Taking the helm at Fleet World at such a pivotal moment for the industry is both a privilege and a challenge. Having spent my career reporting on the shifting sands of the automotive sector, I’ve learned that while technology changes, the fundamental mechanics of the market rarely do. As I begin my tenure as editor, my goal is to ensure we provide the cold, hard analysis that fleet decision-makers need – starting with a reality check on the current state of the used EV market.
We often see reports suggesting a “surge” in used EV demand as prices soften. On the surface, it’s a positive news story for electrification – the kind of narrative that proponents of the transition are desperate to hear. It suggests that consumer confidence is finally catching up with the ZEV mandate’s ambitions. However, if we look under the bonnet, the story is far less about a fundamental shift in buyer behaviour and far more about the predictable, often brutal, elements in used car market cycles.
The reality? Used EV values remain significantly depressed. When the price for any asset drops far enough, a volume ‘bounce’ isn’t a surge in sentiment; it’s a mathematical inevitability. We are witnessing a market bumping along the floor, not necessarily a shift in the public’s appetite for battery power. When a three-year-old premium electric saloon retails at the same price point as a mid-range petrol hatchback, a rock-bottom price is
probably a good gamble for a trader to make a profit.
There is also a familiar pattern at play here that we must be wary of. In an unsettled market, organisations that handle used EV transactions frequently commission news releases finding a positive angle. It’s a standard industry move: wrap a tactical price correction in a strategic success story to promote the platform behind the data. By suggesting that “demand is soaring”, these entities hope to manufacture the very confidence the market is currently lacking.
Our job in the fleet sector isn’t to chase these curated headlines. It’s to look at the long-term continuity of residual values and the real-world operational costs that don’t always make it into a press release. The volatility we have seen in EV RVs over the last 24 months has done more to damage the business case for electrification than any lack of charging infrastructure. For a leasing company at defleeting time, a 10% increase in used transactions is meaningless if the asset has already lost 60% of its value in three years.
A healthy market needs transparency, not just a ‘good news’ filter. True confidence will not be built on the back of bargain-basement prices; it will be built when values stabilise and the used market becomes predictable.
As I step into this role, I am committed to looking past the press releases to provide the transparency this industry deserves. It is time to stop celebrating the ‘bounce’ and start focusing on the stability the sector actually needs.
16 APRIL 2026
ARENA
See you there...
SCAN HERE to register for free!
Don’t forget to pop an important date in your diary to fully benefit from the FREE Masterclass seminar sessions at our upcoming Great British Fleet Event on Thursday 16 April 2026. The one-day fleet extravaganza promises to offer plenty of opportunities to meet inspirational people and learn ideas and approaches that can improve your fleet and your business. It’s also a brilliant opportunity for networking with suppliers in the industry! See more on page 21, and we look forward to meeting you there...
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Talk to us about ARC today. For more information scan the QR code or visit grosvenor-leasing.co.uk
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FLEET15
Charlie Jones corporate sales manager, KGM Motors
What is your ambition in your current job role?
To grow the volume of sales in the UK through fleet and build out the KGM fleet department.
What job did you want to do when you were growing up?
Like most young lads, I wanted to be a footballer. However, I do remember wanting to be a teacher and even a politician at one point (not sure why!).
The best takeaway food?
Chinese without a doubt (Singapore chow mein is my death row meal).
DIGITAL MAGAZINE <
What’s the proudest moment in your career?
Getting the job as an area sales manager with KGM in 2022. It was a big step up from my previous role in the marketing team and with the level of responsibility I was given, I felt really proud that the business had placed this trust in me to perform the role.
What’s your favourite film and why?
Goodfellas – a Scorsese classic. It’s a perfect all-round film for me and the soundtrack is brilliant.
If money was no object, what’s the first thing you would buy?
My beloved Wolverhampton Wanderers Football Club.
Name three cars in your dream garage?
I think an Aston Martin DB5, Austin Mini (always wanted one as my first car, after watching The Italian Job) and an original Ford Mustang.
What are the biggest challenges facing fleets at the moment?
EV transition. Vehicles and infrastructure have improved dramatically in recent years but particularly with commercial vehicles, the fleet operators I
deal with cite challenges finding suitable vehicles for towing, offroad use and high-mileage users.
You’re on your dream holiday. Where are you?
Vietnam. I spent around three weeks there in 2019 and it’s my favourite place that I have visited. The food was great, people were very friendly and some beautiful areas in the country.
Night in or night out?
I’ve come to appreciate nights in now but you can’t beat a night watching live music or in the pub with friends.
Supermarket of choice? Tesco.
What car do you currently drive?
KGM Actyon Hybrid.
Tea, coffee or other?
Coffee – a flat white is my go-to.
Books, mags or podcasts?
I do like a bit of non-fiction, but being on the road as much as I am, I tend to listen podcasts most days (either comedy, sports or politics).
Who is your idol in life and work?
My parents as they have been great role models and have worked hard to give me and my brothers the tools and support to go and make careers for ourselves. In work, there are a lot of people that I look up to –too many to name.
The plug-in hybrid is increasingly being viewed as a legacy asset by fleets rather than an essential bridge to electrification.
As the industry sees the dust settle around it following the November Budget, the predicted administrative chaos and fiscal ‘cliff edge’ are being met in many cases with a strategic shrug.
Changes to the treatment to plug-in hybrids announced by Chancellor Rachel Reeves a few months ago highlighted the risk of a tax trap in the years ahead, but the UK fleet sector appears to have outmanoeuvred the legislation by accelerating its move directly into battery electric vehicles (BEVs).
The catalyst for the current shift was the arrival of Euro 6e-bis emissions standards, which threatened to triple official CO2 figures by finally acknowledging the reality of ‘engine-on’ driving.
But as of February 2026, the expected administrative friction, specifically regarding the backdated 1g/km Benefitin-Kind (BiK) easement introduced in the November Budget which would leave many drivers overpaying tax on their PHEVs before the announcement, has largely failed to materialise.
How
fleets are outmanoeuvring the 2026 ‘fiscal cliff’. By Simon Harris.
bypassThePHEV
“I haven’t heard of any fleet managers complaining about an administrative issue with reclaiming overpaid BiK tax for 2025,” said Paul Hollick, chair of the Association of Fleet Professionals (AFP). While the industry had braced for a ‘limbo’ period where drivers would be caught in a retrospective tax mess, Hollick suggests the reality is that many managers have already moved past the problem.
“Most fleets are running BEVs, so this won’t be a big issue,” Hollick explains. “Many drivers are now going straight into BEV without PHEV.” This ‘PHEV bypass’ suggests that the administrative and fiscal complexity of the hybrid is no longer seen as worth the investment for a professional fleet operation.
For those drivers who do remain in the PHEV camp, the management approach has shifted toward robust risk mitigation. Fleet managers are no longer simply supplying vehicles; they are legally distancing themselves from the choices their drivers make. Hollick notes a significant rise in the use of formal ‘waivers’, where drivers choosing a PHEV must sign a document acknowledging the consequences of future tax changes.
This is a move designed to protect the long-term integrity of the fleet and ensure continuity beyond the current manager’s tenure.
“Fleet managers are also preparing the ground for their successors, should they move on from their current roles,” said Hollick.
By ensuring drivers are fully aware of the flat 18% BiK rate and eVED mileage charges arriving in April 2028, managers are preventing ‘tax-shock’ grievances from becoming a legacy burden.
“For those drivers who do remain in the PHEV camp, the management approach has shifted toward robust risk mitigation.”
This strategic shift is being accelerated by the success of salary sacrifice schemes elsewhere in the business. The ‘retail-style’ success of these programmes is serving as a real-world proof-ofconcept for traditional company car drivers who might otherwise have clung to the hybrid safety net.
“The increase of salary sacrifice BEVs are illustrating to company car drivers that it can be done,” Hollick adds. The visibility of colleagues successfully navigating daily life with a BEV has effectively killed the ‘range anxiety’ argument that previously underpinned the case for the PHEV.
While the fiscal cliff-edge first identified in May 2025 was a valid technical warning, the industry’s response has been to build a different road entirely.
By the time the 2028 tax wall arrives, the PHEV may well be a minority asset on the UK corporate fleet. Through the use of waivers, the influence of salary sacrifice and a clear-eyed focus on future-proofing, the modern fleet manager is simply driving past the hybrid mirage.
INCOMING VOLVO EX60
What is it? Large SUV
When is it available? September 2026
Biggest changes? First all-electric Volvo in the XC60 class Fleet appeal? High-end draw at director level
That looks like a Volvo
It certainly does, and adds another pure EV to the range. A five-seater, and not as big as the EX90, the EX60 should have broad appeal for senior executives who like safety, clean Swedish design and SUVs. There are three battery sizes, with the entry-level 374hp P6 version offering rear-wheel drive, while 510hp P10 and 680hp P12 variants have dual motors and all-wheel drive.
Powering up
The battery choices enable the EX60 to hit three price points, expected to start around £60,000. The smallest of these, at 83kWh, will apparently be good for 385 miles on the WLTP combined cycle in the P6 rear-wheel drive entry variant. The AWD P10 comes with a 95kWh battery and a range of 410 miles, while the rangetopping AWD P12 has a 117kWh battery with the headline-grabbing 503 miles of range on a full charge.
Sleek outside, calm inside
A competitive drag coefficient of 0.26 helps eke out those impressive battery ranges. Artificial leather, Nappa leather and wool blend seat upholstery are available. A touchscreen interface accesses almost all of the controls (no tactile buttons and knobs for heating and ventilation, sadly). There is a more rugged-looking Cross Country variant for those who prefer an outdoorsy feel, and it’s also fitted with air suspension, should venturing offroad be required.
VERDICT
After the slight misstep from Volvo that was the EX30, we’re looking forward to getting behind the wheel of this new Volvo EV to see how it compares with the Audi Q6 e-tron, new BMW iX3 and other premium rivals.
Fully loaded
Mid-range Plus is the entry-level, and comes with Matrix LED headlights and a 21-speaker Bose premium audio system. Upgrade to the Ultra, and the audio is replaced with a 28-speaker Bowers & Wilkins unit, and it also comes with an electro-chromic roof and 360degree camera with a 3D view.
... OF A FLEET MANAGER
In the first of a new series, our industry insider lifts the lid on everyday fleet issues.
Ioften carry on about tyres and the problems our drivers have, almost constantly. But the fleet manager can have issues too. I went out to my car the other day and the rear tyre was as flat as a pancake. I, like just about everyone else these days, don’t have a spare. I managed to pump up the tyre, and hoped it would get me to my local tyre repair shop before it went flat again. It did, no problem. I waited for one of the tyre repair specialists to come to my aid.
While I waited, I thought about all the technologies in modern cars. Touchscreens that show you just about everything. Electronic this, electronic that, and a multitude of onboard computers to keep everything working.
But probably one of the most important parts on the car, are the tyres. And how do the modern-day repairers find the puncture? Well, as I watched, they do it still in the way
it’s been done for centuries. An old bath full of dirty water. It seems primitive, but it still works. I asked the tyre fitter if there was a modern way, he said no, not really. The old bath, and murky water, still play a fundamental and important role in keeping modern vehicles on the road.
It seems an age ago now since the last Budget, but I’m still pondering some of the potential changes put forward. I do agree, as many do, that electric cars need to contribute to the tax system, and as more go on the road, then more revenue has to be paid into the Treasury.
We have a few plug-in hybrids (PHEVs) now, and all our drivers who use them like them; they say the best of both worlds. But the range isn’t great on any of them, with the best, I think, around 38 miles, but on average it’s a bit less than 30 miles.
It seems ludicrous and unfair to slap an additional tax of 1.5p per mile on PHEVs. Our drivers
certainly do far more than 50% of their day-to-day driving using petrol or diesel where fuel duty, VAT has already been paid. So the additional tax, on miles covered, doesn’t seem right to me.
Then, who pays the 1.5p? Who decides one year in advance how many miles the car is going to cover? I realise if you pay too much, you get a rebate, and if you underestimate you pay more at the end of the year. Then do you ask the driver for the additional cost for their private mileage? Or repay them money, presumably in their wages, if they don’t cover as many miles as predicted? It’s all a bit of a guessing game.
