Fleet World Magazine –June-July 2025

INDUSTRY INSIGHT How fleets are fighting higher vehicle acquisition costs

JUNE-JULY 2025

SENSITIVE

The ICE ban is less than five years away. Are you EV ready?

PLUS

Toyota’s all-new RAV4 under the spotlight

GBFE 2025 Highlights from the Masterclasses

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account directors

publisher

Jerry Ramsdale

jerry@fleetworldgroup.co.uk

editor Fleet World

John Challen john@fleetworldgroup.co.uk

editor-at-large

Alex Grant alex@fleetworldgroup.co.uk

business editor

Natalie Middleton natalie@fleetworldgroup.co.uk

editor Van Fleet World

John Kendall john.kendall@fleetworldgroup.co.uk

Claire Warman

claire@fleetworldgroup.co.uk

Tracy Howell tracy@fleetworldgroup.co.uk

Lloyd Ramsdale lloyd@fleetworldgroup.co.uk

head of production

Luke Wikner luke@fleetworldgroup.co.uk

designers

Victoria Arellano

Dan Bennett

web

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John Challen editor

“The new wave of EVs are the quieter, more gentle and softer souls that just kind of blend into the background”

THE

The softly, softly approach

The Masterclass sessions at this year’s Great British Fleet Event once again did not disappoint – you can get a flavour of the programme on page 33. One of the standout chats came from the BVRLA’s head of learning and development, Mark Pow, who focused on ‘soft’ skills and how they can benefit businesses. I’m sure that a certain section of society would predictably dismiss skills such as mindfulness, strategic thinking and emotional intelligence as ‘woke’ or ‘nonsense’. But, for my part, if these techniques and tools can have a positive impact – personally and professionally – I’m all for them.

It got me thinking that these different personalities can be used to demonstrate the difference between petrol/diesel cars and the new wave of battery cars as the fleet sector – and the wider driving world – transitions to EVs. On the one hand, the ICE-powered cars are ‘hard’, with all their loud noises, oil and ‘in your face’-ness. Whereas the new wave of EVs are the quieter, more gentle and softer souls that just kind of blend into the background.

I’ve voiced this opinion a few times to different people – and I’ve assured myself it’s not because I’m not becoming an old man – I drive slower and feel more relaxed in an electric car. They are still fast, if I want to scratch that itch, but most of the time my ‘softer’ side comes out and I’m happy to cruise.

I mean, admittedly, sometimes I don’t have a choice because the motorways I regularly use seem to have perma-roadworks and/or temporary speed limits, not to mention shed loads of other vehicles on them. But I digress – the point is that I have no issue with taking it easy behind the wheel. Especially if cutting down my speed by a few mph means an extended range and therefore eliminating any potential charging stop. I’ve calculated (roughly – my maths isn’t that great) that, in these instances, I’ve reached my final destination quicker by going slower –rather than gunning it and then having to stop and recharge.

Now I’m not saying EVs are the answer to everything and for every journey or driver. There is a certain amount of preparation and sometimes a change of mindset required. But, as someone who has spent the majority of the past three years living with an EV, I feel like I’ve been on a journey (figuratively and, of course, literally). And I’ve found that it’s relatively easy to make it work in the vast majority of situations – if you are prepared to have a little patience. I appreciate (hope, even) that I’m speaking to a largely converted community, but EVs can really work for you, if you are willing to work with them. Let your softer side come out and reap the benefits.

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MAGAZINE <

FLEET15

Steve Beattie

sales and marketing director, BYD UK

What is your ambition in your current job role?

To grow BYD’s volume and work out a plan out to become the number one selling car manufacturer in the UK.

What job did you want to do when you were growing up?

A football agent. I wasn’t good enough to be a footballer, but I love football and I’m good at talking to people. Put those two together and it would be my dream job!

The best takeaway food?

It has to be Chinese. My go-to dish is crispy duck, every time.

What’s the proudest moment in your career?

Landing the BYD role. I’ve worked for some great leaders in my time, but I wanted to have my own train set. BYD gave me the opportunity to do that.

What’s your favourite film and why?

Rocky II. I must have watched it about 500 times!

If money was no object, what’s the first thing you would buy?

It would be a huge house on the California coastline.

Name three cars in your dream garage?

Yangwang U8, a fully restored (and possibly electric) Aston Martin DB5 and a Vauxhall Nova SR, with a 2-litre engine.

What are the biggest challenges facing fleets at the moment?

Residual values management. There’s still a lot of uncertainty around EVs, but it’s interesting to see how the market has settled a little bit.

You’re on your dream holiday. Where are you?

San Francisco.

Night in or night out?

Night in – I hate going out. You’ll find me at home, watching Netflix and eating chocolate.

Supermarket of choice?

Tesco – but delivered to my door.

What car do you currently drive?

A BYD Seal.

Tea, coffee or other?

Coffee – Americano, no sugar.

Books, mags or podcasts?

Podcasts. Football ones, especially The Rest is Football

Who is your idol in life and work?

It has to be my wife, in life and work. She’s given me a platform for me to build my career and whenever I’m away, she takes care of everything so well, I don’t have to worry about anything. And, more importantly, she puts up with my very bad mood swings.

FOOD FOR THOUGHT

A hidden diabetes crisis among UK commercial drivers has been revealed in a new report.

By Natalie Middleton

Arecent report has highlighted the unchecked rise of type 2 diabetes among professional drivers as a major under-recognised health and safety crisis. Published to coincide with Diabetes Week 2025, the report reveals that thousands of commercial drivers may be unknowingly living with type 2 diabetes – and warns that failure to act risks undermining both public safety and national logistics resilience.

Created by the Diabetes Safety Organisation in partnership with the Parliamentary Advisory Council for Transport Safety (PACTS) and Driving for Better Business, the Hiding in Plain Sight: The UK Diabetes Crisis – A Call to Action to the Road Transport Sector report explains that as many as one in three adults with type 2 diabetes are undiagnosed – including many in safety-critical driving roles.

Jamie Hassall, executive director of the PACTS, said: “Diabetes is not just a public health issue – it’s a workplace safety risk. If left undiagnosed and unmanaged, type 2 diabetes can lead to catastrophic outcomes behind the wheel.”

Alarmingly, people who drive for a living are twice as likely to develop diabetes, yet most commercial operators have no structured approach to diabetes screening or support. Meanwhile, the presence or contribution of diabetes, or whether people were driving for work, is not recorded in collision data.

The organisations behind the report also warn that employers may be in

breach of their health and safety obligations if they fail to assess and mitigate diabetes-related risks and support employees with diabetes.

H&S and equality law puts a duty of care on employers to support drivers. Yet current requirements for medical fitness-to-drive assessments do not mitigate several key diabetes risks: tests are not required until age 45 and they do not cover grey (personally owned and non-liveried) fleet. They also focus mainly on the hypo risk. And where medical assessments are provided, those most at risk may avoid screening because of known medical conditions and fear of job loss.

The report calls for immediate sectorwide action, including workplace training on how diabetes impacts driving and how to manage personal risk, as it says that proven, low-cost interventions are available to create “diabetes safe” workplaces.

The briefing also spotlights the need to focus on the allied factors – low income, weak employment terms and conditions – and to make the system more supportive.

Experts have also called for recognition and action from the various stakeholders that influence different parts of the system – including the Department for Business and Trade, Department for Health and Social Care and others – for a cross-government commitment to making transport a diabetes safe sector.

“Alarmingly, people who drive for a living are twice as likely to develop diabetes, yet most commercial operators have no structured approach to diabetes screening or support”

Kate Walker, founder of the Diabetes Safety Organisation, added: “This is a silent threat to the health of our transport workforce and the safety of everyone on the road. We are calling on employers, regulators and politicians to step up now.”

Those involved in the report also want routine diabetes risk assessments for commercial drivers and the inclusion of diabetes in transport health and safety policies. Simon Turner, campaign manager at Driving for Better Business, said: “A healthy driver is a safe driver. This report gives every transport operator a blueprint for protecting lives, livelihoods and supply chains.”

The launch of the report is also backed by industry bodies including the Road Haulage Association (RHA), FORS and major employers such as Evri.

SCAN HERE for the full report, plus an executive summary

INCOMING

TOYOTA RAV4

What is it? Sixth generation of the legendary SUV

When is it available? Early 2026

Biggest changes? Updated PHEV system and ADAS; GR version Fleet appeal? Decent electric-only range; broader model lineup

EV-free

Toyota has famously favoured hybrid technology for decades, even when other legacy manufacturers were ramping up battery electric vehicles. Now, however, the Japanese manufacturer is catching up by introducing new EV SUVs, although not with the RAV4, which will only be offered in plug-in hybrid or full hybrid forms.

A plug’s life

No EV then, but the RAV4’s PHEV system has been given an upgrade and will be offered to UK drivers in front-wheel-drive (FWD) and intelligent all-wheel-drive (AWD-i) derivatives. The former has 268hp and the latter 304hp. A new 22.7kWh battery pack has been deployed, which enables up to 62 miles of electric-only driving.

Soft landing

Active safety and driver assistance functions in the RAV4 are supported by Toyota’s new Arene software development platform, which indicates a step towards fully software-defined vehicles. The platform enables improved security and supports the brand’s latest multimedia system, which offers improved connectivity and navigation.

GR-eat news

The Gazoo Racing-inspired models continue to grow within Toyota, the latest being a RAV4 version, offering “a more dynamic driving experience and a motorsports-inspired character”, according to Toyota. There are 20-inch black alloy wheels, tuned suspension and a 20mm wider tread. Inside, there are a few nods to the race-team, too.

VERDICT

There might be drivers who would expect an electric RAV4 but, equally, there might be fans of the SUV who are relieved there is a hybrid version. Having sold more than 15 million units, Toyota has a good idea of what drivers want, and the new SUV is poised to tick space, technology, powertrain and safety boxes for many.

DISCOVER THE NEW GENERATION OF MINI

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This is the icon, reinvented. With a max range of 250 miles in SE guise, this is the MINI with the most go-kart feel. 4 seats and a maximum boot capacity of 800 litres with the seats folded down. It also won “Business Car of the Year” and “Best Small Car” in the BusinessCar Awards 2024.

ADDING “FUN” TO FUNCTIONALITY

MINI cars have never just been about getting from A to B and the new MINI family, all available in fully-electric BEV form, put more ‘fun’ into functionality than ever before. Packed with smart technology, like automatic parking, optimised route planning and digital safety features – business life with MINI is less stress, more bliss.

YOUR FUTURE READY DIGITAL TRAVEL PARTNER

All-new OLED circular screen: All vehicle functionalities are accessible via the central OLED display, which can be operated intuitively by touch or voice command.

EV Routing: Tracks your charge and finds charging points along your route, taking the stress out of every journey.

MINI Navigation: Delivers fast, real-time route updates with dynamic traffic data, so you always take the best route.

Parking Assistant: Parking Assistant takes the pressure off parking perfectly, even in small spots. It identifies all potential parking spots for you, and then manoeuvres into the one you select at the press of a button.

Connectivity: Apple CarPlay and Android Auto keep you connected safely – make calls, get directions, and stream music easily.

CERTIFIED PEACE OF MIND

Your mobility is MINI’s top priority and with its Service Inclusive package, you can stay focused on your business while MINI handles your servicing and spare parts. It’s the right care at the right time –keeping things simple, seamless, and stress-free. Think of MINI as your fun, reliable partner in keeping your fleet’s productivity on track.

MINI Corporate Certified is a programme providing industry-leading service and support to fleet managers, company car drivers and leasing companies. Certified Retailers across the MINI network are committed to providing an enhanced experience and ultimately benefiting your business.

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PART OF THE FAMILY...

Whether you're a small business or a large enterprise, bringing MINI into your fleet family is simple. The MINI for Business Programme is perfect for smaller fleets, while our dedicated team is ready to help larger fleets explore options and arrange a personalised fleet demo.

The programme is designed especially for small businesses with a fleet of up to 50 company cars, as well as sole traders looking for their ideal MINI match.

The MINI for Business Programme provides small businesses and sole traders a choice of compelling contract hire rates across the entire MINI range. Every agreement will be taken care of by your chosen MINI Retailer, where you’ll have a dedicated point of contact to guide you throughout your lease.

You can also make the most of top-notch customer service, handy maintenance contract options, and exclusive updates on the latest MINI models.

