the actions needed to bring about, and to secure this change in the NS
organisation.
6.1. The EZR Working Group and the EZR program
At rst, a small team of experts, with dierent expertise's, took the initiative.
This so called EZR Working Group operated as a self-directed team, under the
guidance of the manager energy environment, who was also a member of the
team.
In promoting eco-driving the EZR Working Group ensured that:
ˆ The monitoring of energy usage/energy savings was kept up
ˆ Managers received the support they needed
ˆ Remarks and questions of all parts of the organisation were dealt with
quickly and eciently.
Later on it became important to put the business in the lead so that the eco-
driving initiative would be secured into the organisation. Following the MSP
®
(Managing Successful Programmes) framework, an EZR program was set up (see
g.4). The informal way in which eco-driving had been handled was changed.
The Regional Managers became the Business Change Managers of the program.
They reported directly to the Director Service Operations.
6.2. The EZR approach
The EZR approach introduced the concept of eco-driving step-by-step in
several organisational layers (see g.5). The approach starts with the bottom-
layer by training drivers. Next the driver managers are coached into enhancing
performance, and nally the regional managers are involved in the change pro-
cess.
6.3. Organising support
The EZR program oers support and communicates results. It analyses
bottlenecks, delivers monthly reports, and informs drivers, driver managers and
regional managers on initiatives concerning eco-driving e.g.:
ˆ EZR reports are displayed in the drivers lunchroom or meeting room
ˆ There is an eco-driving trophy for the best team.
11

12. Figure 4: EZR program in MSP framework
Figure 5: The EZR approach
12

13. 6.4. Addressing problems: Responding to sentiments
Any problem or question concerning eco-driving can be mailed to the pro-
gram. A reply to any mail, is given within 1 hour, and an answer to the problem,
or question can be expected within 5 days.
Both drivers, and driver managers can report problems related to eco-driving.
This became such a success that also other problems, which were remotely con-
nected to the subject of eco-driving were also reported. Problems which cannot
be dealt with by the program are brought to the attention of other departments
within the NS organisation where they can be dealt with. By responding to
problems in a quick and decisive way, drivers felt that they were taken seriously,
and gradually became more and more enthusiastic about the EZR program.
6.5. Establishing formal EZR functions
In every region, there were drivers, who had an additional eco-driving func-
tion: EZR coordinator, EZR ambassador, and EZR expert. These functions
were essential for the implementation of eco-driving. The EZR program ensured
that these functions were dened as formal functions within the NS organisa-
tion. By transforming them into formal functions, they were taken seriously,
and drivers were given extra time to invest in eco-driving.
6.6. The reporting cycle: Stimulating competition
The EZR program provides driver managers and regional managers with
monthly reports on their performance, compared to other teams and regions.
This stimulates competition amongst teams and regions. Some regions have
taken the initiative to award the best eco-driving team with an EZR trophy.
These reports make it possible for driver managers to monitor the eects
of their actions, and to take more eective measures in order to improve team
performance. Regional managers gain insight into the performance of their
region. This enables them to dene, and uphold realistic management targets.
6.7. Avoiding adverse eects
NS deferred from using (nancial) incentives on an individual level to en-
courage energy- ecient driving by drivers. Opposition from unions against
measuring and reporting individual performance made such an incentive scheme
impossible. Besides that, It has been known that (nancial) incentives can yield
an adverse eect [38]. Two of these eects include:
ˆ In order to receive a bonus, drivers can urge planners to schedule them for
train trips on tracks with more slack, which will make it easier for them
to drive energy-ecient.
ˆ Drivers can also adopt a driving style, in which they continuously arrive
one or two minutes later than the planned arrival time. In this way they
can score high on energy-eciency, without aecting punctuality. How-
ever, by doing this transfer times are sacriced, and there will be more
hinder for other trains.
13