And, just when you thought being a fleet manager couldn’t get any more complicated, it just did, or it will shortly.
Think I’m going to go and have a lie down, then get a bath – but not at the tyre fitters.
“I, like just about everyone else these days, don’t have a spare.”
Paul Hollick chair, Association of Fleet Professionals
WHY NEW CAR LIST PRICES NEED RETHINKING industry insight
We live in the age of the massive new car discount. The Society of Motor Manufacturers and Traders (SMMT) reported the average applied to electric vehicles in 2025 was a monster £11,000.
Eleven thousand pounds. It’s an amount that seems worth writing out in full.
This not just an EV phenomenon either –for non-battery vehicles, the average is £6,000. Yes, much lower, but still a whopping figure in isolation.
As members of the Association of Fleet Professionals know, discussions about the discounts available on some models are one of the currencies of conversation whenever two or more fleet managers get together, and some of the current deals available, especially on a spot purchasing basis, are remarkable.
In the not-too-distant past, this used to be referred to as disorderly marketing and you can see it in the growing pre-registration figures that are reported every month. While not quite at pre-pandemic levels, manufacturers in 2026 are clearly doing whatever it takes to get vehicles included in their sales figures.
The elephant in the room here is, of course, the Zero Emissions Vehicle (ZEV) mandate. Last year’s new car target of 28%
was missed by a few percentage points but this year, it rises to 33%, then 38% in 2027, 52% in 2028, 66% in 2029 and 80% in 2030. Again, excuse me for writing out all these numbers, but they really underline the ambitious rate of climb.
What these figures mean, barring a huge and unlikely upswing in demand, is that substantial EV discounts are almost certainly going to be around for some time to come. The SMMT might believe they are unsustainable and in strict business terms, they are no doubt right but, even if the Government’s targets are relaxed, sales will still require substantial support.
However, the ZEV mandate doesn’t explain the high levels of discount being applied to non-EVs. What is happening there appears to be a simple mismatch of supply and demand, especially in the retail sector; something that is only likely to become more apparent with the arrival of new entrants from China and other markets.
Why should this matter to fleets who, after all, are being offered cheaper cars? A few reasons. A dramatic mismatch between list and real-world pricing has a direct impact on taxation, especially if you outright purchase. It might be good news that you are able to add a particular EV to your choice list because you can buy it at
£42,000 rather than £55,000 but HMRC says you and your drivers will still pay tax at the higher level.
Also, as an industry, we tend to calculate residual values (RVs) from list price, and the percentages being determined for EVs at the moment are very low. However, they are probably also not very accurate, because the invoice price was often dramatically lower. RVs are the keystone of whole-life cost calculations and many currently being quoted are simply not a good guide.
Finally, unrealistic pricing is an issue in the retail sector where a major objection to EVs and buying a new car generally is that they are simply too expensive. Potential customers who glance at a price list are only likely to have their suspicions confirmed.
So, what is the solution? In an ideal world, manufacturers would realign their list prices to something much closer to what they are actually charging for their cars. As demand hopefully grows in the future, they could then be allowed to climb over time. This is desirable but unlikely – history shows a strong tendency to retain higher list prices. However, there is definitely a robust argument for a more transparent approach. Discounts being applied show list prices are, in many cases, simply fictions that bring many problems but serve no good purpose.
“Barring a huge and unlikely upswing in demand, substantial EV discounts are almost certainly going to be around for some time to come.”
TOP TIPS 10 ... TO
THE DECIDING FACTORS
Choosing the right supplier involves much more than scanning price lists. Ideally, choice should depend on a wide range of factors such as value for money, quality, reliability and service. How you weigh up the importance of the different factors will obviously depend on business priorities, operational objectives and overall business strategy.
OPERATIONAL REQUIREMENTS 3
Review your fleet services and operational requirements. What’s working well, what could be improved and are there any new requirements that need to be covered off? Seek input from a range of stakeholders in the business to ensure everything is captured. Agree ‘must haves’ as this helps understand which suppliers need to be included in the procurement process.
REGULAR REVIEWS 5
Regularly review what you’re getting from your fleet management supplier. If you decided to procure the cheapest solution have the “paper savings” translated into tangible or real savings? It’s important to look at value for money and to continually monitor contract performance against key performance indicators (KPIs).
PREQUALIFICATION MEETINGS
When tendering, remember it’s a ‘snapshot in time’ and over time the supplier’s range of products and services may change. It can be dangerous to base supplier selection solely on a tender response with price the arbiter. Prequalification meetings can help, allowing you to ‘get under the skin’ of the supplier to find out if they are a good fit for your business.
Measure contract performance as it drives improvements. There are two ways KPIs can achieve management power –they help spot potential problems or opportunities and set targets that will deliver strategic goals. While service-level agreements (SLAs) and KPIs need to be ‘reasonable’ on both sides they also need to have teeth and sanctions. REASONABLE
CHOOSE THE RIGHT SUPPLIER
THREE APPROACHES TO PRICING
Buyer beware – typically there are three different approaches to fleet management pricing: a monthly fleet management fee – lump sum/per vehicle per month; SMR invoices – passed on at cost with a % mark up; or SMR invoices – % discount on retail price. Pricing should be clear, concise, and scalable with the best interests of the customer at heart.
A good fleet management supplier will be an integral part of your fleet team, dealing with the day-to-day issues, identifying risks and delivering recommendations to improve fleet performance and alleviate unnecessary spend.
MANAGING DOWNTIME
Think carefully about service delivery. It is vital that vehicles are working for the business and not standing idle – vehicle downtime as a result of a failure to take action is a huge business expense. How does your supplier define downtime, how well do they manage it and how is it measured?
LONG-TERM FLEXIBILITY
With contracts typically lasting three-five years what is bought today needs to be flexible for the future. A supplier who demonstrates knowledge of the latest legislation, taxation and marketplace developments will help ensure that decisions you make today are also the right ones for your fleet longer term.
As every business is different, when sourcing a supplier beware of the companies that apply a ‘cookie-cutter’ or ‘one-size fits all’ approach to your fleet management and funding needs. Instead look for suppliers who will be ready to offer flexible solutions tailored to your organisation and who make fleet management their primary focus.
BRUSSELS MOTOR SHOW
In the absence of an early-year exhibition at Geneva, the Brussels Motor Show in January is increasingly becoming an opportunity for vehicle manufacturers to showcase future models. Simon Harris reports.
Kia EV2...
The EV2 is Kia’s smallest and most accessible electric vehicle to date, positioned in the B-segment and intended to broaden the brand’s appeal as electric adoption moves beyond early adopters.
A 42.2kWh standard-range version is expected to deliver up to 197 miles, while the 61kWh long-range model targets up to 278 miles, subject to final WLTP verification. Both use a 400V electrical architecture and support DC fast charging, with a 10–80% recharge taking around 30 minutes. AC charging options include 11kW and, unusually for the class, 22kW capability.
Buyers will be able to specify either four- or five-seat layouts. The cabin introduces a simplified version of Kia’s latest infotainment system, built around a triple-screen layout with connected services and software update capability on higher trims. UK pricing and specifications will be confirmed closer to launch.
Peugeot 408 refreshed
Peugeot has updated the 408 fastback, expanding the range to include electric, plug-in hybrid and mild hybrid powertrains.
The new E-408 is powered by a 214hp electric motor and a 58.2kWh usable battery, offering a WLTP range of up to 283 miles. Hybrid options include a 145hp mild hybrid and a 240hp plug-in hybrid with an electric-only range of up to 53 miles.
Design changes feature revised front and rear lighting signatures, with illuminated Peugeot branding at the rear, plus a new Flare Green paint option. Inside, updates focus on improved digital displays, materials and connectivity features.
... and new Kia GT variants
Kia has expanded its GT performance line-up with three new fully electric models, applying its established sporting ethos to a broader range of segments. The EV3 GT, EV4 GT and EV5 GT combine uprated hardware with software-led features intended to deliver a more engaging driving experience.
The EV3 GT and EV4 GT share a common technical base, using a dualmotor, all-wheel-drive system producing 284hp, paired with an 81.4kWh battery. Both feature electronically controlled suspension, GT-specific chassis tuning and a dedicated drive mode. The EV5 GT brings the same approach to the larger segment, with a higher-output 298hp dual-motor powertrain.
Mercedes-Benz CLA wins European Car of the Year
The electric Mercedes-Benz CLA has been named European Car of the Year 2026, with the award presented at the Brussels Motor Show.
The jury cited its design, safety credentials and the introduction of Mercedes-Benz’s new MB.OS operating system with AI-enabled MBUX infotainment.
The CLA is underpinned by an 800v electrical architecture, enabling very high DC charging rates on the latest ultra-rapid chargers.
Mercedes-Benz has chosen not to fit a DC-DC converter for charging on older 400v DC infrastructure, instead relying on newer high-power networks. With a claimed WLTP range of up to 492 miles, the CLA reflects a clear focus on longdistance electric capability as charging infrastructure continues to evolve.
Vauxhall Astra updated
Vauxhall has unveiled updated versions of the Astra hatchback and Astra Sports Tourer at the Brussels Motor Show, marking the latest evolution of its core C-segment model.
The refreshed Astra adopts a sharper exterior look, with an illuminated Vauxhall griffin badge and updated lighting signature. It also becomes one of the first cars in the segment to feature Intelli-Lux HD headlights, using high-definition adaptive technology to improve night-time visibility without dazzling other road users.
Inside, Vauxhall says all seats are now made from recycled materials, with ergonomic front seats standard across the range. Powertrain options remain broad, spanning petrol, mild hybrid, plug-in hybrid and fully electric versions.
The electric Astra gains a modest range increase, now offering up to 282 miles on the WLTP cycle. As before, it is positioned as a practical alternative to conventional hatchbacks for drivers prioritising low emissions and running costs. The updated Astra is expected to arrive in the UK later this year.
Hyundai Staria
Hyundai has used the Brussels Motor Show to debut the Staria Electric, introducing a fully electric version of its large MPV aimed at family, shuttle and commercial use.
The Staria Electric is powered by an 84kWh battery and a 215hp front-wheel-drive electric motor, with an estimated WLTP range of up to 249 miles. Unusually for the segment, it uses an 800v electrical architecture, allowing rapid DC charging from 10 to 80% in around 20 minutes and supporting repeated fast-charge stops on longer journeys.
Mazda CX-6e
Mazda used the Brussels Motor Show to unveil the all-new CX- 6e, an electric SUV that will join the brand’s growing EV line-up. Following a European launch this summer, the CX-6e is due to arrive in the UK in late 2026, alongside the forthcoming Mazda6e saloon.
The CX-6e is powered by a 78kWh lithium iron phosphate battery, driving the rear wheels via a 254hp electric motor producing 290Nm of torque. Mazda quotes a WLTP range of up to 300 miles, with DC rapid charging at up to 195kW enabling a 10–80% charge in around 24 minutes. An 11kW AC onboard charger is fitted as standard.
Inside, the CX-6e adopts a technology-led cabin layout, centred around a wide 26-inch touchscreen with configurable split-screen functionality, supported by a head-up display and voice control. Wireless Apple CarPlay and Android Auto are standard, alongside a dedicated Mazda app for remote vehicle functions.
As required under current European safety regulations, the CX-6e is fitted with the latest mandated driver-assistance systems. Mazda’s focus, it says, has been on system integration and usability rather than adding complexity.
Design follows the brand’s latest ‘Kodo’ approach, with a long wheelbase and short overhangs helping to balance interior space with a relatively compact footprint. Luggage capacity stands at 468 litres, expanding to 1,434 litres with the rear seats folded.
As with the combustion engine version of the Staria, the focus is on interior space and flexibility. A long wheelbase, flat floor and high roofline create a bright, open cabin, with Hyundai offering seven-seat ‘Luxury’ and nine-seat ‘Wagon’ configurations. Sliding side doors and a wide rear opening support passenger access and loading, while towing capacity is rated at up to 2,000kg.
