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A plethora of Australian enterprises and governmental organizations are embracing fleet electrification to reduce their carbon emissions and fuel costs. The Australian Renewable Energy Agency (ARENA) is co-financing several of these projects through their “Driving the Nation” initiative and has recently published “Lessons Learned” reports to track advancement. I will attempt to condense these findings and identify prevalent themes, hoping that those lagging behind will not have to experience the same insights the hard way.
From a brief review, it appears that a lack of understanding regarding the distinctions between electric driving and diesel-powered vehicles has resulted in some misguided decisions. Another repeated theme is the inadequate decision-making processes at local government levels which have postponed project execution. Education for all involved parties is frequently mentioned. Assumptions did not align with the actual performance of fleet electrification.
Australian National Couriers (ANC) is receiving co-funding (amounting to AU$12.8 million) to acquire 112 zero-emission vehicles and charging infrastructure by 2026, with the aim of converting 30% of their entire fleet to electric by 2028. You can view the video here:
Thus far, ANC has integrated 65 new electric vehicles into their fleet under Project Spark, commencing with the rollout of three generation-one SEA Electric vans adapted for ANC’s last-mile delivery. The design of these vehicles enhanced road efficiency but posed challenges for charging at home.
Contractors have reported cost reductions, driver comfort, and increased customer satisfaction. They also note a significant rise in available chargers, allowing for smooth completion of their urban runs. ANC has incorporated the LDV Cab Chassis and the JAC N90 into the fleet. Listen to their feedback here:
So, what lessons have they gathered along the journey? The contractors working with ANC faced obstacles related to the high initial costs of EVs, alongside the difficulty in securing affordable financing and insurance for their vehicles. There was also some ambiguity concerning maintenance and resale values. Initially, there were gaps in charging infrastructure caused by delays in grid enhancements, landlord approvals, and vehicle size limitations. The expected range of the vehicles diminished by 25% due to “real-world operational demands.” Vehicles in the program achieved their weight limits without utilizing available cargo space, which lowered delivery efficiency. Sometimes, this was up to 50% of capacity. Contractors for ANC initially expressed concerns regarding EV reliability and range. Some clients were hesitant to commit for the same reasons.
ANC’s key takeaways can be summarized as follows: the necessity for financing models tailored to EVs; implementation of bulk purchasing agreements; the requirement for customized EVs for last-mile delivery backed by DC fast chargers at depots. Range anxiety can be alleviated, and confidence built through positive hands-on training for drivers. There is a demand for educational and advocacy campaigns aimed at clients.
It is worth noting that the variety of models available for this work is fairly limited in Australia. I would anticipate that in a very short timeframe, it will become easier to procure an electric delivery van more suited to the requirements of last-mile delivery contractors at a more reasonable price, resulting in a surge in fleet electrification.
ANC has discovered that vehicle range is diminished by climate control systems, tail-lift operations, and aggressive braking. (What about regeneration?) These factors reduced the range of the LDV Cab Chassis by approximately 25%, and the JAC N90 by 20%. Their anticipated ranges were 200 km and 150 km, respectively. That constitutes a significant decrement. This has prompted recalibrations in route planning and the introduction of midday charging strategies.
Nevertheless, it was pointed out that “EVs positively impacted community relations, as quieter operations and reduced emissions improved ANC’s social license to operate. The cleaner image boosted brand perception.”
Another logistics company, Zenobē, suggested the establishment of an offsite charging hub comprising twenty-two distinct 120 kW ZEROVA dual-gun DC chargers. This initiative encountered delays due to a government policy necessitating “surveys and certifications regarding site design” and developmental approvals. They anticipated this project would be exempt, similar to bus depots, car parks, service stations, and highway service centers. However, truck depots are not included in the designation of exempt development. Advocacy for policy changes is ongoing at both council and state levels.
Here is yet another instance of government regulations lagging behind advancements in transportation electrification. Subsequently, Zenobē was informed by the council that a proposal was made to construct a cycle path through their proposed site!
This has postponed Zenobē’s planned deployment of 60 Foton electric delivery vehicles for fleet electrification. The Foton T5 is equipped with an 82 kWh CATL battery (4.5T GVM) and was intended to be utilized by Woolworths supermarkets for a duration of five years. It’s worth mentioning that all new Woolworths stores in Australia are installing EV chargers. Hopefully, these can be utilized by Zenobē’s T5. “Zenobē’s energy modeling indicates a 500kVA grid connection was necessary to support the 60-truck fleet and associated energy requirements.”
Meanwhile, in Melbourne, Victoria, seven city councils are collaborating to influence their fleets. Named the Western Alliance for Greenhouse Action (WAGA), they have secured funding from ARENA and expect to provide valuable insights on the application and rollout of EVs in the local government sector. “The project encompasses the acquisition of light and heavy battery EVs and the installation of charging infrastructure at municipal depots and offices (along with supporting electrical and civil works) by the partnering councils.”