AT LARGE

Is there really joined-up thinking from those in charge when it comes to the transition to EVs? Our editor-at-large has his doubts

The Oxford English Dictionary describes “significant” as being “large or important enough to have an effect or be noticed”. It’s a word that slipped into the UK’s electric vehicle transition back in 2018, vaguely dictating a benchmark level of zero-emission capability required of new cars and vans by 2040. Four new prime ministers, a global pandemic and a cost-of-living crisis later, and subsequent communications and debates are only consistent in their inability to discuss those deadlines clearly.

It’s probably helpful to give a brief history lesson here. Theresa May’s government set out plans to end the sale of “conventional petrol and diesel cars and vans” by 2040 as part of 2017’s Air Quality Plan, before re-wording the threshold as “significant zero-emission capability” in 2018’s Road to Zero document. Boris Johnson adopted the latter in 2020, but with a much earlier deadline – 2030 for “significant” capability (i.e. hybrids) and 2035 for “fully zero-emission at the tailpipe” (i.e. electric or hydrogen fuel cell).

Back then, the industry was already asking questions. I remember sitting at a conference in 2018 with a carmaker representative repeatedly asking a DfT spokesperson to define what “significant” meant – would plug-in hybrids be the baseline, or would regular hybrids be allowed too? Meanwhile, the public were faced with headlines and pundits referencing Johnson’s pledge to “end [the] sale of

new petrol and diesel cars [and vans]” by 2030. I’m not surprised this was interpreted as a date for all new registrations to be battery electric.

However, I was surprised to see that ambiguity form the basis of Rishi Sunak’s “more pragmatic” approach to Net Zero in September 2023. Consumers shouldn’t, he said, be “forced” to buy electric vehicles with a higher upfront cost, limited range and underdeveloped charging network, adding that petrol and diesel cars and vans would be available between 2030 and 2035. This line got a lot of airtime, with EV advocates outraged at the softened deadlines – and the naysayers arguing that it reflected a technology that wasn’t ready for the mass market.

It’s a case study in appalling comms, because Sunak didn’t relax the EV deadlines at all. By 2030, the ZEV mandate requires 80% of new cars and 70% of new vans to be zero-emission at the tailpipe. Those targets will rise annually – reaching 100% by 2035 – and they haven’t been adjusted. Instead of being outraged, the advocates should have highlighted that the Government’s EV deadlines were intact, while opponents had a golden opportunity to claim the Government was forcing

immature technology on the masses. Is it any wonder consumers are confused?

Unfortunately, I don’t see much change under Labour. Having made the 2030 deadlines an election talking point (for reasons that escape me, as it affects <20% of new cars and <30% of vans), the word “significant” was retired for good in April 2025. The new government is “allowing hybrid cars” to be sold between 2030 and 2035 to help “ease the transition” to EVs. It’s a useful clarification, but nobody has ever suggested phasing out hybrid cars (or vans) until at least 2035.

And that’s before you get me started on the two examples that will be available between 2030 and 2035 – a Toyota Prius (which is a PHEV) and a Nissan e-Power (a hybrid powertrain, not a car). In an announcement titled “Backing British Business”, two British-built hybrids – the Toyota Corolla and Nissan Qashqai e-Power –seem like obvious candidates.

Perhaps I’m biased as a professional wordsmith but clarity and consistency are critical when you’re spearheading a massive change such as this. It would be a significant improvement for everyone involved if the discussion-leaders could get that right.

“I remember sitting at a conference in 2018 with a carmaker representative repeatedly asking a DfT spokesperson to define what “significant” meant”

Alex Grant

industry insight

Paul Hollick chair, Association of Fleet Professionals

GET TO THE POINT

How fleets are fighting higher vehicle acquisition costs

Operating vehicles has been getting more expensive since the pandemic, with higher costs in almost every major area of expenditure. Couple this trend with a general lack of business confidence across the economy and it is no surprise that fleets are being asked to make savings.

Recently, feedback we have received from across the Association of Fleet Professionals (AFP) is that this issue is becoming especially acute around vehicle acquisition. Car and van lease rates and purchase prices are continuing to rise and, as a result, many of our members are looking to take action to cut costs with a range of strategies being adopted, all of which we are hearing can prove successful in different circumstances.

Clearly, there’s no magic wand when it comes to this problem and fleets are having to make tough choices. None of these ideas can be implemented without affecting factors such as driver satisfaction or vehicle reliability and, often, the exercise is one of identifying which compromises have the lowest impact on your priorities.

Probably the most popular step is to stretch replacement cycles. This process allows businesses to defer the cost of new vehicles by sweating existing assets – and we’re seeing a new wave of extensions. If you already own a car or van, keeping it for a further 12 months defers extra spending,

while a longer lease will probably mean lower monthly payments. However, it's a move that can be unpopular with drivers and older vehicles will tend to break down more often, so there are potential issues.

There is also a general contraction in choice lists taking place, in a move designed to steer employees towards better value cars, as well as concentrating spending power. This approach can be effective but is, again, potentially a negative from an employee satisfaction point of view. Simply put, people like to pick from a wide number of options.

Our members are also spending more time investigating whether the prices they are paying represent value for money. There is increased use and consideration of benchmarking and multi-bid leasing, with fleets approaching a wider pool of suppliers for quotes and working to identify the best deal, alongside increased use of pricing data. This information can be used as leverage with existing partners or to encourage new ones.

However, perhaps the most effective way forward, we hear from across the AFP, is increased dialogue with leasing companies and motor manufacturers to ask for

help with rising acquisition costs. Fleets are reporting that if they have regular, honest conversations and ask for the burden to be shared, they are quite often getting results. Most suppliers are facing their own intense pressures – from fluctuating tariffs to the ZEV mandate – but they also recognise the extremely competitive environment in which they are operating and want to both retain existing business and win new deals.

Of course, there are also quite a number of new entrants in the market who are keen to gain a foothold – and their proposition is worth a look, although there may be a need for a little caution around the longerterm viability of some.

Finally, acquisition strategies are yet another area where being part of the AFP has obvious value with a whole network of members willing to share information about their experiences and successes, as well as provide advice and tips. Right now could be a very good moment to join.

“There is also a general contraction in choice lists taking place, in a move designed to steer employees towards better value cars”

STAGE PRESENTS

This year’s AFP annual conference laid bare the challenges facing the fleet industry, but also offered guidance to help get through the tough times. John Challen was there

“Decarbonisation of fleets is the biggest generational challenge we have witnessed and we cannot leave it to the next generation.” Those were some of the opening words from Paul Hollick, AFP chair and regular contributor to Fleet World (see opposite) in his address to the AFP conference audience. He went on to explain how the AFP was growing and offering more options and initiatives to fleets such as the AFP academy and a sharing network for to help out members with charging facilities.

The bulk of the day consisted of panel discussions covering fleet administration, keeping fleets relevant, AI in fleets and new legislation and its impact on fleets. On the subject of keeping fleets relevant, Martin Evans, AFP board member, reminded members that one size didn’t fit all and that each fleet should be looked at individually, something that is easier said than done. Responding, Emily Tunnard, account manager at Ayvens stated that one of her company’s core values, is collaboration and really understanding what drivers needed. The ability to build long-term partnerships delivers a better outcome, she added.

Elsewhere, Matt Neale, Platform Housing’s head of fleet and AFP board director, said that as a customer, it was important to be understood by suppliers and for them to understand that fleets work in different ways and have different ideas and potential

solutions to problems. Lindi Tembha, procurement lead at Weetabix, explained that outsourcing needs varied widely across different organisations and it was crucial to avoid a one-size-fits-all approach.

“At a basic level, a fleet that is primarily an employee benefit tool is very different from one that is a tool to support the operations of a business,” she reasoned. “Suppliers need to understand the fundamental distinctions between these operations and adapt accordingly in key respects, from methods of delivery to the metrics used to measure outcomes.”

Martine Smith, distribution services development manager at Phoenix Distribution, explained that her business had three different types of fleet so that the driver can better connect with the fleet team and is made to feel more valued. For a fleet to be optimised, everyone in the process needs to be adept at collaboration, communication and understanding, she said.

One AI on the future

Later on in the day, Lorna McAtear, AFP board member and National Grid’s head of fleet, moderated a session devoted to the rise of artificial intelligence. “It feels as though fleets have more questions than answers about AI. They want to know how it differs from the technology they were using five years ago – and what it is likely to be able to do in five years,” she said.

Rick Nimbley, business development manager at Geotab, recognised that schools are teaching AI and warned that the future of fleet might require a greater reliance on the technology. “But AI doesn’t replace fleet management,” he assured the audience. “As part of a fleet team, everyone still needs to know what the next steps are and how to take them.”

Samsara’s Chris Endersby agreed that AI was not a complete replacement, but an assistant. It was something, he said, that enabled users to find out a lot in a short space of time and also to become an expert quickly.

Fabrizio Margaroli, director of data and AI at Corpay – and collaborator with Allstar – described AI as another form of automation. “We used to work in factories, but now there are robots and the robots are AI,” he said. AI will help automate boring tasks, but not jobs, he added. “The most important ingredient [for success] is to have the right input from external providers.”

(1) Business users only. Mobilize Financial Services, Rivers Office Park, Denham Way, Maple Cross, Rickmansworth, WD3 9YS. Subject to status. Indemnities may be required. Excluding the Channel Islands. Terms and Conditions apply. 5 years 0% APR Representative offer available across the Renault LCV range. Minimum deposit requirements apply. Valid on new vans when ordered from 1st April 2025 until 30th June 2025 and activated by 30th September 2025. Participating dealers only. (2) based on Master 87kWh E-Tech electric L2H2 4T version. WLTP test data shown for comparability purposes only. Actual real world driving results may vary depending on factors including the starting charge of the battery, accessories fitted after registration, weather conditions, driving styles and vehicle load.

(3) usable cargo capacity based on Master 87kWh E-Tech electric L2H2 4T version.

BEYOND THE ICE AGE

Managing a mixed fleet can be tough, but there are ways of easing the pain.

Mark Young, corporate account director at AX Motor Assist, explains how

As more fleets transition to electric vehicles, businesses are preparing for a future that’s cleaner, quieter and more cost-effective in the long term. But alongside the environmental and operational benefits, the shift to EVs introduces new challenges – particularly when it comes to accident management.

Minimising the financial risk that could occur due to a motoring incident is essential for any fleet operator, but as the UK’s car parc of vehicles transforms, companies increasingly need to develop strategies to accommodate different powertrains.

While fleet vehicles and company cars are helping to reduce overall vehicle emissions in the UK by driving uptake of plug-in hybrid (PHEV) and fully electric cars, fleet managers are finding that ensuring continuity of service following an accident involves more than just accessing a bodyshop capable of repairing electric cars.

We still need to win over sceptical drivers and make sure that an EV owner receives the same level of customer service and fast turnaround as an ICE car driver. Having worked alongside fleet managers for over a decade with AX and Motor Assist, the Group’s motor claims and accident management service, I have seen some potential pain points and strategies to combat these, helping fleets to integrate EVs more efficiently.

Proper

preparation

It is one thing to procure a fleet of EVs, but quite another to plan for unexpected mishaps that might take them off the road. By implementing preventive measures and having a plan in place, businesses can anticipate, prepare for and respond to any accident or incident without additional stress or cost to the business.

Time is running out for new petrol and diesel cars – EV is the future and fleets need to be prepared

New figures show that while the number of vehicles on UK roads reached an all-time high in 2024, average emissions from fleets and company cars saw a decline — driven largely by the growing popularity of electric vehicles.

According to the Society of Motor Manufacturers and Traders (SMMT), the total number of vehicles in use in the UK rose by 1.4% in 2024, reaching 41.96 million. But, while the number of vehicles on our roads has increased, the rise in zero- and low-emission vehicles contributed to an overall 1.6% drop in average car CO2 emissions.

There are now more than 1.3 million fully electric cars on the roads in the UK – making up over 3.7% of all cars. When combined with PHEVs, plug-in vehicles now account for 5.1% (2.16 million) of the total vehicle parc. With businesses spearheading much of the growth in EV sales the biggest increase came from the company car sector, where emissions fell 5.6%, helped by favourable BiK tax policies and an expanding range of electric models. By comparison, private car emissions dropped by only 1.0%.

With company car drivers adopting EVs at a faster rate than retail customers, maintaining continuity and minimising vehicle downtime by planning for when incidents occur is crucial for fleets. This means having access to a robust network of repairers capable of safely and quickly fixing any damage. But that is far from the only consideration and, on its own, is no small undertaking, especially for smaller fleets which often don’t have any third-party supplier support to help with claims or accident management.