The electric drivetrain brings lower noise levels and smoother operation, particularly relevant for passenger transport duties. Technology highlights include dual 12.3-inch displays, over-the-air updates, vehicle-to-Load capability and a full suite of Hyundai SmartSense driver assistance systems.
The Staria Electric is scheduled to go on sale in Europe in the first half of 2026, with UK details expected closer to launch.
Compliance Without Compromise: Strengthening Fleet Data in 2026
By Kelly Pinner, Head of Business Development at Jaama
In an environment shaped by rapid regulatory change, the transition to EVs and mounting cost pressures, the role of the fleet manager has evolved from asset controller to strategic leader.
Webinar
Fleet Management in 2026: What Fleet Leaders Need to Know
Join Jaama & Fleet World on Wednesday 4 March at 10.30am. Scan here to reserve your webinar place:
Today, success depends on having the data, systems and partnerships to adapt quickly. It’s no longer enough to know where vehicles are and when their last service was; you need a view of compliance risk, whole-life costs, utilisation, driver behaviour and carbon impact all in one place.
On Wednesday, 4th March, Jaama will discuss with Fleet World via a dedicated learning webinar exploring these challenges. Here, we examine two critical areas where data-driven approaches are making the biggest difference: compliance management and road safety.
The evolving compliance landscape
While compliance is growing more complex, it doesn’t have to be harder to manage. The regulatory environment facing fleet managers in 2026 and beyond encompasses an expanding range of obligations: from traditional MOT and servicing requirements through to grey fleet duty of care, driver licence checking, emissions reporting and the infrastructure demands of electric vehicles. Jaama’s fleet compliance and cost benchmark report found that 34% of organisations have a dedicated compliance role, highlighting how more and more businesses are taking this responsibility set seriously, and not an addition to someone’s already full plate.
The challenge isn’t just keeping track of multiple deadlines; it’s demonstrating due diligence across your entire operation while managing the administrative burden. Leading fleets are addressing this through integrated platforms that automate compliance checks, streamline documentation and ensure auditable reporting with minimal manual intervention.
By consolidating compliance data in one system, fleet managers gain a clear view of risk across their operation. Automated alerts flag upcoming requirements before
they become issues, whilst comprehensive audit trails provide the evidence needed to demonstrate duty of care. This proactive approach not only reduces the risk of penalties and vehicles off road, but significantly cuts the time spent on administrative tasks.
Building a proactive safety culture
Resilient fleets are safe fleets. The UK’s most efficient operators are moving beyond reactive incident management to build truly proactive safety cultures, with Jaama’s independent research finding that 48% of fleets are planning to invest further in driver risk management and behavioural training. The new road safety charter champions this type of investment, as the governments plans focus on better use of technology and data alongside other areas.
By bringing together information from multiple sources – licence checking, vehicle inspections, incident reports, and driver behaviour monitoring – fleet managers can identify patterns and intervene earlier. This consolidated view enables meaningful analysis: which drivers may benefit from additional training? Are certain vehicle types or routes associated with higher incident rates? Where are the emerging risks in your operation?
Technology alone doesn’t deliver these results; it’s the combination of robust systems and engaged teams that creates lasting change. However, having the right platform makes it possible to turn safety data into actionable insights, rather than leaving it scattered across spreadsheets and filing cabinets.
As the fleet management landscape evolves, organisations that leverage integrated data systems and proactive management strategies to uncover trends early and pivot quickly will be best equipped to navigate change while sustaining safe, compliant, and cost-effective operations.
16 APRIL 2026
The Great British Fleet Event features a major exhibition, providing a central hub to benchmark the providers building the next generation of fleet tools. Whether you are evaluating new software, discussing flexible leasing options, or reviewing risk management services, the exhibition hall puts the entire supply chain in one room.
The day concludes with the Fleet World Great British Fleet Awards 2026, celebrating the individuals and organisations setting the highest standards in the sector. The Great British Fleet Event remains free to attend for all fleet decision-makers. It is not just a networking opportunity; it is an essential operational briefing for those tasked with managing the complexity of the modern fleet.
Three reasons to attend GBFE 2026...
Future-proof your strategy
The five-track seminar programme provides a deep-dive into the needto-know topics for 2026. From the operational shift in LCV management to the practical application of AI in fleet data, these sessions are designed to move beyond the hype and provide actionable solutions.
Access the complete supply chain
With representatives from across the leasing, telematics, and training sectors, the exhibition hall is your opportunity to benchmark the latest tools and services in one day.
Peer-to-peer networking
The event is the industry’s primary hub for shared best practice. It provides a rare opportunity to network with fellow fleet decision-makers and share the operational fixes that actually work.
ARENA MK • MILTON KEYNES
In a landscape defined by rapid regulatory change and shifting cost bases, the Great British Fleet Event is designed as a high-utility masterclass for the modern fleet professional. It provides a unique opportunity to step away from daily administration and engage with the strategic thinkers and suppliers currently shaping the future of UK mobility.
A curriculum for today’s fleet operators
This year’s seminar programme is built around five critical pillars of fleet operations. While speaker discussions are currently ongoing with some of the sector's most respected figures, the agenda is already set to provide a comprehensive “operational reset”.
Fleet management fundamentals: A practical session focused on getting the basics right in 2026. From legal duty of care and compliance to managing supplier relationships, this is an essential check for both new and experienced managers.
EVs and sustainability: Moving beyond the hype to focus on real-world execution. This seminar will tackle infrastructure planning, the evolving reality of charging, and the shifting Total Cost of Ownership (TCO) landscape.
Technology, data and AI: A hype-free evaluation of the digital tools available to fleets. The session explores how to use telematics data effectively without suffering from “data fatigue,” alongside practical, today-use cases for AI in decision-making.
Risk management and driver wellbeing: Reframing safety as a frontline operational priority. This session explores the link between mental health, fatigue, and incident prevention, moving wellbeing from an HR checkbox to a core fleet metric.
Managing vans and LCV fleets: Addressing the specific compliance and productivity challenges of commercial vehicle operations. From downtime reduction to the distinct hurdles of electrifying a van parc, this is an essential deep-dive for LCV operators.
ARENA MK • MILTON KEYNES
EVENT PARTNERS
POSITIVE EVOLUTION
Sean Maher, global sales director at Quartix, outlines some of the changes the telematics sector has witnessed during the company’s quarter century.
This year, Quartix will reach its 25th anniversary. In a sector that has seen repeated consolidation, mergers and acquisitions, that milestone feels particularly significant. Quartix remains independent, having grown organically since its founding in 2001, and that independence has shaped both how we operate and how we think about our role in fleet management.
I joined the business in 2007, at a time when vehicle tracking was still widely regarded as a ‘Big Brother’ technology. Driver resistance was common and fleet managers often worried that introducing tracking would undermine trust. Back then, the primary objection was not technical, but cultural.
Fast forward to today and that perception has largely disappeared. Vehicle tracking has become the norm in UK
commercial fleets. It is now far more likely to be viewed as a safety, utilisation and compliance tool than as a means of surveillance. Fundamentally, our role is to help ensure that drivers leave home safely, do a good day’s work and return home safely at the end of it.
What has also changed is the audience for fleet data. While the fleet manager remains central, we now routinely engage with HR, health and safety, compliance and sustainability teams. Fleet management has become a genuinely cross-functional discipline, and telematics data increasingly informs decisions far beyond vehicle location or routing.
Despite this evolution, Quartix has always been clear about what it is – and what it is not. We are a vehicle tracking business. We focus on doing that well, rather than attempting to be everything to everyone. We are open about what our system will and will not do, and we do not sell on the promise of future development. That honesty is deliberate, and it has helped us build long-term relationships rather than short-term contracts.
Customer service remains central to that approach. One comment from a fleet director we work with summed it up perfectly: “When I ring Quartix, I feel like I’m your only customer.” With more than 35,000 customers, that is exactly the experience we want to deliver. It is also reflected in how we do business, from straightforward contracts with no hidden auto-renewals to a focus on making it easy for fleets to switch provider if they are unhappy elsewhere.
Safety has long been a priority for Quartix, particularly through the development of our SafeSpeed Database.
Originally created for the young driver insurance market, it looks beyond posted speed limits to assess contextual speed, especially on rural roads. The data consistently shows that driving within the speed limit does not always equate to driving safely, and understanding that distinction can materially reduce risk.
More recently, we have seen strong uptake of integrated forward-facing dashcams, driven by risk management, insurance requirements and the need for objective evidence following incidents. As with tracking, fleets are making informed choices about how these technologies are deployed, based on their own culture and workforce.
Looking ahead, there is clear growth potential in company car fleets and in supporting EV transition planning. Accurate, real-world utilisation data is essential before any fleet can make confident decisions about electrification. While we do not position ourselves as EV consultants, we provide the evidence that allows fleets to plan effectively.
As Quartix marks its 25th year, our priorities remain unchanged: focus on what we do best, treat customers fairly, and deliver exactly what we promise. Technology will continue to evolve, but those principles are timeless.
“Despite this evolution, Quartix has always been clear about what it is – and what it is not. We are a vehicle tracking business.”
THE 2026 PIVOT FROM RIGID ASSETS TO AGILE ORCHESTRATION
Welcome to the 2026 Fleet Management issue. If the previous two years were defined by the ‘what’ of electrification (vehicle choice and charging infrastructure) this year is defined by the ‘how’. How do we fund it? How do we manage the data? And how do we transition between providers without operational paralysis?
The industry has reached a pivotal juncture. We are no longer picking the low-hanging fruit of early adoption; we are now navigating the complexities of a market where the ZEV mandate is driving OEM supply, but fiscal policies like the proposed eVED ‘mileage tax’ threaten to stifle demand.
In this issue, we bring together six distinct voices to explore a central theme:
Holistic Agility
From Ezoo’s salary sacrifice perspective to Ogilvie’s ‘plug-and-play’ finance, the message is clear: the status quo is no longer a safe haven.
However, agility requires more than just a new contract; as IFM explores, it requires a ‘legacy’ approach to onboarding that removes the administrative burden of switching. Combined with Venson’s progressive take on neurodiverse recruitment, we argue that the most successful fleets in 2026 are those that treat flexibility as a core competency, applying it to their finance, their software and their people...
WHY SALARY SACRIFICE IS 2026’s CRITICAL SUCCESS FACTOR
RLash Saranna, CEO of EV salary sacrifice and business subscription firm Ezoo, explains why improving access to EVs holds the key to further industry growth and a successful ZEV roadmap.
ecord-breaking EV registrations, accelerating public charging infrastructure and rapidly developing technology. Progress in 2025 makes for positive reading when it comes to the UK’s transition to electrification. But are we on track to meet the tightening zeroemission vehicle (ZEV) targets?
The legislation, introduced in January 2024 and reviewed in August last year, mandates vehicle manufacturers to ensure that a strict percentage of the models that roll off the production line are zero emission. In 2026, this target is rising to 33% for new cars (up from 28% in 2025) and to 24% for new vans (up from 16% in 2025). By the end of 2030, 80% of new cars and 70% of new vans must meet zero-emission standards.
But while positive, the industry is questioning whether these targets are ultimately achievable. Concerningly, research commissioned by motor finance provider Startline suggests that 44% of UK car dealers fear they aren’t.
To influence the percentage of zeroemission vehicles being manufactured, we need to increase driver demand for EVs. This requires consumers to see the sustainability, cost and practicality benefits far more clearly. Diversifying routes to market will be critical to achieve this,
which is where alternatives like salary sacrifice and business subscriptions can play a pivotal role.
A sacrifice worth making
Salary sacrifice schemes can be an effective way to increase the uptake of EVs. The approach sees employees agree to give up a small portion of their gross salary in exchange for an all-inclusive vehicle package.
This can be a win-win for employees and employers, with employees paying up to 60% less to get behind the wheel of their dream EV. For employers, it is a netzero cost scheme, with all implementation taken care of by the provider.
As a result, salary sacrifice schemes are already proving incredibly popular, with a fleet of almost 210,000 vehicles and a staggering 123% year-on-year growth, according to the BVRLA. Ezoo’s data corroborates this trend, with soaring demand for its salary sacrifice services, which is only expected to continue in 2026.