14. 7. Choosing the driving strategy: the UZI method
Many approaches for the implementation of eco-driving have been studied.
Many aimed at designing the best possible algorithm to save the optimal amount
of energy on every train trip [43, 29, 26, 48, 8, 27, 40], or at introducing Auto-
matic Train Operation (ATO) [11]. which could ultimately result in driverless
train operation.
At that time, NS had chosen to avoid automated algorithms, and not to
introduce automated tools such as an in-cabin Driver Advisory System(DAS).
The development or implementation of a DAS would have been high in costs
and would have taken considerable time to develop. Besides that, drivers had
strong adverse feelings against ATO, and DAS was perceived as a rst step
towards ATO.
We had learned that widespread acceptance by the drivers, and support of
the management is crucial for a successful implementation of any eco-driving
method [9]. Therefore, the EZR approach had to be exible enough to be
adjusted quickly to the needs of the drivers. Furthermore, especially the pilot
drivers had to have the opportunity to adjust, and improve the method to their
likings. This would not only enlarge acceptance, but would also empower these
drivers enormously. In this way it would make them EZR ambassadors of our
eco-driving method.
In order to set about the behavioural change that which was needed, the
EZR program felt that it was best to implement a simple, fast and cost-eective
method. The program therefore decided to start with a driver training, and
the introduction of simple supporting tools such as a reference card (UZI card
see sec. 7.1). Later on the EZR program meant to gain the support of the
management.
It was decided to train drivers in one single eco-driving strategy, which is
a coasting strategy, rather than to develop new methods. As the principle of
saving energy by coasting is known by drivers already since 1989 coasting was the
logical choice. Fortunately, Freddy Veldhuizen, a Dordrecht based train driver
had empirically developed an eco-driving method, the so called UZI method,
during his normal driver shifts in a trial and error approach.
At the start of the pilot in 2010 Freddy Veldhuizen became the eco-driving
champion at NS. Later on, in 2013 Freddy was awarded the Jan van Stappen
Spoorprijs (a prestigious Dutch railway award). This was a recognition of the
importance of Freddy's UZI method.
7.1. The UZI card: a reference guide for drivers
As part of the training material a simple reference card with the size of
a credit card was developed. It was based on the average of 5% slack in the
planned running times. The card explains the basic rules of the UZI method
(see g.6). It dierentiates between short trips (2 to 8 minutes) and longer trips
(more than 8 minutes). The card indicates at what speed level and/or moment
the traction should be turned o, depending on running time between stations.
Although the UZI method is a quite simple static empirically derived method,
research has shown that it approaches the theoretical optimum based on the op-
timal control theory [40]. This conrms the fact that the UZI method is a very
useful method to save energy.
14

15. Figure 6: The UZI card [46]
7.2. Peer-to-peer training: a guide to good craftsmanship
A peer-to-peer training program was started for the drivers. Up till then
it was highly unusual at NS, for experienced drivers to be accompanied by
other drivers in order to assess their driving strategy, and to reinstruct them.
This type of evaluation and instruction was only known for new drivers in the
rst months after their training. However, the peer-to-peer training, as it was
constructed by the EZR program was appreciated very much by the drivers.
The training consisted of a three-step process:
ˆ First drivers received a theoretical introduction into the concept of eco-
driving, followed by a train trip in which the eco-driving expert demon-
strated the method.
ˆ Secondly, after drivers had practiced on their own for about one week,
another train trip was planned in which the drivers applied their knowledge
in the presence of the expert eco-driver. During this trip, the expert had
the opportunity to support the driver in mastering the method.
ˆ On the third and nal trip the driver was again accompanied by the expert.
This trip could be used in order to ne tune the driving style of the driver.
8. Implementing eco-driving
In 2010 NS expected to reduce energy usage to minus 2% by stimulating
behavioural change in driving style. The Manager Energy Environment had
asked and gained the commitment of the CEO and the Director Service
Operations. They agreed to invest a relatively small amount (of several hundred
thousands of Euro's) into a program, which would render a return on investment
within half a year.
The implementation of eco-driving at NS started in 2010 with two pilots
in two dierent regions of the Netherlands. After the successful pilots, it was
decided to train all drivers in eco-driving. At the end of 2011, all drivers had
received an eco-driving training on the simulator, and the method was imple-
mented nationwide.
15

