TRANSITION TO EV

The end of the ICE age is coming

2035 isn’t as far away as fleet managers think and EV fleet transitions can’t wait, says Alice Aprile-Smith, head of partnerships and business development at Source

Earlier this year, the Government’s extension allowing diesel van sales until 2035 was broadly welcomed across the fleet industry. After months of uncertainty around the ZEV mandate, many fleet managers are breathing a collective sigh of relief – but they are also making a dangerous assumption that 2035 gives them another decade to worry about electric vehicle transition.

While some fleets may suit depot charging solutions, many will rely on public rapid charging networks to make electrification work. Regardless of the approach, the reality is far more pressing than the mandate suggests. For fleet managers serious about a smooth transition to electric vehicles, planning needs to start much sooner than most realise to allow for a full phase-out of diesel by 2035 without impacting operations, while keeping costs in check and winning over fleet drivers.

“For fleet managers serious about a smooth transition to electric vehicles, planning needs to start much sooner than most realise”

The hidden timeline reality

EV fleet transition is complex, involving vehicle selection, total cost of ownership analysis, route efficiency planning, charging strategy decisions and cost negotiations. This process needs time to set up and embed properly, often working best through a stepped approach that proves the business case incrementally.

Working with fleets ranging from less than a dozen to over a thousand vehicles, I see a consistent pattern – those who plan their fleet EV transition early secure better commercial terms, achieve smoother operational transitions, and maintain route efficiency throughout the change.

The most successful fleets start their transition by identifying routes to electrify first and pinpointing parts of their fleet that can transition most easily to secure vital quick wins. This approach is crucial for proving the business case, convincing any sceptics and using the findings to improve decision-making for the remainder of the fleet transition.

Those who delay face more challenging decisions with limited, untested information and fewer options available. Often a change of mindset among drivers is needed, and the transition may require people to change their job focus or take on dedicated roles. The EV transition typically affects businesses’ cross-functionally, so it takes time to engage all relevant stakeholders and make effective decisions.

There are also practical budget realities fleet managers often overlook. Most operate within corporate budget cycles that run 12-24 months ahead of actual implementation. Coupled with the benefits of taking a staggered approach to transition, this means fleet managers should be thinking about their move far earlier than it may appear on paper.

The commercial advantage of early planning

This compressed timeline creates opportunities for forward-thinking fleet owners. Right now, charge point operators are actively seeking anchor customers for new hub locations. Fleet partnerships can influence where infrastructure gets built, ensuring coverage along key routes or near operational bases.

Early planning fleets are also securing better commercial deals for charging on the network. The pricing structures available today include volume discounts and long-term rate locks that may not be available as the market matures. We’re already seeing increased competition for prime charging locations, particularly those that serve both fleet vehicles and the general public.

But this window won’t last forever. As EV adoption accelerates and infrastructure demand increases, negotiating power shifts. The fleets making partnership decisions in the next 24 months are likely to secure more favourable terms and a better choice of charging locations than those waiting until 2030 and beyond.

A practical approach: starting the journey

The most successful transitions I’ve observed begin with public charging partnerships. This allows teams to understand real-world range requirements, driver behaviour, and operational impacts – essentially invaluable market research that reveals actual charging patterns rather than theoretical projections.

This approach proved particularly valuable for one energy services company that initially considered extensive infrastructure investments. When they discovered that grid connection upgrades would cost more than their entire vehicle transition budget, they pivoted to public rapid charging partnerships. For their dispersed operations, this approach actually proved more suitable while maintaining operational flexibility.

Armed with real operational data from these early experiences, fleets can then make informed decisions about their optimal charging strategy. Some continue to rely primarily on public networks, particularly those with dispersed operations, smaller vehicle numbers, or drivers who can’t charge at home. This gradual approach also addresses technology concerns by maintaining flexibility while building operational experience and confidence.

What fleet managers should evaluate now

Even if you’re not buying electric vehicles yet, there are four critical assessments you should be conducting.

1. Route and range analysis: Map your current operations against electric vehicle capabilities. Identify which routes are immediately viable for electric vehicles and which require infrastructure partnerships or operational changes.

2. Partnership landscape: Research charging infrastructure providers before you need them. The market is evolving rapidly, with some operators struggling with reliability issues while others are setting new standards for fleet service.

3. Driver engagement: Begin conversations with your drivers about electric vehicles. Winning hearts and minds takes time, and starting early helps identify potential challenges and champions within your team.

4. Total cost modelling: Build realistic financial models that account for infrastructure partnerships, not just vehicle costs.

The real risk of delay

The extended ZEV mandate creates a false sense of security. While the deadline pressure has reduced, the practical challenges of fleet electrification haven’t disappeared – they’ve just been pushed further into the future where they could realistically be more expensive and complex to resolve.

The companies thriving in an electric fleet future won’t be those who waited until the last possible moment. They’ll be the ones who used the breathing space created by the mandate extension to plan thoroughly, secure strategic partnerships and build robust operational foundations.

The transition to electric fleets is inevitable. The question isn’t whether it will happen, but how smoothly your organisation will navigate it. That journey starts with planning – and it starts now.