Shorter-term routes to electrification
But salary sacrifice isn’t the only cost effective way of getting behind the wheel of an EV. Business subscriptions provide quick access to the latest models on a shorter, more flexible term – much like
a streaming service. Like salary sacrifice, this model is proving increasingly popular amongst UK drivers, registering 7% year-on-year growth according to the BVRLA.
One of the advantages of business subscriptions is that, like salary sacrifice, they often come in an all-inclusive package covering insurance, car tax, servicing and 24/7 breakdown cover. With delivery within seven days and terms as short as three months, these schemes can be a low-risk way to embrace electrification. Perhaps unsurprisingly, at Ezoo we’re seeing demand for business subscriptions rocket, with customers keen to harness the flexibility of our services.
The key to a successful ZEV roadmap
The UK is continuing to make excellent progress in the transition to electrification. Plug-in cars remain by far the most cost-effective and sustainable transport solution, with demand increasing accordingly. Salary sacrifice and business subscription solutions make switching from ICE to zero-emission alternatives more attainable than ever. These routes to market will continue to be instrumental in giving UK car makers the boost they need to comply with the current ZEV targets.
“Salary sacrifice schemes can be an effective way to increase the uptake of EVs.”
AGILITY OVER ASSETS
FJo Clark, director of sales at Ogilvie Fleet, explains why fleet finance is moving to a ‘plug-and-play’ model.
or many years, fleet strategy has been built on relatively stable foundations, with predictable residual values (RVs) and fuel costs following a familiar pattern. Long-term leasing provided reassurance through certainty, however, that stability has now gone.
As RVs fluctuate more sharply and energy costs remain volatile, financial agility is becoming a defining characteristic of successful fleet operations. The balance of power has now shifted decisively away from asset ownership. The fleets winning today are the ones with the most options, rather than the ones with the most assets. Financial agility and savvy have become more valuable than vehicle ownership ever was.
Because of this uncertainty, there’s been a trend towards mid-term rental and flexible leasing models. Rather than a reflection of fleet operators unable to make their minds up about the best path forwards, this reflects a more sophisticated response to risk. The move towards mid-term rental isn’t about indecision, it’s about intelligence. Businesses want to ensure their fleet strategy can evolve as quickly as the technology does.
The comparison with past diesel strategies is instructive. Locking into long-term
diesel leases in 2016 felt safe because the market was mature and predictable. Doing the same with EVs in 2026 feels reckless. Flexibility is now the most powerful tool against becoming locked into technology that moves on too quickly.
This shift is also changing how fleet leaders think about total cost of ownership. In a market shaped by charging infrastructure constraints, variable energy pricing and downtime risk, the monthly rental figure is no longer an adequate benchmark. Fleet leaders who focus only on the monthly rental are missing the story. What happens around the vehicle – energy pricing, downtime risk, servicing models –alongside the service proposition as a whole determines the true TCO.
As a result, the complexity of fleet decision-making has expanded well beyond vehicle selection. Electrification has introduced new considerations around infrastructure, data, compliance and driver wellbeing, all against a backdrop of evolving regulation and decarbonisation targets. Electrification has added incredible opportunity, but also incredible complexity. The winners will be the organisations that ask better questions and are prepared to be flexible and adapt, not simply chase lower rentals.
This environment is also redefining the role of fleet finance partners. Costled relationships, built primarily around headline pricing, can struggle to support businesses through volatility. Service-led partnerships, by contrast, are increasingly valued for their ability to provide insight, contingency and strategic alignment. A cost-led relationship gives you a number, whereas a service-led relationship gives you a plan. And right now, businesses need plans more than they need discounts.
Looking ahead, adaptability is likely to be the key differentiator in fleet finance. The next five years won’t belong to the cheapest provider. They’ll belong to the most agile, those with a varied offering and the ability to flex as customer needs evolve.
“Looking ahead, adaptability is likely to be the key differentiator in fleet finance.”
EASY SWITCH
CShaun Redhead, commercial director, IFM (part of the Grosvenor Group) looks at the key considerations when appointing new contract hire and fleet management providers.
hanging contract hire providers has never been an easy switch. With replacement cycles on company cars and vans varying between two to five years, and leasing companies also using their own preferred network of partners for ancillary services, moving can result in fleet managers adding to their workload with multiple funders and suppliers for many years.
But what options exist to make the switch smooth and stress free?
One of the most important questions you should ask a potential new supplier is how they will manage the onboarding process.
There are some very significant differences in how contract hire or fleet management companies manage the onboarding of a new client. At one extreme, the customer remains responsible for continuing to manage the outgoing relationship with their incumbent contract hire provider, as well as any other suppliers that they may be using.
As each vehicle comes to the end of its contract, it is then replaced with a car or van supplied and funded by the new provider, which in turn comes with a potentially new support network as well. For example, a different breakdown company, accident management provider etc.
That transition can take up to three years or more before the entire fleet has been completely transferred into the hands of the new leasing or fleet management company. During that time the fleet manager is dealing with multiple funders, as well as a much wider range of support services. The fleet operator may also have some of their own, nominated, partners as well, (for example, local garages, or a specialist vehicle livery provider) that
they are then integrating across a fleet of mixed funding and supply.
As a result, there is not only a significant increase in workload for the fleet manager, but there can be inconsistencies in service levels and support depending on which supplier a driver has their vehicle from.
At the other end of the spectrum, there is ‘what’s called’ a legacy fleet management solution.
As part of the legacy approach, from the moment a customer appoints a new contract hire or fleet management
“You should ask any potential new supplier how they will manage the onboarding process.”
provider, the new supplier takes full management control. As a result, they manage all funders, suppliers, vehicles and drivers across the entire fleet from day one, delivering a centralised solution to the customer regardless of who owns or leases each vehicle.
At IFM, we have always believed this model offers the optimum approach for customers because the entire fleet can be managed on one single fleet management software platform, and channels of communication can be created to smoothly manage the entire fleet supply chain. The best suppliers can also be quickly consolidated into a tailored, and fully managed solution, making the transition not just simple but highly effective too – from an operational and a cost perspective.
This form of legacy fleet management is provided at a very detailed level, as the new provider will handle all aspects of in-life management, such as direct involvement in maintenance, downtime management, contracts and actual vs budgeted mileages, as well as end-of-life management.
Through this approach, they can also overlay key support services across all vehicles. A good example is at IFM where, as part of our legacy fleet management, we can add all vehicles into our Advanced Remote Connectivity (ARC) solution, whereby we connect our fleet management system to each vehicle’s onboard diagnostics (OBD) system, giving us a real-time feed of true odometer readings, service and maintenance countdowns, fuel or EV battery levels, and vehicle dashboard warning lights. As a result, we can be truly proactive with every vehicle – not just the ones we have supplied.
EMBRACING NEURODIVERSITY
DAccepting, embracing and supporting neurodiversity could help address the fleet sector’s recruitment crisis, according to Samantha Roff, managing director, Venson Automotive Solutions.
espite steps in the right direction to quell the fleet industry’s recruitment crisis, skills shortages persist.
Driver availability has been the Achilles heel of commercial fleets for years now, meanwhile a lack of qualified EV and ADAS technology vehicle technicians threatens service capacity, making SMR scheduling uncertain.
It was reassuring to hear therefore, that the Government plans to give more prominence to skills training linked to jobs, targeting at least 10% of young people pursuing higher technical courses or apprenticeships by 2040 . This is nearly double the current level and is encouraging for the future of our sector. Nevertheless, the recruitment crisis is real and happening now.
That’s why it’s time to focus on developing the strengths of the one in five people in the UK who live with a neurodivergence.
Statistics show that only 56% of those who are neurodiverse have full-time jobs and almost a quarter of people with neurodivergent diagnoses report struggling to find full-time employment. This is hard to understand when neurodivergent people often have a real flair for particular tasks and methods and often flourish when they spend less energy trying to overcome challenges and instead work in environments that complement their strengths.
With so many people in the UK being neurodivergent, many companies will already employ someone with a neurodivergence, ADHD or Autism for example, but may not be making the most of them. Effort and adaptation on the part of employer, however, can help neurodiverse staff excel, and can also result in attracting, recruiting and retaining more of the right people for roles that need filling.
The recent Venson whitepaper Neurodiversity Behind the Wheel – Driving Change has highlighted that even fleets with an infor-
mal approach to neuroinclusivity have successfully addressed employee shortages in industries and locations where drivers and vehicle technicians are in short supply. A notable example of this is M&H Carriers, a Scottish logistics company, specialising in last minute delivery for major companies, who we spoke to when developing our white paper.
After approaching Enable, a Scottish organisation that helps to connect neurodivergent and disabled people with employers, M&H now employ Bailey Griffin, 23, a class-one HGV driver. Bailey drives a 36-tonne urban arctic, typically on local runs to the likes of large shops, industrial areas and warehouses around Inverness, and is a fan of the job’s steady rhythm.
Meanwhile, Josh Flaherty is a 26-yearold forklift truck driver at M&H’s Argyll depot. Also autistic, he describes how the specificity of his visualisation makes him adept at packing trailers, and that he is sometimes drafted in when colleagues struggle with tricky or bulky cargo.
No-one’s denying there can be difficulties. When asked about the challenges he faces in the warehouse Josh says: “If I do something a certain way and then somebody does something completely differently, that can set me off,” he explains, “or if we’re late/off schedule…” In fact, Fraser MacLean, managing director of M&H Carriers, is candid about the challenges of hiring neurodivergent staff as he highlights the benefits they bring to the business, and stresses that he recruits to fill positions, not to tick a diversity box.
He explains that Bailey and Josh will have particularly challenging days, but not many. “You’re looking at one bad day a year, but they’re never off sick,” he said, “whereas your other staff might have an average of seven days off sick a year. Well,
you’re six days up, then, aren’t you?
“It’s just a different challenge and a different way of looking at it. That day’s not pleasant. It’s really bad for them and it’s not good for the business, either – but it’s still better than someone that’s off sick seven days a year.”
The case of M&H Carriers is just one example of many in our industry. It demonstrates that if employers are prepared to take the time and effort to be flexible and are prepared to individualise roles to channel neurodivergent qualities, they can end up with some of the most efficient, dynamic, productive employees on a fleet. As our sector continues to grapple with a dual skills shortage of an aging workforce and lack of newly trained personnel, now is the chance for our sector to embrace the neurodiverse workforce, which has so much to offer the future of fleet.
THE WRONG TAX AT THE WRONG TIME
TThomas McLennan, director of policy and public affairs, BVRLA.
he transition to zero-emission vehicles is the most significant industrial, economic and behavioural shift the UK transport sector has faced in generations. It is also, despite the progress made to date, still a fragile one.
We are through the so-called lowhanging fruit. Those with an appetite to switch, based on personal preference, corporate ambitions, or financial incentive, have moved. We still need the majority of drivers to shift if the Government’s EV targets are to be met. Those drivers take more convincing and need more confidence.
The Government’s proposal to introduce a pay-per-mile charge for electric vehicles from April 2028 – known as eVED – pushes both of those factors in the wrong direction. It is the wrong tax at the wrong time. Unless fundamentally rethought, eVED risks becoming a leaden weight that slows the transition to EVs.
The UK’s ZEV mandate is one of the most ambitious in the world. Manufacturers are being asked to deliver steep increases in EV sales year on year, particularly in the latter half of the decade. Yet the financial and behavioural fundamentals required to sustain that growth are not yet secure. Charging infrastructure remains uneven, consumer confidence is mixed, and residual values for used EVs have fallen sharply.
Introducing a new usage-based tax on EVs in this environment does not support that ambition – it undermines it.
Applying eVED to all electric vehicles from 2028 (as proposed) would be deeply unfair to those who have already made the switch in good faith. They often did so at higher upfront cost, and in response to government signals about incentives and support. Many EV drivers accept that incentives will wane over time, but shifting the goalposts in this way damages public trust and will cause others to hold
fire through fear they will be moved again.
The proposal also sends a contradictory message to the market. On the one hand, the Government is directing supply through the ZEV mandate. On the other, it is signalling to drivers and fleets that the cost advantage of EVs will be eradicated.
If the EV transition is to fail, it won’t do so with a bang. It will be through a slow erosion of confidence.