16. Figure 7: VIRM screenshot: energy usage
8.1. Pilot in Utrecht: implementing UZI
In 2010 in the region of Utrecht a group of approximately 30 volunteers were
found willing to participate in an eco-driving pilot. Our eco-driving champion,
Freddy Veldhuizen, instructed the initial three drivers of this group in using the
UZI method. These three drivers became expert eco-drivers who trained the
other drivers of the pilot group.
The drivers of the pilot group developed logs in order to keep track of their
performance. Besides that, they could self-diagnose their energy usage by con-
sulting the screen in the most-used train type (VIRM). This screen shows a
cumulative energy usage per traction installation, on a display which can be re-
set (see gure 7). This was sort of a nice coincidence: the fact that every VIRM
train has 1 traction installation per two carriages. It made runs on trains of
dierent lengths directly comparable.
The group exchanged results amongst themselves, and quickly found the
most robust way to reduce their energy usage. Apart from these two feedback
mechanisms, which enabled the driver to analyse their own performance, there
was a need for a more objective overall measuring instrument which could mea-
sure or calculate energy usage on dierent levels (national, regional, team).
At the beginning of the pilot an energy measuring instrument was not avail-
able. There were indeed initiatives to develop such an instrument. Amongst
these initiatives was the development of a measuring instrument, Energy Mea-
surement Monitoring and Analysis (EMMA), by the Dresden University of Tech-
nology (TU Dresden)[6]. The EZR program intended to use this instrument to
16

17. monitor the eects of the pilot. However, it could not be delivered in time in
order to be used by the pilot.
Therefore, an interim solution, the EZR monitor (see section 9) was devel-
oped, which produced monthly reports, calculating energy usage of the pilot
group, and made it possible to compare the results with a peer group of drivers
on the same route, who did not participate in the pilot [18]. The EZR monitor
used some of the principles introduced by EMMA. The EZR monitor showed
that the pilot group used on average 7% less energy than the peer group.
8.2. Vlissingen: extending the pilot
At the end of 2010, a second pilot was started in Vlissingen. This time, an
entire group of drivers, and not only volunteers, was chosen as a pilot group.
Again the pilot group received a theoretical introduction followed by a peer-
to-peer training. The EZR monitor developed during the pilot in Utrecht, was
already available by then, and could be used to measure the performance of
both the group in Utrecht and the team in Vlissingen.
As a result of this pilot the intercity services rendered energy savings of up
to 5%, whereas the regional service on the test line did not show any energy
savings. An analysis of the latter service showed changes in the planning of
slack time (eectively no slack in the timetable) to be the cause of the lack of
energy savings.
8.3. 2011: Training all drivers
The results of both pilots were promising. That is why a nationwide imple-
mentation was prepared in 2011. The introduction of full-scope simulators for
driver training at NS in 2011 provided exactly the right tools to make all drivers
familiar with the principles of eco-driving. All drivers were to be given a 3-hour
course, including practicing eco-driving on a full-scope simulator, concluded by
peer-to-peer training given by eco-driving experts.
During the whole of 2011 driver meetings, which are meant to reinstruct
drivers, were used to introduce drivers to eco-driving. In every meeting a group
of 20 drivers was introduced to the UZI method. After the meetings, 66% of
the drivers followed the peer-to-peer training given by eco-driving experts.
It proved to be a major bottleneck to get drivers scheduled for the peer-to-
peer training. While some of the driver managers made these trainings a high
priority for their drivers, others were reluctant to schedule their drivers for the
peer-to-peer training. The drivers of the latter driver managers received hardly
any training.
At the end of 2011, the majority of the drivers had received a training in
eco-driving. As a result, there was a nationwide reduction in energy spending
of approximately 2%. In regions where drivers did not receive the peer-to-peer
training, levels of energy usage remained signicantly higher than that of other
teams, even until 2014.
8.4. Successes and setbacks
In 2012 a second round of peer-to-peer training was organized. Extra support
for drivers was oered, and there were expert drivers available for peer-to-peer
training. This was a success. As a result higher targets were set. However,
these targets were not met. By then the awareness developed, that a permanent
17