In search of a quick fix

One of the biggest pitfalls in integrating EVs is assuming that traditional fleet processes apply seamlessly. Electric vehicles differ significantly in construction, repair protocols and availability of replacement parts. In the event of an

accident, these differences can dramatically extend downtime. For instance, minor damage to a battery casing can render a vehicle undriveable for weeks due to safety protocols and a shortage of specialist repairers. We strongly recommend working with an accident management partner that has an established network of repairers which are fully EVequipped and capable.

For fleet managers, vehicle downtime means business disruption. Unlike internal combustion engine vehicles, EVs require more specialised recovery and repair services. Not all body shops are equipped to handle high-voltage systems – and sourcing EV-specific parts can take longer. Even a relatively minor incident can leave an EV off the road far longer than expected and that is why a tailored accident management strategy is extremely important.

Management plan

Even small fleets, especially those with job-need vehicles, will benefit from a well-thought-out plan. Motor Assist is known for its end-to-end accident management services, but businesses can also benefit from its modular approach which allows a fleet to select the exact services it requires without committing to a full package.

Whether coordinated in-house or externally, accident management can mitigate risks by providing a structured, EV-appropriate response when things go wrong. From rapid recovery to coordinating with certified EV repair centres, in most cases it will help get vehicles back on the road faster. Some providers also offer telematics integration to improve incident detection, improve risk exposure and streamline claims reporting – vital for reducing delays at every step of the process.

Fleet operators should also consider having contingency plans for temporary replacement EVs. This can be achieved through short-term rental partnerships but that is not the most cost-effective or

“Even a relatively minor incident can leave an EV off the road far longer than expected”

efficient route. Motor Assist provides an EV-for-EV guarantee, meaning business drivers do not have to step back into an ICE when theirs is off the road, which also benefits the business by not compromising its environmental policy. Replacing an EV for another EV ensures continuity of service, especially if a vehicle is awaiting specialist repair.

Intelligence and integration

Technology has an increasingly important role to play, too. As with ICE cars, fleet operators can benefit from accurate and integrated reporting. Data can be incredibly powerful, but it is the way it is packaged that determines its usefulness. Motor Assist ensures a seamless and consistent flow of data across our services which maximises operational efficiency for our own business and for our partners.

Recently, we have integrated our systems with a powerful data intelligence tool, enabling live and real-time data to be published exactly how our partners wish to see it, either through customised dashboards or into their own interfaces. This means they can make quicker, more accurate decisions and manage risk more effectively.

Integrating EVs into a fleet is more than just swapping vehicles – it’s about reorganising operational infrastructure. By planning for incidents before they happen, fleet managers can ensure a smoother, safer, and more efficient EV transition, helping to keep vehicles on the road without compromising the business or driver.

ON THE SAME PAGE

DPlug-in and go? Not quite, says Simon Staton, client management director of Venson Automotive Solutions, as he discusses what it really takes to be EV ready

riven by fleets, battery electric vehicle sales now represent a fifth of the UK car market. Our industry can be rightly proud of its leading stance on the road to decarbonisation. However, fleet professionals are human and while many ‘early adopters’ were quick to jump onboard the EV ‘train’, some operators have a ‘late majority’ playing catch-up. Of course, it is understandable – sensible even – for some people to have been hesitant. But, with varying pressures being placed on fleets to transition to electric, everyone should know what being EV ready means.

As more businesses across the UK target fleet electrification, compelled perhaps by corporate sustainability goals and ESG targets, they soon learn that EVs are not ‘one size fits all' – especially when operating commercial vehicles – and the key to EV readiness is taking baby steps.

No-one appreciates a technology being thrust upon them in any walk of life, so understanding the nature of a business, then asking searching questions about how individual vehicles are used should always be the first step towards electrification. After all, while an EV might help lower whole-life costs (WLCs) and drive efficiency for some

fleet operators, for others, ICE or hybrid may still be best. Identifying which fleet vehicles suit what vehicle technology at an early stage is vital.

It’s one thing identifying target vehicles for electrification, but it can be quite another convincing drivers, finance directors or operational managers that EV is best. Fortunately, there is a lot of knowledge to tap into to help debunk EV myths. The Association of Fleet Professionals (AFP) has a ‘myth busting guide to EV’, while we, at Venson, have published white papers on the subject. If that wasn’t enough, the internet is awash with forums and events dedicated to discussing EVs. When moving to new vehicle technologies, overcoming preexisting misconceptions is crucial – and using the resources out there can really help in that regard.

For example, even if a fleet operator wants to go electric, it may be hesitant over the cost due to perceived investment needed, not just for the vehicle but for infrastructure costs too. Indeed, Venson recently worked with a social housing provider in just this situation. However, a detailed cost analysis highlighted that WLC savings of 15% could be made by leasing alternatively fuelled vehicles. The dual use of detailed operational

knowledge of the client’s fleet, coupled with up-to-date running costs of EVs, helped convince the social housing provider that EVs were best for them. The company now runs a leaner, greener, more cost-effective fleet.

Ultimately, EV readiness is about strategic transformation, not reactive compliance. It’s about being proactive, understanding your fleet, engaging stakeholders and moving at a pace that suits your organisation. It’s also about recognising that EVs are part of a broader landscape of alternative fuels and emerging technologies.

As the electrification continues, those who take a thoughtful, measured approach will be best positioned to drive efficiency and meet sustainability goals, while helping their drivers do the best job possible.

“Ultimately, EV readiness is about strategic transformation, not reactive compliance”

GREETINGS, CARD

IA new payment tool makes fleet spending simple, says Matt Pretorius, head of fleet solutions, Octopus Electroverse

n a major milestone for the UK’s electric vehicle landscape, the country has surpassed 100,000 electric vehicle charge points (EVSE), marking a clear acceleration in its journey toward full electrification. Coinciding with this achievement, Octopus Electroverse for Business recently unveiled a tool for fleet operators navigating the electric transition.

The Octopus Electroverse business payments card is tailored to meet the complex needs of businesses at every stage of their EV transition. Unlike the standard offering, this card, developed in partnership with Visa, extends functionality far beyond EV charging to help businesses that are still making the switch to electric. Businesses and their drivers can now pay for a wide range of travel-related expenses, including fuel, food, car washing and more – all from a single integrated card.

The card links directly to Octopus’s fleet management platform, offering total administrative oversight. Fleet managers can view charging behaviour, manage driver profiles and fuel cards, generate detailed reports and access receipts – all from a single dashboard.

This streamlining is designed to maximise efficiency and transparency across fleet operations, in a way that puts the business and drivers first.

Standout features of the new solution include no fixed contracts, giving businesses the freedom to opt out at any time and monthly billing via direct debit, with flexible payment dates to support growing businesses. In addition, the card offers access to one of Europe’s largest EV charging networks (Electroverse) and fuel providers, as well as discounted charging through exclusive partnerships. One example is access to Plunge Pricing, a dynamic pricing model that offers up to 45% off charging during periods of excess renewable energy supply.

Octopus Electroverse for Business is changing how fleet managers operate; taking the mundane and flipping them into tools that actually benefit businesses (and speed up the electric transition!). We want businesses to better utilise their charging behaviour and easily identify cost savings, just like we want drivers to have instant access to whichever charging station they need. EV charging for businesses doesn’t have

to be tricky – and we’ve created Octopus Electroverse for Business to prove that.

Now we’re taking that vision even further – empowering businesses with the tools they need to electrify their fleets with confidence and speed. Every solution that brings more EVs onto the road counts – and we’re proud to be building the infrastructure that helps businesses lead the shift to smarter, more sustainable transport.

The Electroverse for Business platform is available in two core formats: public charging and payments card. Businesses can choose what best fits their needs depending on where they are in their electrification journey. The payments card product is for transitioning fleets that are looking to support their electric and fuel drivers on the same platform, whereas the public charging product is for fully electric fleets, giving their drivers access to Europe’s largest charging network.

As the UK races toward net zero, innovations such as this one are poised to play a key role in helping businesses adapt efficiently and sustainably to the electric future.

“Fleet managers can view charging behaviour, manage driver profiles and fuel cards, generate detailed reports and access receipts – all from a single dashboard”

DEMANDS AND SUPPLY

FTom Middleditch, head of electric mobility at Europcar, assesses the supply chain conundrum for the EV transition

ollowing the government announcement in April regarding the ZEV mandate and the adjustment of the deadlines for the ban on the sale of plug-in hybrid and hybrid vehicles, there is an argument to say SMEs may have taken their foot off the EV pedal. And this situation could present a potential risk to lucrative contracts as Scope 3 emissions become a focus for major businesses.

According to a report by sustainability consultancy Sphera, the number of companies reporting their Scope 3 carbon emissions globally has grown by 27% over the past year. This focus on an organisation’s supply chain will inevitably put pressure on all businesses to demonstrate they are acting in their clients’ best interests.

Unquestionably, the Government’s plans to relax the ZEV mandate targets provided the automotive sector with some much-needed clarity and support. However, as a result of this move, it’s highly likely that the small- and medium-sized operations that are the backbone of the UK economy will be less motivated to make the switch to zero tailpipe emissions in the near future.

The Scope 3 situation

You can’t argue with the logic that, for smaller operations, being given more time to make the switch will help manage financial pressures as well as allow for the technology and infrastructure to develop further. However, there’s an important issue we believe some SMEs may not be considering as they delay their EV adoption plans: Scope 3 emissions.

As more big businesses consider the reputational issues around emissions, as well as having a moral desire to ‘do the right thing’, indirect greenhouse gas (GHG) emissions from sources within their supply chain that they do not own or control, but are still related

to their activities – otherwise known as Scope 3 emissions – will become an urgent talking point. And scrutiny of their activities, upstream and downstream, will come under the spotlight –including transportation and distribution. Contracts with SMEs providing these services could, therefore, come sharply into focus.

So the question is, how can SME fleet decision-makers – who are already facing multiple demands to manage costs and ensure that mobility solutions do not impact on productivity – address the Scope 3 emissions issue without making a wholesale switch to EV? And how can they do this while winning over the hearts and minds of drivers?

Winning hearts and minds

We believe the best way to understand how electric is going to work for certain parts of an organisation’s fleet is to experience it, using rental solutions. Not only will this help a business to understand any operational adjustments that might need to be made; it will also help

get drivers behind the wheel for a firsthand experience. And, crucially, it will enable an organisation to respond to Scope 3 emissions requirements without any long-term commitments typical of leasing. Indeed, it could be an ideal solution where new contracts can only be won if electric vehicles are a guaranteed component.

“Unquestionably, the Government’s plans to relax the ZEV mandate targets provided the automotive sector with some muchneeded clarity and support”

Powering the Future: How To Build a Smarter, Greener Fleet

Fleet management is undergoing a fundamental transformation – not just in terms of what powers our vehicles, but in the way fleets connect to digital infrastructure, manage payments, and reduce their carbon footprint.

For companies that manage fleets, staying ahead means more than swapping petrol for electricity; it means rethinking how every vehicle, driver, and system operates in a new ecosystem of connected mobility.

Take Yunex Traffic, a business at the forefront of the digital transformation of mobility and delivers innovative solutions for smart cities, it’s made moves to modernise its fleet by aligning its sustainability goals with opportunities to drive efficiencies. In just two years, the company electrified 40% of its 560-vehicle fleet—a critical step in sticking to its goal of keeping fleets moving and carbon down. But this transition meant navigating some complexities that come with adopting new

technologies. Initially, drivers relied on public charging points, which occasionally presented logistical challenges such as locating available chargers during busy periods. This highlighted opportunities to further optimise fleet operations and charging strategies.

To overcome these challenges, it turned to a long-term partner, Allstar, to provide a single, scalable solution for its evolving fleet. With Allstar Chargepass ® , Yunex Traffic gained access to the UK’s largest and fastest electric charging network, including over 1,700 Tesla Superchargers, alongside coverage of 90% of the UK fuel stations. Drivers can now charge wherever it’s most convenient, on the road or at home, without needing multiple cards or manual expense claims.

Crucially, Allstar Homecharge* automatically and accurately pays a driver’s home charging costs, eliminating the need for time-consuming admin. The solution is hardware-agnostic and can integrate with existing infrastructure, providing the fleet manager with complete visibility of costs through the Allstar Online dashboard whilst drivers have access to manage home energy tariff details via the Homecharge Driver Portal.