Nowhere is that erosion clearer than in the used EV market. This market needs incentives for second-hand buyers, not new taxes that further weaken demand. Used buyers are arguably more cost conscious and account for about eight million transactions each year. A proposed 3p-per-mile surcharge on EVs hits them hard, undermining the business case for EV adoption and making vehicles harder to remarket. That feeds back into higher lease costs, higher risk premiums and slower fleet transition.
Industry concerns go beyond the raw numbers. The practical delivery of eVED raises serious questions. The proposed annual reconciliation process, reliant on mileage estimation and self-declaration, would create an unworkable administrative burden for fleets and leasing providers managing thousands – in some cases tens of thousands – of vehicles.
The idea that this can be delivered simply, accurately and fairly using current systems is optimistic at best. At worst, it creates a red-tape nightmare that diverts time, cost and resource away from the core task of decarbonising transport. If road user charging is to play a role in the future, it must be digital-first, data-led and designed around real-world fleet operations. Those systems are not yet in place.
This is why the consultation, which closes on 18 March 2026, is so important. Fleet managers and operators must use
“If the EV transition is to fail, it won’t do so with a bang. It will be through a slow erosion of confidence.”
this opportunity to challenge both the timing and the design of the current proposal, particularly the administrative complexity of mileage estimation and reconciliation.
The BVRLA has long supported the principle of a strategic, long-term approach to road user charging. Fuel duty receipts will decline, and the road network needs sustainable funding. eVED, as currently proposed, does not deliver that considered transition.
A fairer roadmap would include several key principles:
• No retrospective application: eVED should not apply to EVs already on the road. This would protect early adopters and help bring forward new purchases rather than delaying them.
• A delayed introduction: April 2028 is far too soon. Any new system must be pushed significantly further into the future to allow the development of robust, digital-first infrastructure.
• Flexible payment mechanisms for fleets: Fleets must be able to pay in ways that reflect how vehicles are used and managed, rather than through blunt annual reconciliations.
• Alignment with the ZEV mandate: Policy must support, not contradict, the mandated acceleration of EV uptake.
MANAGEMENT
Intelligence, infrastructure and integration...
D rawing together the strands of this month’s discussion, a singular truth emerges: the role of the fleet manager has shifted from ‘procurer’ to ‘orchestrator’.
In 2026, managing a car or LCV fleet is no longer about the vehicle alone; it is about managing the ecosystem surrounding it.
The contributions in this issue highlight a tension between ambition and execution. While we see the brilliance of ‘live’ data strategies and inclusive recruitment, we also see the ‘leaden weight’ of potential taxes that could stall the EV transition.
The 2026 Fleet Manifesto: Your six key takeaways
• Prioritise financial fluidity: In a market of shifting residual values, the ability to pivot via salary sacrifice or flexible leasing is now more valuable than a fixed longterm commitment.
• Demand seamless integration: Don’t let a provider switch become a three-year ‘multi-funder’ headache. Look for “legacy fleet management” products that take control of all vehicles and suppliers from day one.
• Challenge policy with data: As the BVRLA warns of ‘the wrong tax at the wrong time’, use real-time diagnostics and OBD connectivity to eliminate waste. Data is your only defence against usage-based taxation.
• Transition to ‘live’ planning: Move to a continuous model where real-world vehicle health – not a calendar date – dictates your maintenance and replacement cycles.
• Solve the SMR bottleneck through inclusion: The technician and driver skills shortage is no longer just a ‘market problem’; it is an operational risk that triggers unplanned downtime and service instability. By embracing neurodiversity, as Venson suggests, the workshop sector can tap into a loyal, technically adept workforce that keeps your cars and LCVs moving. A policy is only as good as the people available to execute it.
• Drive demand to meet supply: While the ZEV mandate sits with OEMs, its success relies on fleet demand. Use diversified routes such as subscriptions to bridge the gap for drivers.
The BVRLA remains in active dialogue with government, but we need the full weight of the sector behind us. We are calling on our members and their customers to write to their MPs as a matter of urgency. The BVRLA has created a simple online tool with a prewritten letter that can be edited to include personal experience.
The transition to EVs is too important to jeopardise it with ill-timed, poorly constructed policy. We must act now to ensure the UK’s approach to road taxation supports the journey to net zero, rather than standing in its way.
VIEWPOINT
The ‘2026 success factor’ is the bravery to abandon the annual static plan in favour of a continuous, adaptive strategy. We are entering a period where the intelligence of the operation and the integration of the supply chain matter more than the iron on the road. The path to net zero is finally coming into focus, but only for those agile enough to take it.
in association with
FUEL CARDS
MODERN FUEL CARDS FUNCTION AS MOBILITY HUBS FOR UK FLEETS, INTEGRATING DATA AND PAYMENTS TO SUPPORT THE TRANSITION TOWARDS NET ZERO, WHILE STREAMLINING OPERATIONS...
BEYOND THE PUMP: THE STRATEGIC EVOLUTION OF MULTI-ENERGY FLEET MANAGEMENT
In the traditional fleet model, the fuel card was primarily an administrative convenience. It was a tool to replace the ‘shoebox of receipts’ with a consolidated HMRC-compliant invoice. However, as UK fleets navigate the complex transition toward Net Zero, the fuel card has transformed into a mission-critical mobility hub. It is now the primary instrument for managing the financial and operational friction of transitioning from Internal Combustion Engines (ICE) to Electric Vehicles (EVs).
SOLVING THE FRAGMENTATION PUZZLE
The shift to electrification has introduced a level of fragmentation unseen in the petrol and diesel era. For car and van fleets, the proliferation of independent public charging networks – each with its own app or payment protocol – risks significant ‘administrative bloat’. A modern multi-energy card acts as a universal key, providing ‘roaming’ access that allows a driver to activate a rapid charger as seamlessly as a fuel pump. By aggregating these disparate transactions, fleet managers maintain a ‘single source of truth’ for energy costs, ensuring VAT recovery is maximised and expense auditing remains simple.
“The modern fuel card is a rich source of behavioural and financial data”
DATA AS A CATALYST FOR TCO MANAGEMENT
Beyond simple payment, the modern fuel card is a rich source of behavioural and financial data. When integrated with telematics, transaction data provides a granular view of Total Cost of Ownership (TCO). This visibility is vital for identifying expensive on-the-go charging habits where lower-cost workplace or home charging (reimbursed via Advisory Electricity Rates) might have been possible. Furthermore, this data provides the audit trail necessary for increasingly mandatory corporate ESG and carbon reporting.
SECURITY IN A DIGITAL-FIRST ENVIRONMENT
With energy representing one of the largest controllable overheads, security and fraud prevention have moved to the fore. Unlike standard corporate credit cards, dedicated fuel cards offer granular controls, allowing managers to set bespoke limits on transaction frequency, fuel types, and geographic regions. Real-time online authorisation provides a digital safety net, alerting managers to anomalies instantly, such as a card being used miles away from a vehicle’s tracked GPS location, thereby protecting the bottom line from misuse and card cloning.
A PRACTICAL, SCALABLE FUTURE
The future of the fuel card lies in its transition to a total mobility service. Leading providers are expanding their networks to include vehicle washing, parking, and even toll payments. By consolidating these touchpoints into a single digital ecosystem, fleets can move away from reactive management toward a proactive, datadriven operation that is fit for the zero-emission future.
SWITCHING to electric fleets is not just a sustainability goal; it’s also a smart business decision. However, many UK fleet operators struggle to manage EVs alongside petrol and diesel vehicles. That’s where DKV Mobility comes in. The DKV Card +Charge gives you access to one of the largest charging networks in the UK and Europe, which has over one million charging points. It’s a unified solution: one card and one invoice for streamlined charging and cost management across mixed fleets. Whether charging domestically or abroad, our platform helps you to avoid detours and forecast energy costs more accurately. After all, EV mobility must be practical, scalable and future-proof. At DKV Mobility, we make that journey easier throughout the UK and Europe
Neil White country manager for Great Britain at DKV w www.dkv-mobility.com/uk
SAFETY
ADVANCING THE SAFETY FRONTIER: BEYOND COMPLIANCE TO PROACTIVE RISK MANAGEMENT
While basic duty of care is a legal requirement, true safety excellence is built on a proactive culture rather than a reactive one. The Health and Safety Executive (HSE) remains clear: a vehicle is a place of work, and the employer’s responsibility does not end with a valid MOT. With the total cost of road collisions in Great Britain now exceeding an estimated £40bn annually, safety is no longer just a ‘human’ priority – it is a critical financial strategy.
THE LINK BETWEEN SAFETY AND SUSTAINABILITY
Safety and efficiency are two sides of the same coin. Aggressive driving is not only dangerous; it is expensive. Research indicates that smooth, ‘safe’ driving styles can improve fuel economy and EV range by up to 15%, while simultaneously reducing wear and tear on tyres and brakes.
As fleets transition to Electric Vehicles (EVs), safety management must adapt. The instant torque of electric motors can catch inexperienced drivers off-guard, leading to a spike in low-speed collisions and increased pedestrian risk. A safety-first culture now requires specific EV induction training, ensuring that drivers understand the unique handling characteristics of zero-emission technology.
“Aggressive driving is not only dangerous; it is expensive”
BEHAVIOURAL SCIENCE AND THE DATA GAP
The most effective way to improve safety is to move from ‘snapshot’ checks to continuous behavioural analysis. Traditional licence checks tell you what a driver did in the past; telematics tells you what they are doing right now. By monitoring ‘near-miss’ indicators, such as harsh braking, cornering speeds, and rapid acceleration, fleets can identify high-risk patterns before they escalate into an insurance claim.
Modern systems allow for ‘in-cab coaching’, providing instant audible feedback to the driver. This immediate intervention has been proven to reduce high-risk incidents by up to 40% in the first year of implementation, turning the vehicle from a passive tool into an active safety partner.
PREDICTIVE MAINTENANCE: SAFETY UNDER THE HOOD
A safe driver cannot compensate for an unsafe vehicle. Beyond the daily walkaround check, fleets are increasingly utilising “predictive maintenance” through engine diagnostics. By monitoring battery health, brake wear sensors, and tyre pressures in near real-time, managers can pull a vehicle from service before a mechanical failure occurs.
This data-driven approach to roadworthiness significantly reduces the risk of ‘breakdown-related’ accidents on highspeed roads – one of the most dangerous environments for any fleet driver. In an era of rising repair costs and parts shortages, preventing a fault is significantly more costeffective than reacting to a failure.
FATIGUE AND HOLISTIC WELLBEING
Technology is only half of the equation; the human element remains the most volatile variable. The Department for Transport identifies fatigue as a contributory factor in up to 20% of motorway collisions. A modern safety policy must go beyond ‘hours behind the wheel’ to look at the driver’s total mental and physical state.
Integrating telematics with schedule management ensures that drivers are not just staying within legal hours, but are actually being given the mental bandwidth to remain alert. By automating the identification of fatigue markers, such as lane drifting or inconsistent speed control, fleet managers can intervene with a ‘welfare first’ approach, protecting the driver’s safety and the company’s reputation.
THIS offers a compelling and modern perspective on fleet safety, effectively repositioning it from a mere legal burden and expense to a core business and financial strategy. The argument is shifting from reactive compliance to proactive, data-driven risk management, which is highly relevant in today's digital environment and ever-changing landscape.
Integrating telematics for continuous behavioural analysis and near real-time in-cab coaching is particularly important because it addresses the most important asset: the driver. Furthermore, the dual focus on safety and sustainability (through improved driving behaviour) and the necessary adaptation for Electric Vehicles (EVs) demonstrates a forward-thinking approach.
A comprehensive safety culture must manage both the asset and the human element. By combining predictive maintenance with holistic driver wellbeing, this framework offers an essential strategy for any organisation looking to reduce operational costs, minimise risk, and protect its standing in the industry.
Dan Offley, Associate Director | Inside Sales Geotab w
www.geotab.com/uk
Kia EV5
Kia adds a new Sportage-sized EV promising more than 300 miles on a charge. By Simon Harris. unable to understand how they work.
