Data is a powerful tool in fleet electrification. Telematics and fleet management software can provide real-time insights into:

• Vehicle usage and performance
• Charging sessions and plug-in compliance
• Route efficiency and downtime
• Maintenance needs and energy consumption

This data helps identify which vehicles are best suited for electrification, monitor the success of pilot programmes, and optimise operations over time.

Van fleet electrification is a strategic transformation. For public sector organisations, this shift affects procurement, budgeting, infrastructure, service delivery, and operational engagement. That’s why leadership buy-in is essential.

Cross-Departmental Impact

EV van adoption touches multiple departments: transport, finance, estates, HR, and sustainability. Without senior leadership driving alignment across these areas, efforts can stall due to competing priorities or lack of clarity.

Budgeting and Investment Decisions

Electric vans often require upfront investment in vehicles and infrastructure. Leaders must be willing to commit capital and approve long-term budgeting strategies that account for total cost of ownership (TCO) rather than short-term savings.

Cultural Change and Staff Engagement

Transitioning to EV vans requires a shift in mindset from drivers to fleet managers to support staff. Leaders play a key role in setting the tone, communicating the aim, and empowering teams to embrace change.

While leadership sets the direction, collaboration across teams ensures successful execution. EV van adoption is a complex challenge that benefits from shared expertise, resources, communication and infrastructure.

Cross Communication

Establishing dedicated communication aimed at adopting EV vans ensures that decisions are informed by all relevant perspectives and that implementation is coordinated across departments. This applies to procurement, implementation and ongoing operations. This type of communication can include regular updates on progress and milestones, staff briefings and Q&A sessions, and addressing concerns.

Collaborative planning also allows teams to anticipate and mitigate risks, such as infrastructure delays, vehicle delivery timelines, staff resistance or training gaps and funding shortfalls.

Cross communication between departments may include:

• Fleet/transport management – for vehicle selection, route planning, and operational logistics.
• Estates/facilities – to manage charging infrastructure installation and site organisation.
• Finance and procurement – to model total cost of ownership, secure funding, and manage contracts.
• Sustainability teams – to align with net zero targets and reporting requirements.
• HR and training – to support driver engagement, training, and change management.

Collaboration across sectors and organisations accelerates learning and reduces risk.

Public sector bodies are encouraged to:

• Join industry forums and working groups
• Share best practices and lessons learned
• Engage with suppliers, manufacturers, and energy providers

Alongside engagement with external partners, utilising shared assets and strategy is another way to support van adoption.

Infrastructure Sharing

Charging infrastructure can be expensive and logistically complex. By collaborating with neighbouring councils, NHS trusts, emergency services, or other public bodies, organisations can share access, reduce costs, and improve coverage.

Joint Procurement

Collaborative procurement can unlock economies of scale and improve bargaining power with OEMs, DNOs and CPOs. It also strengthens applications for funding by demonstrating regional impact and strategic alignment.