Beyond fuelling and charging, Yunex Traffic also implemented Allstar MileagePoint for 102 of their company car drivers to provide an accurate split of business and personal mileage, that satisfies HMRC audit requirements.

“ ”Allstar has been with us from day one,” said Patrick Nolan, Fleet Manager at Yunex Traffic. “As we collectively move towards EV adoption, Allstar had a complete solution ready to go when we needed it. That has meant that it has been easier than expected for our drivers to get on board with their new electric vehicles.

In the race toward net zero, fleet sustainability doesn’t need to come at the cost of efficiency. With a single, scalable solution like Allstar’s, businesses like Yunex Traffic are proving that innovation and integration go hand-in-hand.

Ready to streamline your fleet’s future? Visit here to learn how Allstar Chargepass can support your transition to smarter, more sustainable operations.

The role of rental in an electrified fleet future is considered by Gerry McCaig, chief operating

officer,

Nexus Vehicle Rental

TRY BEFORE YOU BUY

The UK is continuing to push the adoption of electric vehicles in fleets, with manufacturers needing to achieve a 28% EV sales mix in 2025 and 80% in 2030 (although some businesses will have exceptions to this). It was recently reported that battery electric cars in the UK recorded the highest growth in a quarter, increasing by 58.5% to 65,850 units, holding a record 3.3% share of all transactions. While we are seeing impressive growth in the EV market, it comes with challenges. The upfront costs and operational risks of bringing onboard an EV fleet are high –and there are still uncertainties as to

whether the UK’s infrastructure can support such an adoption.

The role of rental in the adoption of EVs is big, with companies becoming key strategic partners to help those easing into EV adoption and providing the flexibility and confidence needed. Using rental in this instance will provide fleet operations with an opportunity to explore the adoption of EV in real-world situations without having to commit to full ownership upfront. Being able to experience the benefits and issues associated with EV is useful for fleet managers who need to understand the performance, charging logistics and employee feedback before they feel confident enough to commit to the long-term investment.

Fleet rental can also help with the issues present in the UK’s lacklustre EV charging infrastructure. Progress has been made to improve the charging ports across the country but there is still a long way to go. Many charging locations do not have the power or numbers needed to keep up with the growing EV market – and this is especially present in the more rural areas where charging options are sparse and far behind the times.

Businesses that operate through mobile workforces also struggle due to the inconsistent coverage and delays at charging locations, leading to a potential loss of revenue and longer travel time for workers. Rental providers help to make these issues slightly easier by integrating smart route planning and AI tools into the platforms, which can help to optimise the journeys

and locate suitable chargers as needed.

In addition, the UK government is also continuing its investment in the EV transition with improvements to the rapid charging infrastructure and financial incentives. However, recent changes to the ZEV mandate, partly in response to tariff shifts from the US, could impact the growth made. While the revised tariffs (now reduced from the initial 25% import tax down to 10% on the first 100,000 cars exported to the US) will help to soften the blow, they may still slow down the pace of EV adoption across businesses in various sectors.

Overall, rental companies in fleet are much more than vehicle providers, they are strategic partners. Vehicle rental remains an essential part of the move towards an electric-focused future in fleet – and we believe that this will only become more important in the future as more businesses introduce EVs into their fleets.

“The role of rental in the adoption of EVs is big, with companies becoming key strategic partners to help those easing into EV adoption”

DOWN WITH DOWNTIME

Dan Lawrence-Eyre, co-founder and COO, diode, believes the impact of fleet electrification should be considered for every vehicle

As pressure mounts to decarbonise fleets – whether through ZEV mandates, corporate ESG commitments, or cost cutting – fleet managers face a critical challenge: how to transition efficiently and minimise charging downtime. The smartest operators aren’t just asking which vehicles can go electric –they want to understand the practicalities for each vehicle in the switch, too.

While the urgency is clear for fleet managers to get a grip of their transition strategy, their concerns must be addressed for each vehicle individually. Charging access. Sufficient driving range. Charging downtime. Uncertain ROI. These are the real concerns keeping operators up at night.

And yet, these barriers can now be overcome with detailed insights for each vehicle, allowing fleets to make informed and confident decisions about where to begin and how far to go.

Here’s how data-driven fleet managers are using vehicle-level insights to cut through the complexity and transition to electric vehicles with minimal disruption.

1) Start with vehicles that require zero charging downtime

The most obvious wins are vehicles that can charge either at the depot or at the driver’s home – where charging happens passively at overnight when the vehicle isn’t in use. Using telematics data, these vehicles can be quickly identified and prioritised. They represent low-risk, highconfidence opportunities for electrification, allowing fleet managers to begin the transition without operational impact.

Early success here matters. It builds internal momentum, wins around drivers and paves the way for wider EV adoption.

2) Assess the real-world impact of en-route charging

For many vehicles, public or en-route charging may be required – especially for those covering long distances or

operating outside depot or home charging windows.

But needing to charge on the road isn’t a blocker. It’s a data question. What matters is assessing the downtime introduced by en-route charging and determining whether it’s manageable within your operational framework – all while leveraging natural dwell times as opportunities to charge.

Our platform calculates this downtime at an individual vehicle level, turning assumptions into facts. Armed with this insight, fleet managers can weigh the trade-offs with confidence.

Beyond downtime, we provide each vehicle with: recommended WLTP range; charging split forecasts (home, depot, public destination, en route); dwell time analysis to spot optimal locations with charging opportunities and sufficient natural time to charge; trip pattern breakdowns and daily mileage insights and real-world energy consumption estimates. The decision is no longer a binary ‘EV or not?’ one. It’s a nuanced evaluation – powered by robust, real-world data.

3) Select the right replacement vehicle for the job

Even if a vehicle is technically suitable for electrification, the EV replacement must match the job profile. That includes route length, payload, usage pattern and charging compatibility. Our vehicle comparator tool allows fleet managers to match each existing vehicle with the most suitable electric alternative – based on actual operating data.

Spoiler: not every vehicle in your fleet will be right for electrification today. And that’s okay! What matters is knowing which ones are – and which aren’t right now – so that you can build a phased, intelligent rollout plan grounded in operational reality.

LEAD WITH DATA...

The most successful fleet electrification programmes are not necessarily the fastest, they are the most strategic. By understanding the impact for every vehicle before making the switch to EV, you reduce risk, preserve operational performance and futureproof your decision-making.

Electrification is no longer a leap of faith. It’s a data-driven evolution. And, for the fleet managers who get it right, the competitive, environmental and financial advantages are clear for all to see.

Finally, if you’re a leasing company, why not add value and increase EV sales with a white-labelled solution. Vehicle leasing companies can proactively help their customers by analysing their telematics data, making recommendations for which vehicles to switch to EV.

EV READY ALL ABOARD!

Gustavo

Prince, head of Wenea UK, explains the importance of making fleet electrification work for everyone

While the fleet industry gears up to meet emissions regulations and evolving sustainability targets, the electrification of fleets is no longer just a future-facing ambition, it’s an operational necessity. Yet, for many fleet operators, the road to electrification can appear more complex than clear. That’s where a smarter approach makes all the difference.

At Wenea, we’ve seen first-hand how a well-thought-out charging infrastructure can unlock value beyond environmental compliance. It’s not just about installing a few charge points and calling it a day. Fleet electrification done right needs to reflect the everyday realities of how and where vehicles are used.

We support businesses with an end-toend solution, from initial consultation through installation, financing and ongoing maintenance. Whether it’s helping a business assess the most practical charging layout for their depot or identifying where public charging access is needed for drivers on the move, our role is to make the transition to electric as seamless as possible.

Crucially, we also understand that many employees don’t drive a company car every day. They may only travel occasionally or use rental and shared vehicles, depending on the job at hand. It’s these varied mobility needs that call for more intelligent systems – ones that

“Fleet electrification done right needs to reflect the everyday realities of how and where vehicles are used”

make sustainable choices the most convenient option.

Take our integrated platform, for instance. It gives fleet managers full visibility of usage, spend and infrastructure performance, all in one place. Our aim is to reduce downtime and ensure that employees can charge reliably, whether

they’re at HQ or out on the road. Plus, our Tap&Charge card simplifies payment, easing the burden of adminheavy expense reports.

There’s also a broader mindset shift required. Fleets don’t electrify overnight; it’s a process. Businesses often need help identifying which parts of their operations are ready to go electric – and where behavioural nudges can make the most impact. We work closely with clients to develop a strategy that matches operational priorities with sustainability goals, whether that means rolling out on-site charging or offering incentives for using low-emission pool cars.

According to recent industry figures, running an EV fleet can reduce lifetime vehicle costs by up to 20%, but the real savings are felt in operational efficiency and employee satisfaction. When drivers know they can rely on infrastructure, they’re more open to adopting new habits. When managers can control and optimise costs, they can scale with confidence.

With Wenea, fleet electrification doesn’t have to be a leap; it can be a series of smart, manageable steps. As we look toward a cleaner transport future, we believe the fleets that succeed will be the ones that make electric work on their own terms.

It’s not just about charging cars; it’s about charging ahead.

A HELPING HAND

As always, the Great British Fleet Event’s Masterclass audience were treated to a wide range of topics, opinions and technologies designed to help operations. By

John Challen

Crowds gathered for the first Masterclass session of the Great British Fleet Event and numbers stayed strong throughout the day, such was the high level of content and speakers on offer.

Kicking things off in the fleet management session was Simon Turner, engagement manager at Driving for Better Business, who talked about the importance of recognising mental health within fleet and the impact it has on businesses. He cited figures from HSE, which claims that 776,000 workers are currently suffering from work-related stress, leading to 16.4 million lost days a year. For drivers, he said, stress and poor mental health can cause distractions, which can lead to collisions, fleet disruption and other serious issues.

After covering some of the factors that cause poor mental health for drivers – such as a high-pressure job, abuse from the public and other drivers, and social isolation – he touched on employer responsibilities. Businesses, he stated, have a legal right to protect workers by ensuring the work environment does not contribute to poor mental health. He warned that some drivers feel uncomfortable about approaching employees and many don’t feel supported. Driving for Better Business arrived at GBFE having launched a driver mental health toolkit and Turner urged anyone interested to get in touch.

Moving on, the second presentation of the day was from James Pestell, board

member of the AFP. He outlined the top challenges for fleets, such as maintaining the momentum in the EV revolution and the ZEV mandate – two topics that got a lot of airtime throughout the day, inside the Masterclass arena and elsewhere in the hall.

Pestell also touched on the growing phenomenon of shared charging, which was being encouraged within AFP members after a partner was secured to offer the technology to take advantage of shared spaces, with prices capped at 40p per kWh. He also talked about the wider fleet world, with the question of which of the new market entrants – including many from China – were likely to be here to stay. “Fleets are curious, but cautious,” he

reasoned. “Some operators struggle to differentiate between brands, but others have concerns about aftersales, data sharing and tariff implications.”

Finally in the fleet management session, Luke Simpson, business development director at FOD Mobility Group, asked ‘why is grey fleet important?’. Clarifying grey fleet as any business mileage done in vehicles not owned by the business, he told the audience that, “your employees’ safety should be your number one priority as it impacts on risk management, cost control, environmental impact and operational visibility”. He suggested that big savings could be made with rental and/or pool vehicles, but warned that studies showed

James Pestell

Luke Simpson

Simon Turner

more issues could arise from grey fleet drivers as they may delay tyre replacement and servicing due to the cost-of-living crisis.

Simpson’s solution? Put a policy in place, check licences and services, offer emissions guidance and adopt a 10,000-mile threshold, where a company car becomes mandatory after that amount.

ELECTRIC ENGAGEMENT

The second session of the Masterclass conference at the Great British Fleet Event 2025 opened with Vicky Edmonds, CEO of EVA England, highlighting the need to address misinformation around EVs – and how people within the industry can help spread the (true) message.

She explained that EVA England represented all EV drivers and aimed to lobby the Government to make all things within the EV ecosystem better. She added that while the organisation is fully behind the transition from ICE vehicles, it is also aware of the issues holding progress up. One of these issues is misinformation –everything from EVs catch fire to “You never see an EV in the outside lane of the motorway”. To combat these tropes, EVA England aims to push positive stories.