It’s becoming increasingly rare for a new EV to come to market wide of the mark for its intended buyer, and Kia’s recent strike rate for its zero-emission models is among the best in the industry.
The EV9 rattled some of the premium brands a few years ago, while the EV6 proved a great all-rounder that could perhaps wean people off their perceived need for an SUV – in EV Land, hatchbacks and saloons can liberate extra range from batteries through superior aerodynamics.
Since then, the EV3 has pushed the boundaries of expectations with compact family cars, while the EV4 offers another alternative to those who value range over SUV-looks. But for those who prefer the upright stance and slightly more versatile interiors of SUVs, the EV5 is the latest newcomer to help the brand cover as many bases as possible.
Equipped with the same 81kWh battery as the EV3 and EV4, and with the platform’s 400V architecture, capable of charging from 10% to 80% capacity in 30 minutes when connected to a suitable charger.
Kia points to the very minor increases in length, width and height over the Sportage, although being a flat-floored EV it’s noticeably more spacious inside.
On some Kia models, the entry-level Air
grade has seemed to be the poor relation, built to hit a certain price point and missing many of the comforts of the GT Line and GT Line S.
The EV5, happily, seems a bit better appointed in base specification, at least cosmetically, with rear privacy glass, some chrome and body-coloured mirrors, although upgrading to the GT Line (a £3,300 premium in P11D value) brings a sportier black gloss treatment to some exterior trim among other feel good features.
“EV5 is the latest newcomer to help the brand cover as many bases as possible.”
The GT Line S is priced £4,500 higher than the GT Line and adds upgraded audio, a greater array of exterior cameras for parking proximity, a head-up display and the option of specifying a heat pump to save a few extra miles of range on those chilly mornings.
We would like to see the automatic ‘popout’ feature of the door handles extended to Air, as in previous Kias with the manual flush door handle, passengers are often
The EV5 is also available with subscriptions to streaming services, but those are best left to retail customers.
Although the Kia warranty of seven years/100,000 miles is rarely bettered in the industry, the brand is following a trend of offering only a year’s free roadside assistance, so fleets will need to ensure there is a third-party provider lined up later in the car’s lifecycle.
The EV5 delivers 214hp through the front wheels, with 295Nm of torque available, ensuring the car has more than adequate performance, even when running in ‘eco’ mode. Range on the WLTP cycle is 329 miles for the Air, fitted with 18-inch wheels, or 313 miles for other versions, which have 19-inch rims.
Overall, it’s a very impressive addition to the Kia range, and combines style, practicality and usable EV range, with perhaps the broadest appeal yet for any electric SUV.
IN BRIEF
WHAT IS IT? Medium SUV
HOW MUCH? £39,230 (P11D)
ECONOMY? Up to 3.7 mpkWh (WLTP) RANGE? 329 miles
Key fleet model GT Line
Accomplished all-rounder
Heat pump only an option on top grade 7-word summary Well-judged, accessible and welcome electric SUV
Also consider Peugeot e-3008 / Škoda Enyaq / Vauxhall Grandland Electric
BYD Sealion 5 DM-i
Yet another new BYD targets most competitive C-SUV segment. By Andrew Charman
The rise of BYD on the UK market is little short of astonishing. Having registered 8,788 cars in its first full year of sales in 2024, the Chinese brand mushroomed to 51,422 last year. A core part of this success was an aggressive launch strategy – the Sealion 5 DM-i is the Chinese brand’s ninth new model in a little under three years.
The Sealion 5 is a C-segment SUV and like its larger sister, the Seal U, a plug-in hybrid which uses BYD’s ‘Super Hybrid’ technology with a ‘dual Mode’ (DM) – in simple terms the 1.5-litre engine spends much of its time generating energy, only providing power when needed.
BYD expects the Sealion 5 to become one of its biggest sellers despite going up against a host of rivals in one of the most hard-fought segments. And while appreciating that fleet buyers will be drawn to full EVs due to the tax advantages, BYD deputy country manager Steve Beattie believes the Sealion 5 will find a ready audience. “We still see fleet customers hesitant to go into a full EV as they still have the same anxieties over electric as retail customers,” he told Fleet World, adding that BYD also expects to place many Sealion 5s in rental fleets.
A key advantage will be the car’s price, starting at £29,995 on the road – BYD
boldly claims its newcomer costs £5,000 less than the average PHEV and £1,000 under a typical petrol SUV in this class. There are two versions with the major difference being battery size – the entry Comfort model employs a 12.9kWh battery offering up to 38 miles of electriconly range, while the Design, costing from £32,995, uses an 18.3kWh unit adding another 15 miles of EV travel.
“BYD expects the Sealion 5 to become one of its biggest sellers.”
As has become typical of this brand every Sealion 5 comes with a long specification. Fleet buyers will favour the Design due to its larger battery and resultant 9% Benefit-in-Kind tax saving, though it does add such niceties as an electric tailgate, heated front seats, wireless phone charging and a 360-degree camera.
BYD’s build quality is already familiar and the Sealion 5 does not disappoint, fit and finish being to a good standard outside and in with an upmarket look and feel to the surfaces. It’s spacious too, easily competing with long-established SUVs of this size such as Nissan’s Qashqai. BYD has also responded to previous
infotainment screen criticisms – there are easy swipe manoeuvres for essential controls but a proper button for such aspects as the air conditioning fan would still be preferable.
On the road the Sealion 5 is perfectly well-behaved. Its 0-62mph time of around eight seconds is plenty fast enough to allow swift overtakes while it provides highly refined levels of comfort with a mostly silent drivetrain, due to electric power always being prioritised – generally the arrival of the petrol engine’s contribution is seamless, though a couple of times at speed on the motorway our test car did make its engine noticeably heard with a slightly droning note.
The Sealion 5 is not a particularly exciting car to drive but the target market will care little for that, and while some plugin rivals offer greater ranges on electric power alone, they also cost a lot more. On price and general space and quality the Sealion 5 should suit many buyers.
IN BRIEF
Key fleet model Sealion 5 Design
Price; build quality
Touchscreen; powertrain
7-word summary
Quality and price make this a contender
Also consider Hyundai Tucson / Kia Sportage / Škoda Karoq
Kia PV5 Passenger
The minor resurgence in the MPV sector has a new player, thanks to Kia. By Simon Harris.
MPVs or ‘people carriers’, once dismissed as ‘vans with windows’, are undergoing something of a comeback.
Nowhere near the zenith of the late 1990s and early 2000s, but a combination of factors has brought a number of them back to market.
The first is that where they were based on vans, the underlying vehicle became much more comfortable, better equipped and easier to drive.
Second, EV platforms are a little more flexible than ICE platforms, and easier to adapt to different vehicle profiles.
The third is perhaps we’re gaining a more pragmatic attitude to specific vehicle roles, and are slowly accepting that not everything has to be an SUV.
Stellantis offers similar vehicles through a number of its brands, as well as supplying a version to Toyota. Initially, models such as the Vivaro Life Electric and Peugeot e-Traveller were available with a 52kWh battery, but it was later replaced with a more capable 75kWh battery.
Kia brings its PV5 Passenger to market covering both those bases, with a 51.5kWh standard-range battery or a 71.2kWh longrange battery. The former, using a 120hp motor, has a WLTP combined range of 183 miles on a full charge, with the latter, producing 160hp, reaching 256 miles.
The longer-range battery is optional on the entry-level Essential grade, and the only battery offered on the higher-specification Plus. We could also mention the electric MPV that has caught everyone’s attention in the last few years: the Volkswagen ID. Buzz. The Kia undercuts that model by around £25,000.
“The Kia PV5 Passenger undercuts the Volkswagen ID. Buzz by around £25,000.”
The Kia PV5 Passenger model features specification highlights including a 12.9-inch touchscreen navigation display, a 7.5-inch driver screen and a 6-speaker audio system with wireless Apple CarPlay and Android Auto. Additional features noted are full LED lighting, automatic air conditioning and a bio-artificial leather steering wheel.
The Essential comes with 16-inch steel wheels, while the Plus grade adds significant comfort and utility spec, including 16-inch alloy wheels, flush windows, heated seats (front and outer rear) and steering wheel, a powered tailgate, vehicle-to-load (V2L) capability, and a wireless mobile phone charger.
The market for these vehicles is essentially short-distance shuttles for private hire operators, although there could also be a case for them being someone’s main vehicle, doubling as a versatile family car for private mileage.
The temporary hitch is that the PV5 is available as a five-seater, with seven-seat variants arriving later in the year. These will, no doubt, be more desirable on the used market after defleeting.
While the PV5 might also fall short in terms of capability, this is only the first in a series of three Kia models that offer LCV and passenger-carrying versions. The larger PV7 will arrive in 2027, and the largest of the range, the PV9, a couple of years later.
As an appetiser ahead of the rollout of more capable versions of the PV5 Passenger, as well as the future LCVbased models, Kia has produced an intriguing and modern-looking alternative to existing options.
IN BRIEF
WHAT IS IT? Family MPV
HOW MUCH? £39,930 (P11D)
ECONOMY? Up to 3.3mpkWh (WLTP)
RANGE? Up to 256 miles
Key fleet model Plus Freshest-feeling MPV on the block
Only five-seat variants until later in 2026
7-word summary Modern-looking, affordable and capable family hauler
Also consider Peugeot e-Traveller / Toyota Proace Verso Electric / Vauxhall Vivaro Life Electric
INDUSTRY
The missing link in the UK’s EV adoption journey FROM THE
The UK’s transition to electric vehicles is often discussed through the lens of cost, charging infrastructure and battery uncertainty. But our latest 2026 UK EV Adoption & Perceptions Report reveals something more fundamental: real-world experience with an EV is the most powerful driver of trust, knowledge and intent to buy.
Our survey of more than 2,000 UK drivers in late 2025 shows a clear pattern. The more experience someone has with an EV, the more positive their perception of common barriers becomes, whether charging, range, sustainability or even cost.
It also improves their intent to purchase an EV. Of the 36% of respondents who own or lease one, 95% said they would choose electric again.
Addressing the perception gap
Whilst myths continue to hold consumers back, our report shows that the biggest myths are also the ones most quickly disproven by experience.
Take battery concerns: 60% of non-EV drivers worry about battery lifespan, yet only 23% of EV owners share that concern.
Or public charging: nearly half of non EV drivers cite it as an issue, compared to just 12% of EV owners.
Sustainability confidence also rises sharply with exposure. Just half of non EV drivers believe EVs are better for the environment than ICE vehicles, but that figure jumps to 95% among EV owners.
Cost remains a sticking point
Interestingly, cost perception is the one area where doubts persist regardless of experience. Despite EV owners reporting fewer concerns around monthly payments or maintenance, 86% still feel the total cost of EV ownership is higher
Paul Humphreys Managing Director – Retail, Cox Automotive Europe
– perhaps a sign that uncertainty around servicing, battery replacements and residual values continues to weigh heavily on consumer thinking.
This highlights a clear need for transparent, practical total cost of ownership communication, including realworld running cost comparisons and simple tools that help buyers understand the long-term picture.
What this means for the industry
As EV adoption continues to grow, retailers, fleet operators and OEMs have an opportunity to close the perception gap through education and meaningful experience. Examples include:
• Longer, more immersive test drives that mirror real usage
• Showroom EV specialists who can confidently explain battery life, charging behaviour and total cost of ownership
• Clear, myth busting conversations early in the customer journey
• Sustainability messaging that presents facts without overwhelming drivers with complexity
Our research makes it clear that experience is the turning point in improving consumer perceptions of electric vehicles. If the industry can focus on this area, the UK’s EV transition will be all the smoother.
To read the full 2026 UK EV Adoption & Perceptions Report, as well as more EV insights, visit Cox Automotive’s dedicated EV Hub –coxautoinc.eu/ev-hub
ON FLEET
FIRST REPORT
KIA EV4 GT Line
Are hatchbacks finally making a comeback? Of course, they never truly went away, but they have certainly appeared less visible as the sheer number of taller SUVs has increased in recent years.
When it comes to EVs, the expectation of a premium price for SUVs – as well as more convenient packaging for a battery under the floor – has made them
a slightly easier way to accommodate the cost of a large lithium-ion battery in the overall price.