18. focus on energy saving and eco-driving could only be achieved by involving the
management.
Another setback was the timetable of 2013. During the planning phase
it was decided to plan slack time as much as possible at the larger stations.
Furthermore, a new track was introduced: de Hanzelijn , and the high-speed
train to Brussel had to be re-planned, which complicated the planning process.
Most of the times, drivers were forced to drive as fast as possible to arrive
on time. It became hard, and in some cases impossible to arrive punctual at
smaller stations. At the larger stations, drivers arrived ahead of time, causing
an increase in red signal approaches. As a result, drivers started to ignore the
exact times on the timetable.
Because of the changes in the timetable drivers had to put much more eort
into reaching the same amount of energy saving. At the beginning of 2013 this
had a negative eect on the results of eco-driving (energy spending increased),
and it turned some of the drivers against eco-driving in general.
9. Involving the management
After the initial successes in saving energy, the governance of eco-driving
was handed over to the line organisation. This resulted in a drop in the results
of eco-driving. The eco-driving initiative seemed to be back at the beginning,
and it became apparent that in order to maintain the focus on eco-driving, and
to meet the targets in energy savings the management had to become more
involved.
9.1. Driver manager: Promoting professionalism
During the pilots it became apparent that the driver manager played a crucial
role in the successful implementation of eco-driving. Driver managers, whose
teams performed poorly on other subjects, also showed less promising results
when it came to eco-driving.
Driver managers, who pay attention to the well-being of their team, and are
able to stimulate their drivers are also better in implementing eco-driving. For
example, one of the champion driver managers makes clear appointments with
his drivers based on the basic principles of NS, and reviews their adherence to
these appointments. He visits his drivers on a regular basis and is able to give
them clear and simple instructions on their tasks. He describes his function
as: Ensuring that my drivers enjoy doing their job better (S.G. Hagedoorn,
personal communication, August 31, 2015).
Shortly after the pilots eco-driving was not obligatory, and driver managers
had a non-committal attitude towards it. Besides that, driver managers were
reluctant to invest into eco-driving, because they were afraid that their workload
would be enlarged considerably. The EZR program, therefore decided to use
existing structures (projects, work processes and work meetings) to improve
performance amongst driver managers without adding to their workload.
9.2. Developing soft skills
The NS project PI and management aimed at improving management skills
of driver managers in order to improve team performance on the areas Punctu-
ality, and Information to the travellers. The EZR program added Eco-driving
to this project (making it PIE and management).
18

19. As part of this project, a group of seven driver managers, with a good
track record, was asked to experiment with, and develop management actions
to improve team performance. These so called interventions aimed at improving
soft skills of driver managers. The interventions which were voted most eective
were:
ˆ Assessment of the willingness of drivers in the team to change
ˆ Organising extra support by expert drivers
ˆ Complimenting drivers
ˆ Setting the right example as a driver manager.
As a result of this project the PIE toolbox containing a list of all the interven-
tions, was made, and presented to other driver managers.
Driver managers receive monthly EZR reports about the performance of
their team in comparison to other teams in the same region. Driver managers
also receive a list of the ve least, and the ve most energy ecient routes
of their team. These are displayed as Tip (low in energy eciency) and Top
(high in energy eciency) routes. This keeps driver managers alert and enables
them to measure the eects of interventions which they have applied in previous
month(s).
A frequency of one month has been chosen because it is not possible to
attain eective change within a team of 30 drivers, in a shorter period. Besides
that, in one month there is a considerable amount of data available per team,
based on which conclusions can be drawn about the eectivity of management
actions. A reporting frequency longer than one month would have caused the
attention to slacken, and would therefore have been counter eective.
In 2013 there was still a wide variation in team results. However, teams of
driver managers who had participated in the PIE and management project
were on average 1.5% to 1.75% more energy-ecient than other teams at NS.
9.3. Regional managers: setting realistic targets
The Regional Managers Service Operations had recognized the importance
of energy saving at an early stage. Thus, at the beginning of 2012 they had
agreed to set a target for energy saving for that year. Per region a dierent
target was set, which would amount to a total of 4% in energy savings, measured
from the beginning of 2011 to the end of 2012. There would be no consequences
if the target was not met. After the summer break in 2012, it became apparent
that targets would not be met, and additional actions were needed to stimulate
energy savings.
From the end of 2012 up until recently, the EZR program has visited Regional
Managers and their assistants on a regular basis (once every three months). Con-
stantly, bringing eco-driving and its benets to the attention of this management
layer, and assessing the results of their actions to promote eco-driving.
The monitoring reports, which are delivered every month, provide insight
into the performance of the teams in the regions of the managers, and also into
results of other regions. For the year 2013 new, more realistic targets were set
by the regional managers based on the results of the monitoring reports in the
19