“We try to rattle the cages of MPs and the Government and work a lot with the industry and the network to bring about change,” she explained. Current efforts include lobbying the authorities to: reduce the VAT on public charging; simplify the application and consent process for cross-pavement technologies; restructure and expand the workplace charging scheme and for residential tariffs on the public road network.

Next up was GBFE regular Dan Lawrence-Eyre, co-founder and COO of

diode. He focused on the need to minimise charging downtime in order to improve fleet efficiency during the transition process. He explained that his company worked with a number of businesses –including Athlon, Northgate and NatWest Group – to help bring about changes for the better and increase overall fleet operations when it comes to BEVs.

Lawrence-Eyre cited research that some fleets can lose up to £17k for a driver every year who is sat waiting for their vehicle to be charged. The best way to get around this issue was, he said, to firstly identify the vehicles – he was specifically talking about LCVs – that were suffering with downtime issues. Then to use telematics data to study the charging stats, including what type of charging it was (home, workplace, public destination or public en route). LawrenceEyre stated that home and work charging was less of an issue, but with public

destination charging it was important to identify dwell locations, check the charging times and assess the options at these locations. For en route charging, the diode man said investigations into charging costs, locations and options were essential to see where efficiency improvements could be made.

Last up in the electric vehicles session was Rob Simister, fleet operations director of Centrica, owner of British Gas and home to the third-largest fleet in the country, after BT Openreach and Royal Mail. Simister told the audience that the Centrica fleet included 2,500 cars as well as 8,000 commercial vehicles and that there had been a big investment in battery electric vehicles in both areas. However, just 33% of the vans are electric, partly because 70% of Centrica van drivers do not have a driveway and therefore have to rely on the public charging network. “A lot of the drivers are

Rob Simister

Dan Lawrence-Eyre

Vicky Edmonds

‘mature’, which means asking them to consider a new approach of looking after their van,” explained Simister. Because of the difference to a diesel LCV, a great deal of training around driving and charging is required in order to get the best efficiency gains possible from the drivers.

He pointed to the management layers that need to be considered when it comes to switching drivers from ICE to EV. While home charging might be cheaper than running a diesel van, public charging costs are more expensive. Simister also stated that, as customers, the likes of Centrica needed to voice their opinions to OEMs. “Ideally, the vans should be able to charge at similar speeds to cars,” he reasoned. “That would mean less time off the road charging and quicker charging times so that they are not taking up space on chargers when cars are waiting.” He added that it was worth remembering that some fast chargers don’t always work at the speeds advertised and people – including those in government –would do well to remember that.

MOVING ON UP

Onto the mobility and logistics section, and Anna Phillips, vehicle policy advisor at OZEV at the Department for Transport, brought the audience up to speed with the latest government plans and challenges surrounding fleets and vehicles. EVs figured heavily in the presentation, with Phillips saying that the department recognised the biggest barriers to EV adoption were

upfront cost, charger and charging availability, regulations and technology.

She explained how the number of public chargers was on the rise, with 76,000 outlets available as of April 2025. The DfT, she said was committed to accelerating the rollout of chargers and looking for solutions for those without home charging facilities.

Changing tack, Mark Pow, the BVRLA’s head of learning and development, discussed how soft skills could bring benefits to businesses. He explained that the association covers a lot of training, but not to the detriment of what some might term softer skills. He highlighted mindfulness, emotional intelligence and strategic thinking as just three courses that are available.

“Mindfulness allows you to go from a feeling of doom and gloom to confidence,” he said. “If you stand with your palms open and breath in and out, it can help your state of mind.” Pow also touched on how resilience and self-care are also important skills to have – adding that sleep is a big part of good health and wellbeing.

Concluding, Pow addressed the topic of the workplace. “There is currently a drive to get people back into the office, but there’s something to be said for working at home in terms of the work/life balance,” he reasoned. “[Hybrid working] also helps you get a better calibre of people applying for jobs.”

Closing out the mobility and logistics session, Geotab’s partner account manager, Amanda Welland kept with the theme as she spoke about the UK’s driver mental

health emergency. Since Covid, she said, there had been a marked decline in driver wellbeing and mental health. She cited a Geotab survey that featured 500 commercial vehicle drivers, where 97% believe the risk of accident had increased over the past five years and 48% felt uncomfortable approaching their employer for support with stress and other mental health concerns. The survey also revealed that 39% of those surveyed said their employer only offered a low level of support – or worse –for managing these issues. Worryingly, nearly half (47%) of the 500 had considered quitting their job because of the situation.

FIT FOR PURPOSE

Onto the penultimate session of the day –sustainability – with Melanie Creedy, EV business development manager at Northgate, discussing how to be a net zero hero. She defined such people as: focused on sustainability across all areas; practising what they preach; being visionary in their thinking and accepting that things don’t change overnight.

Creedy discussed Northgate’s Drive to Zero initiative, outlined the challenges and looked at survey results that indicated the biggest concern in the future was implementation of ways to help get to net zero. A Drive to Zero white paper looked at the planning process to help promote EV champions within the business and to get the right vehicles for the fleets. “An end-to-end solution takes a lot of stress away and it helps keep the process as smooth as possible,” she said.

Creedy maintained that driver engagement was key to understanding where true feelings are towards EVs and said Northgate was able to support charging questions and queries, especially for those who might not know where to start.

Next up, for a real-life fleet perspective on sustainability, was Rob Clabon, contract manager at Co-op Food and Funeralcare. He revealed that the Co-op has 2,300 food shops and 800 funeral care sites and, in

Anna Phillips

Mark Pow

Amanda Welland

terms of EVs, the business has 300 on the fleet, but plans to increase that by 30% by the end of 2025.

He outlined five steps to a successful EV fleet: customer demand; sustainability; reliability; innovation and being fit for the future. As the business operates around the clock, Clabon said EV reliability was essential, because vehicles would be required at all times, so they needed to be ready.

“We need to recognise the shift and challenges such as charging requirements, agnostic hardware, managed uptime and an effective end-to-end solution,” he said.

Finally in the sustainability session, Michael Goulden, director of Kerbo Charge, discussed how on-street charging could make EVs work for more fleets. He highlighted the fact that, in some fleets, up to 70% of drivers do not have driveways, which creates a big problem. There is often a double-hit, he reasoned, when drivers need to charge during the day, as well as at night. The company’s solution was cable that was seamlessly blended into pavements, stretching from homes to vehicles on the road outside.

He explained how Kerbo Charge had made progress by being introduced by several councils around the country, with 28 live trials of the technology currently underway. He added that the technology could be installed in all types of surface, including paving, cobblestones and asphalt.

FLEETS OF THE FUTURE

The final session of the day provided an opportunity for some crystal ball gazing, first from Ivan Murphy, sales manager at Shell Fleet Solutions. He talked about the future of the forecourt in relation to some specific areas. First, he discussed the product mix and how, even though the world is moving to EV, demands for oil products are likely to continue to increase well into the 2030s before declining. That means, he says, there will be a combination of traditional fuels, lowcarbon fuels and EV charging all powering vehicles.

From the Shell side, Murphy explained that the company currently has 70,000 charge points, a number that would reach 200,000 by 2030. “By 2030, 90% of all drivers will be within 10 minutes of a Shell charger,” he predicted. “We know customers tend to spend more and more time at forecourts and those periods will get longer.” With that in mind, new Shell sites would be designed so that they are

safer, more secure and have extra facilities and amenities for drivers waiting while their vehicle charges.

The job of bringing the Masterclass proceedings to a close fell to Joe Heidari, fleet and optimisation sales director at Trakm8, who discussed the evolution of video telematics. He spoke about how the industry had moved from dashcams with physical SD cards needing to be taken from the vehicle to the office for upload, to cloud-based solutions. This shift, which started for Trakm8 in 2017 with its first unit, was followed by the integration of AI and connected telematics.

“We wanted to decrease risk by identifying risky behaviour and the latest version gives all telematics details and can notify fleet managers when mobile devices are used,” explained Heidari. He added that features in the latest Trakm8 video technology can help lead to extra coaching for drivers to improve their performance and also reduce fuel and insurance costs as well as the number of claims.

Ivan Murphy

Michael Goulden

Melanie Creedy Rob Clabon

Joe Heidari

ON THE SPOT

ONO’s founder and CEO, Renee Rogers, explains how the company is raising the bar for fleets with smarter incident reportings

Despite major advances in fleet technology, incident reporting remains a stubbornly manual process for many operators – it’s slow, inconsistent and costly. Drawing on my experience running a large fleet, I founded ONO to address this critical gap. While data surrounds modern fleet operations, the real challenge is capturing the right information at the right moment, to drive timely decisions and lasting improvements.

A vulnerable point in the safety chain

In many fleets, incident reporting is still largely manual. It often depends on drivers recalling events long after they happen – scribbling notes on paper forms, or phoning in fragmented details. That data is then passed through a series of emails, spreadsheets and follow-ups before it reaches the teams that are responsible for managing claims, maintenance or driver feedback.

This delay not only compromises the accuracy of First Notification of Loss (FNOL), it also leaves fleets with blind spots – areas where the consequences of an incident are being managed reactively, rather than strategically.

Why the first five minutes matter Timeliness is the most underleveraged variable in incident management. The first five minutes after an incident are critical, not just for capturing accurate data, but for setting the tone of how the situation will be handled.

When drivers have the tools to report immediately through structured, intuitive workflows that support image capture, location tagging, time stamps and integration with preferred repair or claims networks, the downstream benefits multiply. Claims move faster. Liability is easier to assess. Repeat patterns become easier to spot.

Designing for the real world

One reason this part of the process often lags behind is because it’s inherently human. Unlike telematics or maintenance software, incident reporting relies on people – often drivers under stress – to take action quickly and correctly. If the system is slow, confusing or overly demanding, reporting is delayed or done poorly.

That’s why usability must be a design priority. At ONO, we’ve seen that by reducing cognitive friction at the roadside – through clear layouts, multilanguage accessibility and automatic data capture – driver engagement improves significantly. That, in turn, creates cleaner, more consistent data that managers can use with confidence.

From more data to better decisions

Raw data has limited value without structure. When incidents are reported through a system designed to prompt the right information at the right time, fleet managers gain access to powerful trend indicators, such as recurring locations, time-of-day patterns or frequency by driver. This scenario allows for targeted interventions, from training and routing changes to broader policy adjustments.

And when data is clear and shareable, the entire claims ecosystem benefits. Brokers, insurers and fleet repair providers can act faster and with more certainty, shortening cycle times and reducing excess exposure.

“Timeliness is the most underleveraged variable in incident management”

Managing risk with respect

Perhaps most importantly, a smarter incident reporting process builds trust. ONO supports informed decisionmaking without compromising trust. Fleets stay in control of when, how and with whom data is shared.

That means providing fleet managers with the insights they need, without overwhelming them – and giving drivers a tool they’re willing to use. It’s about transparency, not control. Accountability, not fear. If a driver knows they’ll be treated fairly, they’re more likely to report early and accurately. That’s how you change a safety culture.

Turning insight into action

As the fleet industry continues its digital transformation, we should be aiming not just for more data, but for data that helps us act. Incident reporting may not be the most glamorous part of fleet tech, but it’s one of the most consequential.

The fleets that succeed tomorrow will be the ones investing in smarter inputs today – systems that make reporting simpler, data cleaner and decision-making sharper. Because, in the moments after an incident, clarity is everything.

COMMERCIAL SUCCESSES

Hugo Seymour, head of presales at Hitachi ZeroCarbon, discusses challenges and opportunities in the transition to electric vehicles

As electric vehicles become more available – and the deadline to the end of conventional vehicle sales approaches – fleets are readier than they have ever been to adopt. At Hitachi ZeroCarbon, we are seeing this on the van and bus side, but also increasingly with truck fleets. We have learned this as principal partner in Electric Freightway, an innovation programme we are working on with Gridserve that is exploring electrification of heavy-duty vehicles – and particularly the long-haul routes. We work mainly with depot-based fleets –where bringing EVs into a depot creates a concentrated demand for power, which can be an engineering and cost challenge for the fleet, on top of the cost of the vehicles. Our solutions help fleets work within these constraints to deliver reliable operations and the best possible total cost of ownership.

