A Step-by-Step Plan for a Fully Electric Fleet

The following step-by-step plan helps organizations prepare for and accelerate the transition.

1. Set a Firm Deadline

Start with a clear management decision. Define:

• the date from which only fully electric vehicles may be ordered;
• the date by which the entire fleet must be emissions-free;
• which vehicle categories are included;
• which temporary exceptions may be permitted.

A goal such as “we encourage electric driving” is too vague. A specific target is more effective:
Starting November 15 2026, only fully electric vehicles will be ordered. Also because of the upcoming "pseudo eindregling". Or goals of; by January 1, 2030, the entire passenger car and light commercial vehicle fleet will be electric.

Without a firm deadline, choosing another fossil-fuel vehicle often remains the easiest option.

2. Conduct a Complete Fleet Assessment

For each vehicle, record at least:

• license plate, fuel type, and vehicle category;
• owner or leasing company;
• contract expiration date;
• annual mileage;
• average and maximum daily driving distance;
• operating location and typical downtime;
• fuel, maintenance, and lease costs;
• CO₂ emissions;
• expected replacement date.

The result should not be a general report. It should be a practical replacement schedule for every individual vehicle.

For organizations subject to Dutch work-related mobility reporting requirements, much of this data can also be used for the annual WPM report.

3. Determine EV Suitability for Each Vehicle

Do not look only at average mileage. Focus primarily on the most demanding normal use case.

Assess each vehicle based on:

• the longest regular working day;
• routes and intermediate stops;
• required charging or towing capacity;
• charging options at home, at work, and on the road;
• available charging time;
• the impact of winter conditions;
• the required range buffer.

Then divide the vehicles into four categories:

1. ready for immediate replacement;
2. replaceable after charging infrastructure has been installed;
3. replaceable after a route or process adjustment;
4. temporary exception.

Do not automatically start with the vehicle whose contract expires first. Prioritize vehicles where operational feasibility, cost savings, and CO₂ reduction come together most effectively.

4. Build the Business Case Based on TCO

Do not compare electric and fossil-fuel vehicles based only on the monthly lease price. Compare them based on total cost of ownership.

Include:

• lease costs or depreciation;
• interest and residual value;
• electricity or fuel;
• maintenance and tires;
• insurance and taxes;
• charging infrastructure;
• charging card and transaction fees;
• home charging reimbursements;
• downtime costs;
• potential revenue from Emission Reduction Units.

Including fuel and charging costs in the vehicle budget often creates more room for electric vehicles than a comparison based solely on lease rates would suggest.

Develop at least three scenarios:

ScenarioDescription
Natural transition | Replace vehicles at the regular contract expiration date
Accelerated transition | Replace vehicles earlier where financially justified
Fully electric | Set a firm deadline, including contract buyouts and interim vehicle changes

5. Create a Vehicle and Contract Transition Plan

Place every vehicle on a timeline and determine:

• the desired replacement date;
• a suitable electric alternative;
• any contract termination or buyout costs;
• potential use as a pool vehicle;
• reassignment to another driver;
• sale or return of the vehicle;
• the required charging solution.

The fastest route usually combines several measures:

• stop ordering new fossil-fuel vehicles;
• do not extend fossil-fuel vehicle contracts unnecessarily;
• accelerate replacement of vehicles with high emissions or high mileage;
• reassign available EVs internally;
• use short-term contracts for temporary exceptions.

6. Update the Mobility and Company Car Policy

An EV transition without an updated policy will almost always lead to discussions, inconsistencies, and unnecessary exceptions.

The policy should include:

• a fully electric vehicle-only selection;
• minimum range and charging capacity requirements;
• rules for home, workplace, public, and fast charging;
• the level and processing of home charging reimbursements;
• the application process and ownership of home charging stations;
• rules for relocation or termination of employment;
• preferred charging locations;
• rules for idle fees and parking charges;
• vacation and international use;
• an exception and escalation procedure.

A vehicle list with ten EVs and one gasoline car is not an EV-only policy. It is an escape route.

7. Design the Charging Strategy Before Ordering Vehicles

Determine where each vehicle will primarily be charged:

• at home;
• at the office or depot;
• at customer locations;
• at public charging stations;
• at fast-charging stations while traveling.