20. Figure 8: Example of EZR reports
previous year. Eco-driving became an integral part of their work package, and
results are discussed during their performance reviews.
Figure 8 represents the energy-saving results of all the teams of one specic
region in 2014. The energy-saving percentage is presented as the average of
the last three months. This eliminates temporary positive or negative eects
from the chart. To attain the regional target (see the red dotted line) each
team should reach the level of the target line each month. The green dotted
line represents the results of all the EZR expert at NS. They are presented as
a separate team. The results of the EZR experts give a realistic picture of the
percentage of energy savings which can be attained. On the level of the region
manager an aggregated list of Tip and Top routes is displayed.
10. The EZR monitor: measuring team performance
Monitoring the eect of eco-driving posed a challenge. Before 2010 there
were no measuring instruments available, which could measure the eect of
behavioural change on energy usage. Both internationally, and nationally there
were several initiatives to develop tools to measure energy usage. However, most
developers tried to measure all the energy used during train trips.
During the rst pilot a monitoring tool was developed. This so called EZR
monitor made it possible to measure the eects of behavioural change on energy
usage, and to compare teams and regions with respect to energy usage.
The EZR monitor uses the data of the signalling system as a base for its
calculations. First, a reference speed prole is dened, and consequently a
reference energy prole for train trips is made. This makes it possible to compare
energy usage of train trips.
In this paper we will limit our description of the EZR monitor to its main
principles. The algorithm of the EZR monitor will be presented, in detail in a
separate paper [18].
20

21. 10.1. The EZR Monitor: basic principles
The EZR monitoring is based on the following main principles:
ˆ Focus on driver inuence
ˆ Relative measurements
ˆ Comparing teams and regions
10.2. Focus on driver inuence
The EZR monitor measures only energy usage, during train trips, which
can be inuenced by drivers. It is independent of characteristics such as train
length, the condition of the bearings, tardiness and temperature. Furthermore,
as eco-driving should not be applied during delayed runs, train trips which are
delayed for more than 180 seconds are discarded from the data.
10.3. Relative measurements
The EZR monitor measures energy usage as a relative gure. Because of the
repetitive Dutch timetable it is possible to compare performance of trains on
the same tracks, following the same pattern.
10.4. Comparing teams and regions
The EZR monitor calculates the percentages of energy savings and sets these
o against the targets of the regional management. The EZR monitor ensures
an accurate (to the 0.1% level) relative measurement between teams.
The lowest aggregation level of the EZR monitor is the team level. To protect
the privacy of the drivers, driver managers do not receive individual reports on
the drivers in their team, and results cannot be tracked down to individual
drivers. Drivers are indeed encouraged to consult the VIRM screen (g.7), as
a form of feedback. This information cannot be shared automatically with the
driver manager [22] [38]. It is therefore left up to the drivers whether, or not
they wanted to share results with their driver manager. At present we see a
lively exchange of VIRM results between drivers on the internal Yammer social
network.
11. Results
In the course of approximately 5 years (from 2010 to 2015) the implemen-
tation of eco-driving at NS has led to substantial energy savings. At the end of
2015, NS had invested a cumulative amount of ¿1,450k, which led to cumulative
savings of ¿10,505k (a payback time of approximately 2 months).
Besides that, the EZR approach has led to an awareness of energy usage,
and has stimulated professionalism amongst drivers, and driver managers. The
approach shows that much can be attained, at low costs, by stimulating profes-
sionalism, and by taking professionals seriously.
Figure 9 represents energy savings accomplished after the pilot in 2010. The
blue line represents the target, which was at rst optimistic and has been ad-
justed to a more realistic level. Results of driver teams, which had not been
trained are shown in red. Results of teams which had been trained are presented
in green.
21

22. Figure 9: Energy savings at NS
11.1. The EZR approach: benets
The EZR approach has led to the following outcomes:
ˆ 44% of the NS drivers have adopted the basic UZI method of eco-driving.
5% of the drivers have become expert eco-drivers, and 1% have become
eco-driving ambassadors. The last 2 groups drive extremely energy-ecient.
They apply a so called UZI pro type of eco-driving. UZI pro is an opti-
mization of UZI basic. It adds coasting advise on tracks with temporary
speed restrictions, and cruising advise at various gradients (drivers are
instructed to maintain a certain cruising speed at least on uphill sections,
preceding bridges and y-overs) to the UZI basic.
ˆ Drivers received training to improve their craftsmanship. The peer-to-peer
training was welcomed by the drivers.
ˆ Eco-driving is now a basic component of the training of new drivers.
ˆ Drivers know when to apply eco-driving and when it is not appropriate to
drive energy- ecient (safety and punctuality).
Besides energy savings, the EZR approach has also led to other positive out-
comes for NS:
ˆ Drivers felt supported and empowered. The focus was on performance of
the team as a whole and not on individual performance.
ˆ Driver managers were encouraged to improve their management skills.
22