Time to get ready

We think that everyone should be exploring electrification today. That doesn’t have to mean buying lots of electric vehicles, but it does mean at least looking at the strategy element and doing some modelling and assessment that analyses how the fleet would cope if EVs accounted for 10% or 20% of the total number of vehicles. That would mean asking questions about which routes worked best, where the chargers would be positioned, how much power would be required – there’s a lot to consider. And then it’s important

to project that forward to 50, 60, 70%, all the way up to 100% EV fleet. The other side is considering which parts of the operation could be run with EVs today –and working out how to get to the first 10% or 20%. Because even if you’ve done the strategy work, until you’ve actually started running EVs, it’s very difficult to know whether the paper exercise is going to pan out as reality or whether it’s going to be slightly different.

Help at hand

One thing we’ve done to help fleets around the cost challenges is to create a financing approach – and one of the success stories here has been a collaboration with First Bus. We’re managing battery health and charging for 1,500 of its electric buses across the UK, but we’re also providing financing for 1,000 batteries to go into its fleet, under a co-investment model. First Bus thought about doing everything itself, but that would involve arranging the financing, buying the charge points, paying for the grid infrastructure, buying the vehicles and then managing that end-to-end. That would mean it would essentially be owning all of the technology risk across all of the elements that are being managed.

A good example of how we take on end-to-end complexity and manage it on behalf of the fleets is our work with Posten Bring, in Norway. It’s the equivalent of the UK’s Royal Mail and the mixed fleet has a lot of electric vans, but it is just

starting to ramp up in electric trucks. We’re managing charging across both vehicle classes. So we’re proactively monitoring, through our system, all of the different connections of the charge points to the vehicles and making sure that they’re working as expected.

Sharing is caring

The work with First Bus has also led to advantages for other fleets. Most of the buses are out doing their routes during the day, but the depot might have 100-odd high-power chargers that are sitting largely unused. That’s a great opportunity for fleets that are starting out in their electrification journey and who don’t want to – or can’t – invest heavily in their own infrastructure. It provides them with access to a viable charge point for infrastructure sharing. First Bus has opened up to the likes of other local fleets, who then don’t have to rely on public charging or invest in their own depot infrastructure. They can guarantee they will get a charge point when they need it, at a more attractive rate than public charging.

“ We think that everyone should be exploring electrification today. That doesn’t have to mean buying lots of electric vehicles, but it does mean at least looking at the strategy element”

A CUT ABOVE

Costs are stacking up for businesses running electric vehicle fleets – particularly now that VED now applies to them, adding another layer of cost pressure. Confirmed by the Government back in April, the new tax will have been far from welcome news for fleet operators who are already navigating rising wage bills, the hike in employer National Insurance contributions and the broader economic pressures of electrification.

It’s worth noting the scale of the issue here. Although for individual drivers an additional annual fee of £195 might seem like an annoyance, it’s far more than that when seen from the industry viewpoint. Under the new rules, a company operating 1,400 EVs could see £250,000 added to its annual expenses – which, when added to the other cost rises in the mix (including the Expensive Car Supplement) goes from annoying to significantly impactful.

Balance the books

As such, it’s crucial that businesses can unlock savings elsewhere. Of course, sustainability remains a priority, so turning away from EVs is a non-starter. But the good news is that companies can find alternative ways to offset costs without compromising on emissions targets or operational efficiency.

In particular, they can begin to adopt smarter charging strategies, manage mixed fleets and work towards gaining full transparency on energy usage. With these strategies in place – and the right tools on board – fleet operators can stay ahead of rising costs and keep sustainability goals on track.

Russell Olive, UK director at vaylens, discusses how to take control of your fleet and unlock new savings

The backbone behind EVs Electric vehicles are only as effective as the infrastructure that supports them: their company’s power distribution, approach to charging management and fleet tracking systems. In turn, the smooth running of that infrastructure depends on powerful, intelligent and scalable charge point management software.

As more fleet businesses switch to EVs, they will need to manage charging, not just in the depot, but also across home and public locations. Each of these scenarios comes with its own costs and operational challenges. For example, many businesses are facing increased logistical complexity for drivers, reimbursement headaches for home charging and fragmented data spread across different charging sites –with some data inaccessible altogether.

In short, VED is only the tip of the iceberg for fleet managers looking to maintain EVs – there’s a whole world of complexity required to keep the wheels turning and the deliveries moving.

Rise to the challenge

To counter these issues, companies need to consolidate the various arms of their fleet management process into one central system that can effectively handle it all: making charging simpler, automating payments and keeping vehicles powered up efficiently. This looks like smart charg-

ing, AI-powered scheduling and dynamic load management to help avoid peak-time strain, reduce energy costs and make better use of renewable energy.

One key area for saving lies in smarter charging strategies. Unpredictable charging expenses can quickly derail budgets, making it critical to adopt a structured approach. This scenario is where smarter systems are vital. A centralised platform can help put the brakes on runaway costs, reducing waste, tracking real-time usage and automating home charging reimbursements – turning unpredictable expenses into manageable, transparent ones.

Managing mixed fleets is another challenge. With petrol, diesel and electric vehicles still coexisting, platforms that consolidate charging, mileage and reimbursement data into one view are essential to maintain oversight and control. Combining all the relevant insights into a single platform not only improves user experience and reduces inefficiency, but it also allows for more intelligent, predictive thinking on how best to direct funds, staff, fuel and energy.

Clearly, achieving appropriate cost savings while maintaining sustainability and high-quality service is far from straightforward. In order to keep the fleet moving while also balancing the books, businesses will need to address a whole host of issues simultaneously. As a result, it’s crucial to have the right tools in place – consolidating workstreams into a single point of management and automating complex, labour-intensive tasks. Only then can fleet managers unlock the benefits of EVs without having to worry about the bottom line.

“Unpredictable charging expenses can quickly derail budgets, making it critical to adopt a structured approach”

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Omoda 9 SHS

HThe flagship of the Chinese brand, with a ‘one size fits all’ approach and emphasis on refinement. By John Challen battery pack, which help enable all those electrical miles. That gives a total power output of 449hp and 700Nm, enabling a zero to 62mph time of 4.9 seconds. Charging-wise, the battery can be replenished from 30-80% in just 20 minutes.

aving introduced itself with the Omoda 5 and E5 models last year, Omoda has chosen its flagship as its next arrival in the UK. This D-segment SUV has elegance, refinement and technology at its heart – and some established players in its sights as competition.

It might be a D-segment size, but the Omoda 9 SHS (Super Hybrid System, the company’s take on the PHEV) is priced from £44,990, which undercuts a number of other models in the field, without compromising on quality, spec or comfort. One of the car’s key selling points is an ‘everything as standard’ approach and therefore there’s just one spec grade.

Omoda is going all-in with the ‘9’, as it features premium materials inside and out, acoustic glass to keep interior noise to a minimum and technologies such as a 540° panoramic view camera, an air purification system and audio speakers in the driver’s headrest. This last innovation in that list was one we were really keen to sample – and it proved very effective, with clear sound quality. Other additions to keep all occupants happy include: a 1.3m-long sunroof; heated and ventilated adjustable seats front and rear; intelligent all-wheel-drive; electromagnetic suspension; reclining rear seats; a

24.6in curved display and a 660-litre boot, which expands to offer 1,783 litres when the rear seats are folded.

There’s no full electric options, which might disappoint some drivers, but the PHEV, sorry, SHS, system is a more-thancapable substitute. In total there are more than 700 miles available from the powertrain, with up to 93 being in electric-only mode. Power comes from a 1.5-litre petrol engine with 157hp and 215Nm of torque.

“One of the car’s key selling points is an ‘everything as standard’ approach and therefore there’s just one spec grade”

To help maximise fuel efficiency and performance, six core technologies are included in the engine, including intelligent thermal management and hybrid turbo charging. Working alongside the engine is a three-speed transmission with 225hp and 390Nm, where two high performance drive motors work independently or in tandem to generate the electrical power. The final element is a 34.46kWh

In practice, the powertrain works very effectively and seamlessly switches between modes, deepening on speed, road type and throttle input. All of the engineering efforts from the development team have paid off because the Omoda 9’s cabin is a very serene place to be, regardless of the speed.

A few comments were made about elements of the infotainment system –change the fan and the main screen doesn’t default for about 30 seconds – but we were assured these would be fixed with a software update, which is pretty standard these days. But overall, the car is a fine proposition and hits all the right spots in terms of interior, comfort, refinement and overall performance.

IN BRIEF

WHAT IS IT? D-SUV

HOW MUCH? From £44,990

ECONOMY? 43.6mpg (WLTP) EMISSIONS? 38g/km

Key fleet model 1.5T SHS Noble

Extensive spec, pricing, refinement

No EV option, infotainment interface

7-word summary Everything as standard could help secure success

Also consider Range Rover Velar / Škoda Kodiaq / Volvo XC60

The three things a lot of drivers are looking for in an EV have all been improved in BMW’s latest iX. First off, there’s extra power, then you get more driving range and, finally, the new SUV offers better driving dynamics. The updated iX, which comes three years after the original car launched, is a good example of evolution rather than revolution, because the outgoing model proved a popular choice for drivers looking for something a bit different from their EV.

There are three variants – an xDrive45, xDrive60 and the range-topping M70 xDrive. The most popular model is likely to be the 60, which is the one with the

biggest driving range available – up to 426 miles (WLTP), in fact. That distance is achieved with the help of a new battery in the xDrive60 with a useable content of 109.1kWh and also preconditioning capabilities. The rest of the numbers for that particular model: 408hp; 765Nm and zero to 62mph in 4.6 seconds. But there’s also the price tag – from £93,115 OTR (the range starts at £75,315 OTR and goes up to a whopping £114,215 for the M70 version). Externally, there are new alloy wheels for the M Sport package (something that BMW expects 95% of cars to include), an optional glowing kidney grille and six new paint colours. Inside, standard

equipment includes a welcome and goodbye animation, heated seats and steering wheel and a Harman Kardon surround sound system. Optional kit includes panoramic glass roof, seat ventilation, upgraded surround sound and automatic soft-close doors.

The exterior looks might be divisive, but the iX is a lovely place to be, with quality surroundings, loads of space and an extensive selection of standard kit. On the road, it is refined, comfortable and, with the ability to go further than its predecessor, will no doubt appeal to many drivers regularly covering long distances on motorways and A-roads

Genesis arrived on the UK automotive scene with a flurry of activity and car launches but, for two and a half years, it’s been all quiet on the product front. That’s all set to change over the coming months as the Korean brand refreshes its portfolio.

First up, before the revised GV60 and Electrified G80, is the Electrified GV70, which is available in three spec grades –Pure, Dynamic and Luxury – and with prices starting from £65,915 OTR. All models feature a larger battery – now 84.0kWh from 77kWh – an upgraded exterior and interior, and more advanced technologies. Inside the car, some of the most obvious upgrades are a new steering wheel design and an expansive 27-inch ‘integrated cockpit’ that combines the driver display and infotainment screens in one panoramic unit. Upgraded materials have been used throughout to provide a luxury feel, while technology innovations include fingerprint authentication and a centre console storage compartment with UV light-sanitising technology. Performance-wise, the Electrified

GV70 features a 360kW dual-motor setup, the combined powertrain offering up to 490hp in boost mode. The battery provides a driving range of up to 298 miles (WLTP) and, thanks to 800V architecture, charging the battery from 10-80% can be completed in as little as 19 minutes. To help battery life and performance, there’s an intelligent battery heating system, which can be manually activated via the infotainment screen. Furthermore, a heat pump comes as standard on all models. Genesis might not have the prestige

and history of BMW, but drivers could find themselves pitting an Electrified GV70 against the iX and, on price, the Genesis would come out on top. Specwise, both are impressive, but the value for money on offer in the Genesis could sway it. Genesis also prides itself on providing the personal touch and making the ownership experience as easy as possible. However, the Korean contender could probably do with a few more miles from the battery and the driving experience might leave some thrill-seekers wanting.

Genesis Electrified GV70

ON FLEET

ALFA ROMEO JUNIOR Elettrica

So here’s a tough circle to square for Alfa Romeo. Just how, with a brand known for its passion, emotion and focus on driver enjoyment, do you match that a modern EV? This Junior is the mid-range Speciale model

with a 54kWh battery and 156hp, down on the flagship 240hp of the Veloce but also maximising its 254-mile claimed range. With the summer holidays and some upcoming trips coming up, I'll be stretching that range to the max.

That said, perhaps that won't be as much of an issue that I had first imagined judging from my first few days with the car. When I saw the claimed 4.1mpkWh official average efficiency, I must admit that I inwardly scoffed as to whether that could be matched in the real world. However, even with some long motorway journeys, I’ve already been recording 4.0mpkWh without any effort whatsoever. If first impressions count, then the Alfa is doing itself no harm at all.