But as the car industry has grappled with demand for more EV range, alongside the impact on cost and kerb weight of adding ever-increasing capacity to batteries, the more aerodynamic an EV is, the greater potentially available range there is.
VEnter the Kia EV4, positioned as a direct rival to the Volkswagen ID.3 and Vauxhall Astra Electric. It is available in both a hatchback five-door and a Fastback four-door.
In entry-level Air specification with a 58.3kWh battery, it squares off against the Astra and its 54kWh battery. Meanwhile, the 81.4kWh battery version –
VOLVO EX30 Single Motor Extended Range RWD Ultra
olvo has a long history of Cross Country models, starting off with the V70 XC in 1997.
For the EX30 CC, Volvo says it’s “made for more than city streets. A compact SUV designed to thrive on detours”. It definitely stands out from its
rear-wheel-drive siblings. The Cross Country gets the same distinctive signature lighting but adds in a bespoke blacked-out fascia with a topographical map of Sweden’s highest mountain, plus an extra 19mm ride height, front and rear skid plates, under-
body protection and unique fivespoke 19-inch wheels – while 18inchers with all-terrain tyres are a no-cost option.
The interior is light and airy, fitted with a panoramic roof and focused on Scandi design and filled with some delightful touches such as the elegant and functional door handles.
As with the standard EX30, boot space is 318 litres, accessed via the electronic tailgate and with an adjustable boot floor, tiedown points and 12V socket. With the 60/40 folding seats down, there’s 904 litres of space. There’s also a ‘frunk’ with seven litres of space.
The tech set-up is the same as the rest of the EX30 line-up, with just one 12.3-inch central portrait touchscreen for everything; from driver information to infotainment and also used to access some key functions such as changing the driver assistance features, wiper settings, wing mirrors and heating controls.
THE NUMBERS
standard in GT Line and GT Line S grades – gives it extra potential to rival EVs offered with longer range battery options.
The GT Line is fitted with 19inch wheels, a sports styling kit, and rear privacy glass. Inside, it features two-tone artificial leather seats with heating and electric adjustment. Practicality is decent for a family car, with luggage capacity of 435 litres, rising to 1,415 litres with the seats folded.
On a good day, the EV4 is reckoned to achieve 3.9mpkWh, though winter yields a more typi cal 3.3mpkWh. Efficiency should improve as spring arrives.
Simon Harris
THE NUMBERS
P11D £47,005
BiK* 3% I £24 (20%) / £48 (40%)
RANGE 273 miles ON FLEET RANGE 200 miles
EFFICIENCY 2.9mpkWh
The options list supports the emphasis on more adventurous types. Ours comes with the foldable towbar (£1,450) but there’s a long list of other actionfocused extras.
As the brand’s first fully electric Cross Country model, the EX30 fits with the brand’s heritage although it might leave some serious off-roaders disquieted. It’s an interesting question as to who it’s aimed at, mixing both performance and off-roading, but the brand says it’s more for “weekend explorers” seeking an adventurous SUV for city streets and muddy roads.
Natalie Middleton
The cold weather has undoubtedly reduced the iX’s range, but I have found that its range prediction is more accurate than many other EVs I have driven, particularly on a long journey. For example, recently, I fully charged at a motorway service area 260 miles from home. Initially the car
reckoned a further recharge would be needed to get home, but as I crunched the motorway miles, the remaining range began to exceed the distance home by up to 40 miles. Given the choice between a top-up charge at 89p/kWh and charging at home, I thought it was safe to forego a charge.
The excess range dropped back to around 20 miles. I had already selected ‘Efficiency’ mode to maximise range, but decided to select ‘Maximum Range’ as well to be on the safe side, which limits top speed to 60mph. I got home with miles to spare. It wasn’t a case of turning
POLESTAR 2 Long Range Single Motor
I recently met a friend for a long walk and in turn helped out his teenage daughter. She’s keen to extend her musical knowledge and my CD collection was sitting boxed up in the loft and going unloved as everything has long since been transferred digitally.
That meant once again taking advantage of the Polestar 2’s hatchback body and, four stor-
age boxes of CDs later, I had more storage space and my friend had a happy teenager – a win for both parties. It did underline the flexibility of the 2’s interior space though and how I would never personally consider owning a saloon car.
One good thing is that even with the rear seats lowered, there was no additional road noise as is
often the case with a hatchback; but that’s probably just as well, as even with the seats up the Polestar 2 definitely could do with a little more soundproofing at the rear.
One other niggle – and indeed a pet peeve of many of the latest generation of EVs – is the lack of a rear wiper. Fair enough, yes, I do use the rear camera when reversing for 95% of manoeuvres, but its low position by the rear number plate does mean it gets dirty and therefore doesn’t always offer a clear view out, which is frustrating. This isn’t just aimed at Polestar, but why a lot of modern EVs do without a rear wiper is a total mystery to me. Answers on a postcard please.
And talking of getting dirty, this wintry weather isn’t ideal either. The one good thing is that the Polestar 2’s Vapour paintwork seems to hide the effects of the dirt and road grime quite well. Well, I thought it did. Right up until last week that is, when it seems to have gone from slightly grubby to properly filthy. A trip to the car
THE NUMBERS
off all creature comforts either, I still had heating on a chilly day.
The BMW’s long-distance abilities really do impress thanks to the low noise levels, comfort, spaciousness and ease of driving. I still think that the controls for regenerative braking are a little out of date. Selecting B mode in driving provides one-pedal driving with regenerative braking on liftoff, which is fine for driving on a twisty road, but it lacks the selective levels of regeneration from steering wheel paddles. Small matters in a car that otherwise does everything so well, but the best could always be better.
John Kendall
wash definitely needs to be scheduled in for a dry weather day. As, incidentally, does a software update. It keeps popping up on the central touchscreen and I keep ignoring it. Being a technophobe, I’m slightly paranoid that it might have an effect on the car – although it’s only an hour and a half and I can schedule it overnight when I know I won’t need the car, so that’s also on my to-do list. And yes, I know I’m being paranoid, but as you’ll note from the opening comment and me still having hung onto my CDs (and vinyl), I don’t ever feel the need to rush into these things… Nat Barnes
I was recently stymied by that most unenjoyable law of unintended consequences, having always been so completely careful when parallel parking in London. We have all been there, for sure, but on this particular occasion, I was fooled by a poorly aligned bit of pavement jutting out, a momentary lack of concentration and a deficit of
ON FLEET
CUPRA
skill. The end result is a bit of kerbing damage to one of the most attractive, copper-coated alloy wheels you could wish to find on any fleet car.
As someone who does his best to adhere to road safety, likes to look after things and has a fair amount of mechanical sympathy, this was especially galling and actually ruined the rest of my day.
LEON 1.5 e-Hybrid V3
THE NUMBERS
P11D £43,285
BiK* 6% I £43 (20%) / £86 (40%)
And that’s on top of having to scrape ice from the inside of the windscreen during a recent cold snap, and then cleaning the windscreen to improve visibility in the short-term. What I actually appear to have done is remove the excellent (I now realise) antifog treatment layer on the driver’s side of the windscreen, meaning it mists up a lot quicker now. In contrast, windscreen aside, the Leon has been much more enjoyable than expected during the winter months so far, no doubt helped by the heated seats and steering wheel, which is on constantly still. Also, the battery range hasn’t dropped off too dramatically – a recent motorway trip used all the kWh in around 55 miles – and most of the time, it’s hovered around the 65-mile mark, which still feels very useable. I also realised that there hasn’t been a single occasion where I have felt like I’ve needed more bootspace, though a little more rear legroom would be a bonus.
DE-FLEET REPORT
AUDI Q6 E-TRON S line Performance
After six months on the fleet, it’s time to say farewell to our Audi Q6 e-tron, a car that has impressed in the main and disappointed in parts.
We’ll do the disappointment first – cold weather really hits battery performance in this big electric Audi. From the height of the summer when its efficiency of
3.0mpkWh was giving a realworld range of 290 miles, the current figure of 2.7mpkWh spells a useable range of not much over 200 miles now. This is adding at least one more full overnight charge per week and sees the Q6 fall well below its claimed 355mile range.
Secondly, there appear to be
some gremlins nestling in the electronics behind the infotainment displays because we saw numerous warning signs illuminate throughout the car’s stay with us, all of which disappeared as quickly as they arrived. Mostly these were ‘systems not available’ type warnings, interspersed with a more serious ‘suspension fault’. While it soon because clear these were just glitches, it did impact on confidence in the car.
However, there is much to praise about the Q6 – understated external styling, excellent ride comfort, plenty of interior space, all-round ease of use and, dare I say on a £70k SUV, value for money thanks to a long list of standard equipment which includes 20-inch alloys and a heated steering wheel as well as a huge digital infotainment screen.
Our test car did come with a few optional extras – firstly the Performance powertrain (£3,500) which boosts efficiency from 3.0 to 3.3mpkWh and, in theory,
Luke Wikner
THE
boosts claimed range from 300 to 355 miles.
We also added metallic blue paint at £725 and a panoramic sunroof, which is £1,525 well spent because it draws in some much-needed light into the overwhelmingly black cabin.
When a car departs from the driveway for the final time, I always as myself ‘will I miss it?’. The answer this time around is a resounding yes – my children like the in-built technology and room in the back, my wife loves the security and comfort, and I appreciate a fairly quick family SUV which packs a lot into its pricetag.
Julian Kirk
ŠKODA ELROQ SE L 60
F
irst things first, I owe the fine people at Škoda an apology. Having previously stated that the integrated ice-scraper had been omitted in the Elroq, it turns out I was wrong. A conversation with a colleague revealed that the scraper was there, but it had been relocated from previous Škodas. Sure enough, I found it hiding in the boot lid panel. Unfortunately it came after the latest cold snap, but at least it reaffirmed my love
affair with the company’s ability to really think about how drivers use their vehicles.
Talking of the cold, the recent low temperatures dropped the available range in the Elroq down to below 220 miles. That meant it was close to my own personal threshold of acceptable mileage from an EV in this class (200 miles), but it hasn’t bothered me on any of the journeys I’ve taken over the past month.
Nor has it dampened my enthusiasm for what is a fabulous all-round vehicle. I’ve written before about how the Škoda is all the car most people would need and I’m standing by that right now, as KY25 OUN makes its way back to base. Functional, comfortable, trouble-free motoring for the past few months is what I’ve experienced. No, it’s not the most dynamic, engaging or fastest experience you’ll have in a car
but, for most people, that’s not what driving is about.
Reliability and consistency counts for a lot, as does an element of resistance to trends. By offering both a touchscreen and physical buttons, the Elroq gives drivers choice, as opposed to forcing them to use the techheavy route. As I’ve said before, I’m not against the latter, but sometimes it seems like a solution to a problem that doesn’t exist.
To close, as an homage to Fleet World’s on-test seven-word summary, I would describe the Elroq as: A spacious Škoda fit for every purpose.
John Challen
icons
In 1998, the Ford Focus Mk1 arrived not just as a new car, but as a corporate apology for the decade that preceded it. For the fleet manager, it represented a shift from ‘minimum compliance’ to ‘class-leading desirability’, effectively ending the dark era of the fourth-generation Escort.
The redemption arc
The story of the Focus begins with the failure of its predecessor. The 1990 Escort was a dynamic disaster, forcing Richard Parry-Jones (who was appointed chief vehicle engineer at Ford of Europe in 1991) and his team into an emergency ‘rescue mission’ to salvage the platform via the 1992 and 1995 facelifts. When the Focus arrived, it was so radical that Ford took the unusual step of keeping the Escort in production alongside it until 2000. This stay of execution allowed risk-averse fleet managers and traditional company car folk a familiar, budget-friendly bridge while the market adjusted to the Focus’s polarising ‘New Edge’ styling.
While the aesthetics made a bold corporate statement, the real fleet breakthrough was under the skin. The introduction of ‘Control Blade’ independent rear suspension brought sports-car-level handling to the mainstream lower-medium segment. For the high-mileage fleet driver, this wasn’t about cornering speed; it was about stability, ride refinement and reduced fatigue. It made the
We look back on some of the most important company cars of the last six decades
FORD FOCUS
first generation
Focus the first small car that could comfortably eat motorway miles with the composure of a much larger, more expensive car.
