EV fleet transformation powering net zero goals
The OCS vehicle fleet is crucial in delivering essential services throughout the UK and Ireland, supporting a broad range of operations in both public and private sectors. As part of our ESG commitments, we have taken a detailed look at how our activities impact the environment, from energy consumption and emissions to how we transport people, equipment, and materials across thousands of customer sites each day.
Our fleet quickly emerged as one of the most immediate and high-impact opportunities for change. Transitioning to a greener, smarter fleet is not only vital for achieving our own net zero targets but also essential in helping our customers achieve theirs. This transformation is already influencing how we think, plan, and deliver across the business. It is encouraging new ways of working, increasing our use of real-time data, and strengthening the link between operational efficiency and environmental responsibility.
Building from the ground up
Our ESG Strategy outlines clear ambitions, including a 70 percent reduction in Scope 1 emissions by 2030 and achieving net zero by 2040. To make a meaningful contribution to these targets, the fleet function required a complete overhaul. This was not just about vehicles but also involved governance, data, and culture.
We reviewed and retendered all key vehicle and fuel supply arrangements and established a clear fleet strategy that supports our wider environmental objectives. This has enabled us to shift from a reactive model to a proactive, data-driven approach that provides long-term value and aligns with the broader ambitions of our ESG strategy.
From instinct to insight
Historically, like many large operational businesses, our fleet management depended on manual processes and fragmented reporting. The tools simply did not exist to provide us with accurate, real-time visibility across a 3,600-strong decentralised fleet.
That has now changed. Today, data is central to every decision we make. We have built internal dashboards that track fuel usage, driver behaviour, vehicle location, electric vehicle readiness, and telematics data.
This data-driven approach helps us guide business units on where EV adoption makes operational sense and where colleague training or infrastructure may be needed. We are also overlaying our driver data with the national charging map, assisting us in identifying rollout zones for commercial EVs based on home locations and route patterns.
Electrification in action
OCS has committed to operating a 100 per cent electric or hybrid fleet by 2034. For company cars, we are progressing even faster. Since early 2024, only EV and hybrid models have been available under our policy, and we are on track to complete the transition to a fully electrified company car fleet by the end of 2026.
Incentives and support are essential for this transition. We provide home charger installation for EV drivers, a salary sacrifice scheme for electric vehicles, and strong manufacturer partnerships to offer demo access. This enables colleagues to test vehicles before making a decision. Often, once someone experiences an EV, concerns about range or performance quickly fade.
The commercial fleet poses a greater challenge. Range and charging access remain limiting factors, especially for vans operating in rural areas or with high daily workloads. That is why we are adopting a data-driven approach to deployment, ensuring we make adjustments in the right locations and at the right times.
Supporting customers on their own EV journey
As our own fleet transitions, we are also helping our customers to advance their efforts. A recent project at a major UK transport hub demonstrates this in action. OCS installed 24 electric vehicle chargers on-site, deployed solar PV panels for on-site energy generation, and introduced smart load balancing technology to optimise power distribution and charging efficiency.
This comprehensive solution was designed, installed, and maintained by OCS, demonstrating how integrated facilities services can directly contribute to accelerating low-carbon infrastructure. It also reflects how we utilise our own fleet insights to deliver practical, scalable solutions for customers.
You can read the full case study here: Delivering Sustainable Transport Infrastructure for a Net Zero Future
Cultural change powered by people
Transformation at OCS is always about more than just technology. It’s about people. Alongside the operational rebuild, we have focused on reshaping the culture of the fleet function and creating opportunities for internal development.
Alongside the operational transition, we have focused on creating a culture that supports development, collaboration, and long-term capability. By integrating fleet business partners across the organisation, strengthening partnerships with vehicle and technology providers, and supporting colleagues through apprenticeships and ongoing training, we are laying the foundations for a more resilient, knowledgeable, and forward-thinking fleet function.
This cultural investment is essential. It guarantees the fleet team not only delivers vehicles but also adds strategic value to the business.
The road ahead
Looking ahead to the second half of 2025 and beyond, our priorities are clear. We are developing a commercial EV transition plan, increasing visibility across the grey fleet, and continuing to work towards Scope 1 emissions targets. We are also engaging more closely with the Association of Fleet Professionals to expand knowledge and share best practices.
Fleet electrification is a cornerstone of our ESG commitments. It supports our mission to make people and places the best they can be, and that includes how we power our journeys between them. By combining operational insight, cultural change, and long-term planning, we are turning strategy into action and creating progress that delivers real value to colleagues, customers, and communities.