Then calculate:

• the required daily number of kWh;
• how many vehicles will charge simultaneously;
• the required charging capacity;
• available grid capacity;
• the number of charging stations required;
• expected fleet growth;
• opportunities for load balancing;
• the potential use of solar panels, battery storage, and smart charging.

Do not wait until the vehicles have already been ordered. Grid capacity, installation work, and permitting can become bigger bottlenecks than vehicle availability.

8. Select Vehicles and Suppliers Independently

For each user profile, compare multiple vehicle models and suppliers based on:

• real-world driving range;
• charging curve and charging speed;
• winter energy consumption;
• charging and towing capacity;
• cargo capacity;
• delivery time;
• TCO;
• contract terms;
• maintenance and roadside assistance;
• availability of replacement vehicles.

Do not allow a single leasing company, charging card provider, or vehicle manufacturer to determine how the transition is structured.

Company policy and user requirements should lead the process. Suppliers should support those requirements, not define them.

9. Start With a Controlled Pilot

Select a representative group covering approximately 5% to 15% of the fleet.

Include, for example:

• high-mileage drivers;
• average-mileage drivers;
• employees without a private driveway;
• different office locations;
• different vehicle categories;
• critical or skeptical employees.

Measure during the pilot:

• real-world energy consumption;
• actual driving range;
• charging locations;
• charging costs per kWh;
• the percentage of fast charging;
• charging station availability;
• employee satisfaction;
• operational disruptions.

A pilot should accelerate decision-making, not postpone it. Define in advance what success looks like and when the broader rollout will begin.

10. Organize Communication and Employee Support

Employees should know in advance:

• why the organization is transitioning;
• when their vehicle will be replaced;
• which vehicles are available;
• how charging and reimbursements work;
• what to do in the event of charging problems;
• what support is available.

Test drives and practical introductory sessions can reduce resistance. Clear agreements about home charging and reimbursements also prevent many avoidable discussions.

Distinguish between genuine operational limitations and general objections.

“I sometimes drive to France” is not an analysis. How often? What distance? Which route? And what charging options are available along the way?

11. Roll Out the Transition in Fixed Replacement Waves

For example, organize the rollout in quarterly waves:

1. select the vehicles;
2. inform the drivers;
3. verify charging options;
4. order the vehicle and charging station;
5. finalize the contract;
6. deliver the vehicle;
7. activate the charging card and app;
8. evaluate usage after 30 and 90 days.

Report the following each quarter:

• number of fossil-fuel vehicles;
• number of electric vehicles;
• percentage of the fleet that is electric;
• planned replacements;
• delays;
• charging readiness;
• budget versus actual costs.

This makes the transition manageable and shows where corrective action is needed.

12. Actively Manage Charging Costs and Usage

The real management work begins after the vehicles have been electrified.

Monitor:

• cost per kWh;
• the ratio between home, workplace, public, and fast charging;
• peak and idle fees;
• unusual charging sessions;
• charging costs per vehicle and employee;
• electricity consumption compared with mileage;
• charging station utilization;
• fleet availability.

Companies with their own charging stations may, under certain conditions, benefit from Emission Reduction Units. This also requires accurate registration and reliable charging data.

The Six Most Important Accelerators

Organizations that want to do more than simply implement electrification should introduce these measures immediately:

1. Adopt an EV-only ordering policy.
2. Create one replacement schedule covering both leased and company-owned vehicles.
3. Proactively review contracts that expire within the next 24 to 36 months.
4. Assess charging infrastructure and grid capacity before ordering vehicles.
5. Make every exception temporary, documented, and subject to an expiration date.
6. Review progress, TCO, charging costs, and bottlenecks every month.

Fleet Electrification Is Not a Procurement Project

The core message is simple: fleet electrification is not a procurement project. It is a combination of policy, contract management, energy, infrastructure, employees, and data.

Companies that only purchase electric vehicles will end up with an electric fleet surrounded by fossil-fuel-era processes. That approach is more expensive, less scalable, and harder to manage.

Fleet brings vehicles, contracts, charging costs, policies, and data together in one independent platform. This provides organizations with more than insight into the transition to electric mobility. It also provides the control needed to implement, manage, and continuously improve that transition.