The TDCi revolution
While the chassis won the awards, the TDCi engine won the market. By the turn of the millennium, fleets were pivoting toward diesel. While the early Focus used the rugged but unrefined TDdi unit (badged TDi, as there was no need yet to differentiate), the 2001 introduction of the 1.8-litre TDCi common-rail engine changed the landscape.
At the time, the competitive field was fragmented. Vauxhall’s Astra and Rover’s 45 were still utilising older, noisier diesel technology that lacked the smoothness required for modern business travel. Conversely, the Volkswagen Group had committed to pumpe düse (PD) technology. While punchy, the PD engines were clattery and expensive to manufacture.
Ford’s common-rail technology followed what Italian and French rivals were already offering, and as with the Peugeot 306 and Fiat Brava, provided a relative reduction in noise, vibration and harshness (NVH) and linear power delivery. It proved that a diesel fleet car didn’t have to sound like a tractor.
With fuel economy of more than 50mpg and significantly lower CO2 emissions than its predecessors, the TDCi became the default choice for the company car drivers at the time, helping securing the Focus’s spot as Britain’s best-selling car for years.
A lasting fleet legacy
The first Focus succeeded with fleets because it addressed the total cost of ownership (TCO) without sacrificing driver appeal. Ford’s decision to moderate highvolume, low-margin rental ‘churn’ helped protect residual values, making leasing rates more competitive than ever.
As we look back from 2026, with Ford having concluded Focus production in late 2025 in its pivot toward an electric future, the Mk1 remains the high-water mark. It was the car that proved a fleet vehicle could be both a rational financial tool and a machine that drivers actually wanted to take home. It didn’t just replace the Escort; it rendered it – and much of its competition – instantly obsolete.
evfleetworld.co.uk
vanfleetworld.co.uk
THE ALL-ELECTRIC PICK-UP YOU'VE
MADE IN KOREA
John Kendall
VFW editor
“It could add £45 per week to your transport costs, or £2,250 per year if registered for Auto Pay.”
Congestion concessions...
Some changes were introduced to the London congestion charge at the beginning of 2026 which will have an impact on all those visiting the capital in a vehicle. For a start, the charge has risen to £18 per vehicle if paid on the day or £21 if paid in the three days following travel. The charging times are 07:00 – 18:00 on weekdays and 12:00 – 18:00 on Saturdays, Sundays and Bank Holidays.
For those using vehicles that were eligible for the Cleaner Vehicles Discount, i.e. electric vehicles, there is a bit more of a shock. The 100% discount for these vehicles ended at the close of 2025 and has been replaced with a 50% discount for light CVs, but only for those registered on Transport for London’s Auto Pay. Light CVs so registered will have to pay a £9.00 daily charge, where before they paid nothing, obviously a very steep increase for frequent visitors to the capital. Those not registered for Auto Pay will pay the full charge.
Transport for London said that without the increased charges: “We estimate there could be more than 2,000 additional vehicles driving during operating hours in the congestion charge zone on an average weekday.” Let’s suppose that you have one vehicle which enters the charging zone for five days per week, 50 weeks of the year. It will add £45 per week to your transport costs, or £2,250 per year if registered for Auto Pay.
Transport for London has also promised that it will get worse. From 4 March 2030, the discount will be halved again to 25% for those registered for Auto Pay. At the current rate, that would increase the charge to £13.50 per day, which means £67.50 per week or £3,375 per year, using our model. How likely is it that the charge would remain the same in 2030? It seems to be the same pattern we’ve seen with incentives for electric vehicles before, introduce a concession, then withdraw it too soon.
Lastly, I hope to catch you all at this year’s Great British Fleet Event in Milton Keynes on 16 April 2026... See you there!
LCV risk management
GREAT EXPECTATIONS
With rising fleet expectations regarding comfort levels and performance of vans, John Kendall finds out how tyre manufacturers are keeping pace.
For a few years, one of the UK’s best-selling cars has not been a car at all, but a van, the Ford Transit Custom. Vans may serve as work and family transport and we expect passenger car levels of comfort when we travel by van. There is no doubt that since I first started testing vans in 1990, the standards of refinement, performance, handling, roadholding, not to mention build quality, have improved considerably. The rise of sporty van models has also helped to raise expectations about performance and perhaps blurred the distinctions between cars and vans further in some peoples’ minds.
Obviously, vans are built to carry loads. Smaller vans, using many car components and carrying lighter weights, may perform just as well on car tyres. Larger models are longer, wider, taller and heavier than the average car and are designed to carry more weight and tow heavier trailers. At the same time, vans usually sit on the road using the same number of tyres as a car, although some heavier models may be equipped with twin rear wheels. Should we expect vehicles designed to do such different things to use the same tyres, just because many car and van tyres are of similar sizes?
Let’s think about what vans do during the working day...
They may cover long distances while carrying a load, they may travel onto building sites over surfaces away from
smooth tarmac. They may be driven up kerbs or scuff the tyre sidewalls against kerbs.
Given the circumstances, it is not surprising that a number of tyre manufacturers offer a separate range of van tyres, designed to withstand the range of conditions that the tyre is likely to face. The first consideration for any tyre is safety and van tyres are constructed to different standards from car tyres, reflecting the likely operating conditions.
Different approval regulations apply to car and van tyres. While cars are covered by Regulation 30, van tyres are covered by Regulation 54. “This applies different durability requirements as part of the legal approval process, compared to car tyres,” says Steve Howat, general manager, technical services for Continental Tyres in the UK.
As with car tyres, van tyres carry a lot of information on the tyre sidewall. A van tyre will carry the suffix ‘C’ (for commercial vehicle tyre) after the size data. Taking a common van tyre size, 215/65R16C, this shows the width of the tread pattern (215mm) profile of the tyre in percentage terms (65), meaning the height of the sidewalls are 65% of the possible full size. R indicates that it’s a radial tyre, 16, the wheel rim diameter in inches and C to show that it’s a van tyre. An equivalent car tyre might be marked 215/65R16, without the C but usually carrying another letter after the numbers to indicate the tyre’s speed rating.
There will be more numbers following the ‘C’ to indicate the load rating of the tyre, i.e. 109/107. These are the load index ratings. The higher number relates to the load rating when the tyre is fitted to an axle with two tyres, i.e. single wheels each side, and the lower rating to when the tyre is fitted to axles with four tyres, i.e. two wheels each side. These numbers would be followed by another letter indicating the speed rating of the tyre, which will be lower than the speed rating for an equivalent car tyre.
“By being able to see the C mark within the tyre description, this will also tell the van fleet or fleet manager that the tyre is for commercial vehicle use, has been designed to carry that heavier load and also complies with European regulations for commercial vehicle use”, Joe Brammer, CES technical manager – car, 4x4 and van at Michelin Tyres UK told VFW
“Fundamentally van tyres have a higher load capacity range compared to car tyres,” says Steve Howat of Continental. “If we use, for example, a typical van tyre size of 235/65R16 C which may require a 118 or even a 121-load index, then there are limitations in terms of construction with a car tyre to reach a similar load capacity. It is also important to note that the current maximum car tyre pressure is 3.5 bar (51 pounds per square inch). For a typical three-tonne GVW van, pressures need to exceed this on the rear e.g. 4.5 bar (65PSI) to accommodate the load requirements.”
Clearly the tyre will have to be constructed to withstand the higher tyre pressure and load. “Van tyres will have a reinforced casing with stiffer sidewalls, so that in itself would be able to carry the load and ensure that any static or dynamic load is carried safely and for a longer period of time,” says Joe Brammer at Michelin.
“If you fit car tyres to a van, the sidewalls would probably be a lot more flexible, which could mean a lot more movement in the tyre, whereas the van tyres will have that reinforced sidewall structure, which will just ensure that vehicle stability is maintained and prevents any movement. With dynamic load, if the vehicle is quite high in weight and it’s quite close to its maximum gross vehicle weight, obviously that’s moving around inside, so having a van tyre would just allow that stiffness and that stability of the vehicle, which of course then ties into the safety performance of a tyre.”
Steve Howat at Continental raises another issue too. “If a van was converted from a dedicated van tyre to a supposed equivalent car tyre, then this could also have implications for insurance, as it could be perceived as a significant modification to the vehicle.”
The reinforced construction means that van tyres are equally suitable for vans regardless of how they are powered. Whether diesel-, petrol-, hybrid- or electrically-powered, van tyres will work just as well.
“I think the most important point is to follow the vehicle manufacturer’s recommendations in terms of size, load and speed rating,” says Joe Brammer at Michelin. “As long as the load rating of the tyre is sufficient to meet the vehicle’s maximum weight, then that is probably the most important thing to consider.”
“By being able to see the C mark within the tyre description, this will also tell the van fleet or fleet manager that the tyre is for commercial vehicle use.”
Joe Brammer, CES technical manager –car, 4x4 and van, Michelin Tyres UK
WHEN HACKERS TARGET BUSINESSES: IS YOUR FLEET READY?
Matt MacConnell investigates how fleets could be at risk and what they can do to prevent cyber breaches.
Fleets are busy. And not only must managers ensure their van fleets are in tip-top condition, but they also need to monitor fleet operators. Throw in a few hiccups along the way, and the eight-hour-plus day is soon over.
Sure, focusing on the job at hand is essential — this pays the wages, after all — but busy schedules can also create significant security gaps that many fleet managers may miss.
Most fleets in 2026 will likely run digitalised systems to help reduce processing times, enabling jobs to be scheduled and actioned more quickly, while managers can allocate saved time elsewhere. It all makes perfect sense. Why bother with physical paperwork when data can be automatically calculated via a system?
However, as soon as your business is connected to the internet, you automatically open yourself to various dangerous people. It’s like walking around London with your mobile phone in your hand. If someone steals it, they’ll have access to bank accounts — more so if you’ve set up contactless payments — emails, and other personal information.
Therefore, protecting your fleet is essential. Think of it as one of the most significant insurance policies your company could have. If someone breaches your company’s network, they
could have instant access to your data.
If you’re reading this, thinking your company is safe because it’s either large or has been around for many years, think again.
Kettering-based KNP Logistics Group was the parent company of the 158year-old haulage firm Knights of Old. In 2023, the firm was hit by a major ransomware attack that disrupted key systems and financial data, resulting in the loss of 730 jobs.
Essentially, this catastrophically damaged KNP Logistic Group’s financial position and crippled its ability to secure funding and investment.
So, what did the attack look like? In June 2023, Knights of Old staff members were suddenly locked out of the company’s IT systems, unable to access administrative systems, finances, or take customer payments, causing their fleets to halt operations and head back to base.
The attack was carried out by the notorious Akira hacking group, which gained access by guessing an employee’s password. The hackers then encrypted the company’s data and sent a ransom note demanding a £5m payment. Scary, right?
Ultimately, nothing could be done to save or access the systems; the transport firm failed to raise funds and soon closed its headquarters.
What could have been done to prevent this? Despite the attack’s scale, it was preventable. For example, two-factor authentication would have installed a defence barrier, sending a code to an employee’s phone, email address, or
authenticator app when prompted.
Likewise, up-to-date security systems would already have included this, and staff should have been trained to create and secure complex passwords.
This incident was just one of 19,000 ransomware attacks in 2023. However, this number could be larger as many companies will remain hush, pay the ransom and continue trading.
So, what can fleets do to protect themselves? Van Fleet World chatted with a few experts to find out.
George Aitkenhead, CEO and founding partner of Lithium Systems, a Scotlandbased IT firm, told VFW: “If you’ve got a fleet or you rely on connected vehicles and logistics platforms, you really need to be thinking about how to keep your data and systems safe.”
Aitkenhead added that transport companies are prime targets, and criminals know how much valuable information is being sent and received. If ignored, a fallout can cripple f inances and reputation in one go.
George Aitkenhead, CEO of Lithium Systems
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LCV cybersecurity
“Supply chain attacks are another weak spot that we have seen being exploited. You might have the best cybersecurity systems in your own business, but if a supplier drops the ball, it can quickly become your problem too.”