The same goes for its looks too. I have yet to see another Junior on the roads, but the Brera Red of our test car combined with the black roof (a £1,200 optional extra) is really striking. The other option, the £1,350 technology pack, adds LED matrix headlights, an electric tailgate, wireless charging and front, rear and side parking sensors.

The Junior’s size is also winning me over. I loved my previous Scenic, but even though it wasn’t

RENAULT RAFALE E-Tech Hybrid iconic esprit Alpine 200

In many ways, the Renault Rafale has much in common with the Genesis GV60 which it has replaced on my drive. That they are similar in size and design –medi-um/large SUVs capable of carrying five adults – and both are well specified. But surely, following an accomplished EV longtermer with a petrol hybrid was not

going to be a step in the right direction? But then I scanned the spec sheet. The Rafale is powered by a 1.2-litre three-cylinder petrol engine, backed up by the electric motor. After the rapid performance of the Genesis, I was surely going to be in for a leisurely ride.

Or so I thought. The reality is a bit different, because the Rafale is

surprisingly brisk. Renault claims 200hp from the ICE/motor combination, although, with a 1.7kWh battery, that is certainly not continuous. It’s also a pleasant vehicle to drive and travel in. That is partly due to a well-sorted hybrid system that provides nearly imperceptible gearchanges and seamless switching between ICE and electric drive.

THE NUMBERS

P11D

EFFICIENCY 4.0mpkWh

a huge SUV, it still sometimes felt big when slotting into some tighter car parking spaces. That’s not a problem with the Alfa though, its smaller dimensions meaning that it can easily squeeze into the most awkward of spots. Along with that smaller battery and range but great efficiency, it’s also a great example of ‘rightsized EVs’ for car manufacturers going forward.

I’ve always been a firm believer in smaller and more efficient EVs having a crucial part to play in the e-mobility transition, so the next six months spent with the Junior will be a good test of that.

Nat Barnes

THE NUMBERS

P11D

£44,695

BiK* 26% I £194 (20%) / £388 (40%)

CO2 EMISSIONS 105g/km

ECONOMY 57.6-60.1mpg ON FLEET 51.4mpg

Renault has certainly done its homework there. So far, the car is averaging 49.2mpg – not bad for a large car with decent performance.

The Rafale can easily rival the Genesis’ onboard digital options and even its interior ambient lighting. It feels like the premium car that it is. I doubt that will shift too many fleet drivers from one of the German alternatives, but the Rafale is very much part of Renault’s current revival and a car that offers striking design, comfort, practicality, with nimble handling and good performance. There’s a lot to like about the Rafale and it’s growing on me.

John Kendall

VOLKSWAGEN ID.3 PRO S 77kWh

It seems like every time I write up my latest thoughts on the ID.3, the efficiency figure changes. Having nudged 3.6mpkWh with a recent missive, it wasn’t long before that became 3.7mpkWh – that means hopefully it’ll soon be up to

3.8mpkWh*. That wasn’t the only figure to move, because the distance available rocketed to 355 miles the other week. It came to my (pleasant) surprise and, if I’m honest, disappointment of my hosts on an event for a rival German manufacturer. The guys

there couldn’t quite believe the numbers they were seeing when I checked in for a quick charge. Suffice to say that one of their comparable models wasn’t getting close to what the Volkswagen was achieving.

In other temperature-related (sort of) news, there have been some other developments with the ID.3. Firstly, I discovered how to open the sun shade! I had briefly investigated how to do it by looking at the panel on the roof of the interior, only to fail miserably. Then, when scrolling through one of the infotainment menus, there it was! With the ability to scroll up and down and decide how much light I could let in.

Meanwhile, I’ve had a bit of an issue with phone charging. The technology works but every time I charge – using the wireless and also the wired technology – my device gets ridiculously hot. To the point where it starts shutting down apps to – I’m assuming –keep it alive? Overheating

VOLVO EX30 Single Motor Extended Range RWD Ultra

Volvo’s recently revealed c.£70k ES90 electric saloon may be turning heads as the brand’s technological flagship but our new long termer is a little more mainstream and certainly more accessible.

REPORT

A challenger to models such as the Hyundai Kona Electric, plus the Kia Niro EV and EV3, it may be Swedish in spirit and its minimalist looks, but it sits on the modular Sustainable Experience Architecture (SEA) platform developed by

Volvo parent firm Geely and also used for new models such as the technically linked Smart #1.

It’s also decidedly futuristic in design, both inside and out, while tying in nicely with the EC40, EX40 (formerly the XC40 Recharge) and the top-rung EX90 and incoming ES90.

Notably, it also comes in with a very competitive £32,850 lead-in price for the entry Single Motor version in Core trim.

Ours is kitted out in the top Ultra grade and comes in at £43,360 OTR, sadly putting it in scope of the VED expensive car supplement, but with an extensive list of equipment that means there’s zero options on our model – everything, from the panoramic sunroof to the Harman Kardon Premium Sound system and the 20-inch fivespoke diamond-cut alloys, come as part of the Ultra spec.

We’re also in the mid-range Single Motor Extended Range RWD powertrain, which marries up the 272hp rear motor also

THE NUMBERS

P11D

phones is a phenomenon I’m aware of but hadn’t encountered it until now. I’m not even sure if it’s down to the phone, the cable or the charging technology, but I’m approaching with caution for a bit.

On the whole, I’m continuing to thoroughly enjoy my time with the ID.3. The space available continues to impress as does the on-road performance and overall driving experience. And, if the weather continues to hold, I’m all for those magic numbers continuing to go in the right direction! John Challen

*Sure enough, between writing these words and going to press, we hit 3.8!

used in the Single Motor version but with a larger 69kWh battery for an official 296 miles of range (versus 210 for the entry model).

To my mind, a range of around 300 miles is where you can really start to relax, even for longer journeys, although it’ll be interesting to see how it translates in real life and with my predominantly suburban mileage.

The figure I’m most excited about though is the 5.3 seconds for the 0-62mph time. That’s certainly not the profile for our typical long-termers and definitely one we’re looking forwards to testing out on the open road. Natalie Middleton

DE-FLEET REPORT

ON FLEET

AUDI A3 SPORTBACK

Black Edition 35 TFSI S tronic

Iwrite these words on the same morning that our A3 long termer was swapped for its successor – a Q6 e-tron. It felt like a microcosm of the car industry as a whole as a petrol model was ushered out in favour of an allelectric vehicle.

This evolution is causing

ripples throughout the industry as suppliers and buyers grapple with issues such as affordability, the varying quality and availability of public chargers and the continued uncertainty surrounding future government policy (anyone else willing to wager a tenner that the 2035 deadline

gets pushed back again… the proverbial kicking the can down the road?).

In the meantime, we exist in a strange hybrid world where the old school ICE models continue alongside the EV vanguard. But those old-school ICE models are actually at the pinnacle of their development – and our A3 proves this. A diminutive 1.5-litre petrol delivering 152hp, 40mpgplus average fuel economy, CO2 emissions of 130g/km and an affordable price tag.

For company car drivers it makes for a compelling case – for those employees stepping onto the first rungs of the corporate management ladder, a swanky A3 in the car park speaks volumes about you. And it won’t cost that driver the earth in company car tax (about £200 a month).

And to live with, the A3 scores highly, too. It’s got enough room for a young family (the boot will swallow a pram or

a set of golf clubs), it looks smart with its Black styling pack and it performs well.

Downsides? It’s an Audi S line, so the ride veers towards firmness and there is a bit of tyre roar. The infotainment system remains frustrating with its requirement to check various boxes and our car suffered from a schizophrenic nature with regards to various erroneous warning lights being illuminated for a day and then disappearing. All told, we were impressed with the A3 and it remains at the top of the junior executive sector.

Julian Kirk

CUPRA TAVASCAN V2 77kWh

I‘ll start this report by caveating that quite a few of the miles that I travel may not be fully representive of a typical company car driver on a daily basis.

And by that I mean a mainly urban daily commute, average speeds of 20mph for most journeys and very rarely any need to drive anything other than sedately (which EVs definitely encourage).

Even so, I – like editor Challen in his ID.3 – was rather surprised at the estimated 413-mile range showing on the Tavascan’s app after fully charging. This range is calculated as function of the previous recent efficiency of the car, and just shows how modern, large-batteried EVs can perform given the right conditions.

Subsequent to this was a 400mile round trip to Liverpool from London, which is definitely more representative of business driving and, even here, the Cupra performed faultlessly. Four sure, the journey required extra planning

– booking an overnight multistorey car park with charging, to replenish the 60% of battery used – but other than that, it couldn’t have been plainer sailing.

Operators who still think EVs don’t have a place in their fleet need cars like the Tavascan. Luke Wikner

FANTASY FLEET

MOBILITY OUTSIDE THE BOX

words John Challen

There’s an enviable – and growing –list of electric vehicles in the Škoda portfolio right now, but the company recently turned its attention to battery power on two wheels. The Slavia B concept takes its lead from the bike of the same name, which first appeared nearly 130 years ago. Back then, it wasn’t Škoda Auto, but Laurin & Klement that designed and built the motorbike that was seen to be advanced for its time and responsible for cementing the brand’s reputation for innovation.

Fast-forward to the modern day and the engine has gone, replaced with a large hole featuring the original L&K company name. The man responsible for the re-imagining of an icon? French designer Romain Bucaille, who is more used to working on Škoda car

exteriors. “I wanted to go back to the brand’s roots,” he explains. “As someone who also loves motorcycles, this was a refreshing change and a great creative challenge.”

There is inspiration and a nod to key people and moments from the company’s past. At the front, for example, Václav Laurin’s pioneering work in motorcycle geometry and control is recognised. Further back, a minimal, floating seat and integrated leather tool bag reference the bike’s sporting legacy. It’s a subtle homage to Narcis Podsedníček, the factory rider who completed the 1901 Paris–Berlin race aboard a Slavia B.

Bringing things back to the modern day, Bucaille describes the new concept as a “futuristic café racer in Modern Solid style”.

Price: £N/A

Wheels: Two

Seat: Floating

Year the original was produced: 1899

Hours to build: Lots

Big hole where an engine would normally be: Yes

Likelihood of making it onto the fleet? 9/10

The contours, edges and lighting signature, for example, might take their original inspiration from the 19th century, but they also tie in with Škoda’s current design identity.

Despite the availability of modern technology, the first sketches were done with a tried-and-tested physical pencil (an actual wooden one with lead, as opposed to one of these ‘digital’ jobs). Let’s hope the Slavia B concept isn’t the last of the revived classics from Škoda, the brand having already produced a modern-day 200 RS, 1203 van and Voiturette.

“Fast-forward to the modern day and the engine has gone, replaced with a large hole featuring the original L&K company name”

Škoda Slavia B concept

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LIFE THROUGH A LENS

Assessing the cost benefits of dashcams for LCV fleets

John Kendall

VFW editor

“Without the additional amendments, the rule changes won’t encourage operators to consider these ZEGVs”

Put to the test...

The Government’s recent announcement that standard category B driving licence holders are now able to drive zero-emissions vans (ZEGVs) between 3.5 tonnes and 4.25 tonnes gross vehicle weight (GVW) is welcome. The additional allowance recognises that the extra weight does not derive from carrying greater payloads, but is an allowance above 3.5 tonnes GVW that takes account of the extra weight of batteries or fuel systems. The requirement for additional training has also been removed and both measures came into effect on 10 June 2025.

But the good intentions here could be offset by other matters, as yet undecided. These are that the new rules are supplemented with a transfer of the testing for these ZEGVs from the heavy goods testing system to the MOT network under class 7 MOT testing, then amending the annual testing schedule for these vehicles so they have a first MOT test after three years from new and annually thereafter. Finally, a further amendment is needed so that a tachograph is not required for these vehicles when used on their own or in combination with a trailer to a maximum of 7.0 tonnes gross combination weight (GCW). In other words, that they would be treated like any other 3.5-tonne GVW van.

Without the additional amendments, the rule changes won’t encourage operators to consider these ZEGVs, because they will still be bound by the rules as they stand for operating the vehicles. It simply won’t be worth their while operating such vehicles without the amendments. Bodies such as the BVRLA and Association of Fleet Professionals are following up on these issues with the Government. They need resolving quickly if they are to encourage large van operators to make the transition to zero-emission vehicles.