So far, they have learned the importance of keeping everyone informed. “Challenges included low acceptance of EVs due to fleet groups’ inherent risk aversion and negative past experiences, such as premature breakdowns.” (One council experienced a heavy-duty EV failure. “Moreover, several key council decision-makers (low and/or mid-level management) were not adequately consulted during the conception and design phases.” Lessons learned: Secure early executive endorsement. Identify and engage. Prioritize change management. Communicate thoroughly.
There is a necessity to prepare for worst-case scenarios — particularly concerning charging requirements and the infrastructure needed to support it. Councils’ needs are heightened during extreme weather events. “For instance, during a severe winter storm cleanup, council vehicles, such as trucks, may need to operate for extended hours and cover longer distances.”
“In the new and rapidly evolving EV environment, the expectations, understanding, and knowledge of internal stakeholders (vehicle users, operations personnel, project managers, executive leaders) and external consultants and advisers are based on a substantial degree of uncertainty. This can lead not only to concerns about future challenges of the project but also actual mistakes in specifications.”
WAGA councils will advance towards the initiation of electrical and civil works at selected sites, the selection and acquisition of electric vehicles,
and the establishment of charging infrastructure.
In Western Australia, ARENA is financing a project aimed at addressing the existing obstacles to EV adoption and subsequent fleet electrification involving 139 local governments. These entities consist of 1,215 elected representatives and approximately 22,600 local government employees. The project is facilitated by WALGA — the Western Australian Local Government Association. “WALGA is an independent, membership-driven organization advocating for and assisting the work and interests of Regional and remote Local Governments.”
WALGA is managing the acquisition and installation of 105 units of electric vehicle supply equipment (EVSE) — dual ports: 83 x AC and 22 x DC — for 22 local governments and 129 BEVs to replace existing petrol and diesel vehicles at a cost of $7.68 million. ARENA is contributing $3.51 million while the WA government is chipping in $1 million. Total project value: $12.26 million. More than 70 site locations are involved.
Remote local governments encounter specific challenges in promoting the adoption of EVs. Upgrades to the grid are significantly more costly than for metropolitan local governments. Through this initiative, WALGA aims for a consolidated approach in purchasing vehicles and infrastructure. Over the past two years, WALGA has also identified barriers that need to be addressed. Among these are regulatory complexities. “Working with 22 Local Governments and State Government Departments has been a complex undertaking, as each entity operates under its own internal processes, policies, and timelines.” There is a necessity for synchronization and closer collaboration to ensure supply aggregation. Some local government agencies did not engage the successful tender providers.
Poor communication with internal stakeholders regarding charger installation schedules caused “Stop Work” orders. “There have been numerous instances where work had started or was about to commence, and the EV Charger installation team was instructed to halt operations. This occurred because a Local Government employee, who was not involved in the project planning phase, was not informed that the work was in progress. This has led to delays in the installation process of EV Chargers.” Professional advice: Enhance communication.
Timelines need to be adjusted to achieve the objectives. “For instance, Western Power (Western Power is a Western Australian State Government-owned agency responsible for constructing, maintaining, and operating an electricity network) allocates over 12 months to finish a project, while the installation of EV chargers needs to be processed within a few months.” Other timelines may require extension to account for the complexity of collaborating with so many stakeholders.
WALGA reports a positive shift in the perception of BEV and EV charging usage across fleets and local governments, leading to larger and more strategically located fleet areas and increased willingness among local governments to allow public use and engagement.
“Additionally, Dynamic Load Management was implemented across Local Government participant sites, enabling real-time management of electrical load peaks. This was utilized in conjunction with the charging equipment and a dynamic test meter installed to monitor the incoming site supply feed, facilitating flexibility and allowing the use of solar feed-in that many sites have installed.”
WALGA provided two case studies demonstrating that close analysis and adaptability led to innovative solutions to challenges. At one site, it was believed that a switchboard replacement would be necessary to accommodate EV charging and the conversion of a gas chiller to electric. This was circumvented through dynamic load management and the incorporation of solar feed-in. At another site, the DC charger supplier entered receivership, necessitating the search for another supplier, which was facilitated by the installer.
The Australian government deserves commendation for this forward-thinking initiative by ARENA. You can explore another of their projects here. Those who have embraced the challenge of fleet electrification are displaying considerable patience and innovative thinking in identifying and overcoming obstacles. It seems we are entering a Brave New World and there are no maps, just pioneers.
I anticipate more “Lessons Learned” reports with guidance on how to move forward productively. In the words of ANC, “The future of last mile delivery is electric, and we couldn’t be more excited!”
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