23. ˆ Regional managers service organisation gained insight into the perfor-
mance of their region, and were able to determine and uphold realistic
targets.
ˆ Eco-driving is to the physical benet of train conductors. It prevents
drivers of passing switches at high speeds. This results in less wear and
tear on the knees of the train conductors.
ˆ Eco-driving entails using the brakes less often. Therefore, there is less
wear and tear to the rolling stock.
ˆ Since the implementation of eco-driving, drivers have noticed a decline in
red signal approaches.
ˆ Our initiatives to involve train conductors in following a more tight de-
parture procedure so that the drivers are able to drive energy ecient did
not have the expected results. However, it resulted in more awareness of
the role of the train conductor in energy saving.
11.2. Eects on safety
The coasting strategy which NS has implemented in the Netherlands, had
a negligable impact on safety. Studies into safety risks of eco-driving [9] show
that dangerous situations are introduced by supplying drivers, during driving,
with rapidly changing information, or with information that is in conict with
the information on the signals. Our coasting strategy presents the driver with
information in the form of a reference card (UZI card) which can be consulted
before departure time, and oers the driver the opportunity to change strategy
during the train trip. It therefore poses less risk to safety during driving than
strategies which include a DAS (Driver Advisory System).
There has not been an investigation into the eect of eco-driving on the
occurrences of SPADs (Signal Passed At Danger). Presumably it will have a
positive eect on the prevention of SPADs, because, as a result of the coasting
strategy, the train speed at arrival time is relatively low. Therefore, this strategy
reduces the risk of skidding during braking.
There has not been an in depth research into the eects and risks of eco-
driving on other trains in the environment of the eco-driven train. There have
been some complaints by non-eco-drivers, that they are forced to reduce their
speed, because of an eco-driver in front of them. Especially, drivers who drive
as fast as possible at every given moment have complained.
12. Conclusions
The EZR approach has resulted in the general acceptance, and appreciation
of eco-driving throughout the NS organisation. Unlike other approaches, the
focus on team performance has also stimulated professionalism amongst driver
managers, and regional managers.
We have found that involvement of drivers at an early stage (e.g. in develop-
ing a DAS, or in training their peers) is important for the successful implemen-
tation of eco-driving. By starting at the driver level, and by taking (suggestions
from) drivers seriously, the EZR approach has received much support at NS.
23

24. Usually, TOCs and FOCs set up an incentive scheme such as individual
bonuses, and driver awards to stimulate eco-driving. Often, these incentives are
based on driver adherence to a DAS. In some cases (see section 3) measuring
individual performance leads to initial resistance to eco-driving. Our monitor-
ing system focusses on team performance. It is therefore a management tool,
which gives feedback to driver managers, and regional managers on their per-
formance. This keeps these management levels involved. It encourages driver
managers to continuously motivate, and challenge their drivers, and it helps
regional managers in setting realistic targets.
We have seen that in order to implement eco-driving successfully, with or
without a DAS, the involvement of the management is crucial. There has to be
a long term, management commitment to stimulate, and support eco-driving.
Similar to some other international TOCs, NS has started with a simple, and
low-cost implementation of eco-driving. We have found that the EZR approach
has brought about a substantial cultural change. This has caused a demand
within the organisation for more, and better support for eco-driving.
13. Acknowledgements
We would like to express our gratitude to the members of the EZR Working
Group, and the EZR program, the Knowledge Centre for Transport Control and
the department of Logistics (recently renamed to 'Timetable Development and
Design') of NS for their support in writing this paper. Special thanks to Wulf
Traa (driver manager Amersfoort), and Sandrie Hagedoorn (driver manager
Arnhem) for their insights into the work of driver managers in connection with
eco-driving. Furthermore, we would like to thank Jack Korndörer, Gerben
Scheepmaker and Ramon Lentink for their help in reviewing this paper.
14. Glossary
ATO Automatic Train Operation
Coasting Shutting o the power
Cruising Drive at a constant speed.
EZO Energie Zuinig Opstellen (stabling loads)
EZR Energie Zuinig Rijden (eco-driving)
DAS Driver Advisory System
NS Nederlandse Spoorwegen (Dutch TOC)
SPAD Signal Passed At Danger
UZI Universeel Zuinig rijden Idee (universal eco-driving idea)
RSSB Rail Safety and Standards Board
TMS Train Management System
TOC Train Operating Company
FOC Freight Operating Company
24

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