RENAULT E-TECH ELECTRIC VAN RANGE

There’s little doubt that the largest vans face the biggest challenges in the transition to electrification. They carry more weight than lighter vans, which will have a bigger impact on energy consumption. They may also need to cover greater distances, meaning driving range needs to be good enough for long distance travel, while ensuring that the weight of the batteries does not take away from the van’s load carrying capacity.

Sowhen Renault set about designing the new Master E-Tech electric to meet those demands, it’s heritage as one of the first van manufacturers to enter the electric age gave it a distinct advantage. Radically improved aerodynamics offer a smart solution to getting the balance right for long distance work. Reducing air resistance means less energy is needed to power the vehicle, which means that the battery can be smaller and weigh less, leaving more weight capacity for carrying loads and earning its keep.

The Master’s 87kWh battery is smaller than many rivals, while providing one of the greatest ranges in its class – up to 285 miles WLTP combined – 20 per cent further than the previous Master electric. It will carry payloads up to an impressive 1,625kg1, 425kg more than the previous model. There are three body sizes to choose from, MM, LM and LH.

It’s a modern, stylish van both inside and out, with a cabin that shares many of its controls with the Renault car range. There’s plenty of storage space in the cab

and the Master is set up for connected fleets with a 10-inch OpenR Link touchscreen and the option of Google built in2.

It’s great to drive too with low noise levels and a tight turning circle. No wonder then that it scooped the prestigious International Van of the Year award and has already picked up a string of other awards.

The entire Renault van range is available in electrified form ensuring there’s a Renault E-Tech LCV electric model to suit your business needs. The smallest van in the range, the Kangoo will cover up to 186 miles from a 45kWh battery combined with 121hp electric motor. DC rapid charging at up to 75kW allows for a quick boost on the road.

Kangoo is available in two lengths and there’s a crew van option if you need to carry up to five people plus a load. You could easily imagine you’re in the driving seat of a Renault Clio or Captur because the Kangoo drives just like a car and the major controls are similar to those in the Renault car range.

Optional easy inside racking makes

loading ladders easy and keeps them secure and out of sight. In addition, Renault offers a range of accessories for the Kangoo designed to make your working day simpler.

Between the Master and Kangoo E-Tech models, the versatile Trafic E-Tech electric provides a range of body options and equipment for the UK’s most popular van size. Choose from two lengths, with a high roof option for longer models. This will provide a usable length of up to 4.15m and up to 8.9m3 of load space3. Rear parking sensors are standard for safer reversing.

With up to 183 miles of driving range, it is similar to the Kangoo E-Tech electric and competitive with rivals. Through Mobilize, Renault can provide a range of charging solutions for the entire E-Tech electric van range to suit you.

Next year will see the arrival of three new electric models, including a new Trafic E-Tech electric alongside Estafette and Goelette, offering even more versatility for the electric future. All three models were given their global debut at the recent CV Show in Birmingham.

DOWN THE LENS

Do the benefits of installing dashcams outweigh the cost? Matt MacConnell investigates

Advanced systems using clever sensors and artificial intelligence to feed accurate information to back-office staff can save time, something that’s valuable when managing a fleet. However, with advanced technology comes higher costs – and although many dashcam companies claim that their products are game-changing, we spoke with fleets to see whether spending big cash on cutting-edge cameras and software is worth it.

A quick Google search will reveal hundreds of dashcam companies and fleet managers can quickly find themselves in a minefield. But it’s important to pick a product that suits your needs.

Many dashcam providers will offer packages which usually contain one forward- and two side-facing cameras. These units are, roughly, priced between £845 and upwards of £1,300 a package, including installation and depending on the product model and provider. According to a recent government consensus, most small companies have 10 vans or fewer. That means it would cost £8,450 for a 10-van fleet at the lowest price.

AI cameras often communicate with software, something that’s usually provided by the dashcam provider. This software is then used to analyse events such as accidents, speeding or harsh

acceleration in the vehicle the camera is installed in. This not only helps protect the fleet operator, but can also provide insight on where operators require more training. However, SD card-based cameras are still popular amongst fleets that don’t require what can be a complicated AI system.

A SHORE FIT

Kealshore Ltd, an aggregate specialist, has used Durite camera systems for around 10 years in its trucks. The company has since installed Durite’s SD card four-channel digital video recording kits across its 20-strong truck fleet. “Working in the aggregates business, our wagons spend a lot of time on construction sites,” says Kealshore garage foreman, Darren McClymont. “Undoubtedly, the cameras are a great visual aid for our drivers when they are reversing or performing other manoeuvres. However, the primary benefit to our business has been having a clear and accurate record of events during an accident.”

The Durite kits are compatible with 12 and 24V vehicles and include a 7-inch LCD monitor, four infrared cameras and a 32GB SD card. “There are collisions where they have tried to blame our driver when the footage obviously shows we were not at fault,” reveals McClymont. “It

is fair to say that Durite cameras have successfully saved us a good amount of money and time over the years.”

Some believe that having a dashcam fitted reduces insurance premiums. This isn’t necessarily true, but evidence, tied with vehicle data, can help prove fault during insurance claims. Colin Woolmer, technical solutions manager at Fraikin, says: “We have seen examples recently of customers who have been told that, without installing cameras, they would not be able to renew their insurance. This is a key change in the approach of commercial insurers who have struggled to make a profit in this space for many years.”

MANUAL OR AUTO?

UK-based Advanced Proteins previously used a manual video request system, which took two to three days to retrieve footage. This meant large delays in compliance, incident investigations and insurance claim processing. Likewise, the system didn’t feature driving behaviour insights such as mobile use or fatigue, meaning intervention before accidents proved difficult. The fleet installed Fleet Focus AI cameras, allowing for quick video access and 90-day footage storage. Similarly, it allowed back-office staff to track driver activity, vehicle status and location so routes could be monitored and adapted to reduce unnecessary mileage.

“Within the first day of installation, we had an incident where video evidence from Fleet Focus’s system protected us from a costly claim. The system effectively paid for itself immediately,” says Adrian Spencer-Hicks, Advanced Proteins’ transport manager. One of the company’s drivers was falsely accused of speeding, but the footage proved otherwise.

In-cab devices provide insights into the company’s driving force. They answer pending queries such as “Are my drivers safe?” and “Are they driving safely?”. Before AI times, keeping daily tabs on drivers could be difficult. Fleet

Durite can supply SD card-based camera systems – a cheaper alternative to AI systems

“Some believe that having a dashcam fitted reduces insurance premiums. This isn’t necessarily true, but evidence, tied with vehicle data, can help prove fault during insurance claims”

telematics company Lightfoot claims 85% of drivers show improved performance within the first few weeks of using a device. This results in more consistent and safer driving habits while adhering to company policies.

“Certainly, in-cab devices such as ours, which monitor driver behaviour, have a tangible impact on accident reduction through coaching (and allied to Lightfoot’s unique gamification system, leading to an 84% reduction in dangerous driving), but it is what they prevent which is where significant savings are made,” reasons Paul Hollick of Lightfoot. “For instance, providing real-time driver feedback helps reduce harsh acceleration, idling and fuel waste, leading to significant cost savings. Lightfoot drivers save up to 15% on fuel by reducing harsh driving behaviours such as sudden acceleration, braking and excessive idling.”

Drilling into vehicle data allows the fleet manager to train operators, which can result in lower vehicle wear. Lightfoot claims that operators who use its products see a 45% reduction in vehicle wear. While that is important to reduce cost and keep drivers safe, other benefits, such as sustainability, can play an important role in maintaining company image while continuing to lower costs.

KEEP TABS ON YOUR FLEET

Telecommunications infrastructure services company Circet has a mixed fleet that includes diesel LCVs and it uses a partnership between Geotab telematics and Lytx Surfsight to connect 3,000 vehicles across the UK and Ireland. Within the first three months of 2025, Circet recorded a 16% improvement in its driver safety score, while fuel efficiency improved to an average of 28.5mpg.

The fleet also uses electric vehicles

Lightfoot provides real-time driver feedback and can deliver a range of improvements in driver behaviour.

that have so far covered more than 263,000 miles and, according to Geotab data, Circet stands to save £385,000 annually by expanding its electric vehicles. “The combined Geotab and Lytx Surfsight solution has transformed how we manage our fleet,” says Ray Verschoyle, head of Circet’s transport compliance. “We now have the data we need to improve safety, cut fuel use, lower maintenance costs and operate more sustainably. Its focus on innovation and ability to integrate with our systems made it the perfect partner for our needs.”

Circet’s systems include Geotab telematics devices and Lytx Surfsight dashcams with road-facing lenses. The hardware communicates with Geotab’s software, which allows the back-office to track vehicles, check safety data and pull footage from one system. The rollout was backed by Geotab’s project team, which trained each operator, so the transition remained smooth.

Although the initial financial and time costs of equipping a fleet with dashcams can be high, it could save fleet managers headaches while retaining the company image. Intelligent AI has benefits and is worth investing in if you wish to track vehicle data, but these come at a cost. SD-based systems could be cheaper but won’t record the same information as more intelligent dashcams. Therefore, fleet managers must decide what best suits their fleet and budget.

Many dashcam and software companies also provide trial periods, which allow a fleet to test a product for several months before committing to a larger order or installation. This also allows back-office staff to adjust to the software, while the fleet operator adjusts to being monitored.

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BT Group

WITH OPEN(REACH) ARMS

The challenge of decarbonising commercial fleets is ongoing. Nigel Allsop, fleet account director, BT Group, talks to John Kendall about getting EV ready

BT operates one of the largest commercial vehicle fleets in the UK, with around 30,000 vehicles, from vans to HGVs, on its books. With so many vehicles, decisions regarding electrification need to be carefully considered.

Obviously, such a move involves asking BT’s directors for a sizeable investment, which is going to involve a fair bit of homework to determine the running costs of an EV compared with an internal combustion engine-powered vehicle. “We take into account fuel consumption, Clean Air Zones (CAZ), service and maintenance, EV grants from the Government, leasing costs and the length of the lease and the noncost benefits,” says Nigel Allsop fleet account director for BT Group.

“Then you need to weigh those factors up with the sustainability angle and, of course, the areas that most people are nervous about – the infrastructure in terms of keeping the teams on the road and the EV charging infrastructure.

“If you’ve got a good balance in terms of knowing where you’re moving towards in those directions, you know that you’ve got opportunities to bring more people into EVs and that the plan works out from a finance perspective, then the question is why would you not?,” asks Allsop.

BT’s approach to those who would be directly affected by a shift to EVs has been to ask for volunteers who would like to switch to an EV and then tie that in with the ability to install a home

charger. “I think we’ve got about 188 different areas and sites where we have already got chargers and that is constantly evolving,” says Allsop.

Particularly where the BT Openreach fleet is concerned, Allsop recognises that many of its engineers are younger, more likely to change jobs and less likely to own their own property. “Therefore we need to make sure that we’ve got enough networking coverage around the UK and Northern Ireland so that we can really keep ourselves on the road,” he says.

Then there are the service, maintenance and repair (SMR) considerations.

“The downtime and the indirect costs are things that really need to be taken seriously, something that has to form part and parcel of the calculations,” says Allsop. “We are looking to do commercial deals and collaborations with other companies to make sure that, for instance, if we are using super-fast

“BT’s approach to those who would be directly affected by a shift to EVs has been to ask for volunteers”

premium rate chargers during the day, we can work with companies that may work at night-time and charge our vehicles at night.”

Allsop reckons that around 80% of the BT fleet could be serviced by an EV, but then there are other considerations too. Such as would the vehicle then become a large and heavy EV? And how would racking and tools affect battery range, life and power utilisation?

“The beauty of us asking for people who would like to take an EV is that what you get then, on the bell curve of change are the early adopters at the front of it, then the people who need to know what the facts and figures are about these early adopters next what's being done to support them on the network. Then you get to other fleet drivers where it may not help to put them in an EV”, says Allsop.

“You have to change the way you’re working and have to plan a bit in advance if you’re going a bit further afield – there’s no two ways about that,” he asserts. “Sometimes that plan comes unstuck because other people are using a charger you were planning to, or the power’s not coming in as quickly as you’d like it to. But I think we need to look at that and make sure that we’re putting the right people in those vehicles, first and foremost. We need to build the infrastructure and the supporting network to give ourselves space for the trickier parts of the country to support.”