A live funding window, but not a simple decision

The Depot Charging Scheme is designed to support the uptake of zero-emission commercial vehicles by part-funding charging infrastructure at fleet depots.

For logistics and transport operators, this is highly relevant. Many businesses are already under pressure to review fleet emissions, fuel costs, customer sustainability requirements, clean air expectations, vehicle replacement cycles and future charging access.

The scheme creates a clear reason to act now.

However, the practical questions underneath the funding are more complex:

• Is the organisation eligible?
• Are the right vehicles already in place or planned?
• Is the depot suitable?
• Is there enough usable power capacity?
• What infrastructure is actually needed?
• What costs fall inside and outside the grant?
• Can the project be delivered within the required timeframe?
• Will the infrastructure support future fleet growth, not just today’s requirement?

Every fleet is different, these are just some of the questions organisations should explore before deciding whether the current funding opportunity is right for them.

Mer’s view is that operators will be best placed to benefit when they treat the scheme as part of a wider depot electrification plan, rather than a standalone funding application. The grant may create urgency, but the infrastructure still needs to be designed around operational reality.

Why depot readiness matters before applying

A depot charging project needs to work around the reality of daily fleet operations.

That means understanding how vehicles move through the site, when they return, how long they dwell, where they park, when they load, when they need to be back on the road and how charging can be delivered without disrupting the operation.

For a last-mile fleet, the challenge may be high daily mileage, rapid turnaround and predictable return-to-base charging.

For a haulage operator, the challenge may involve HGV charging demand, mixed vehicle types, route variation, yard layout and future power requirements.

For a coach or passenger transport operator, scheduled operations and vehicle availability may determine when and how charging can take place.

For a multi-site operator, the challenge becomes even more complex because each depot may have different electrical capacity, lease arrangements, site constraints, vehicle profiles and operational pressures.

This is why depot readiness should come before infrastructure commitment.

A charger quote alone will not tell an operator whether the site can support the charging behaviour required, whether the power capacity is sufficient, whether civil works have been properly considered, or whether the infrastructure will scale as the fleet changes.

Mer takes a structured approach to depot planning: assessing fleet profile, depot operations, site suitability, power position, charging behaviour and future growth. This kind of structured assessment can help businesses move from initial interest to a more confident, practical plan.

Power capacity is one of the first questions to ask

One of the most common misunderstandings around depot electrification is assuming that because a site has power, it can automatically support EV charging.

Power capacity does not always equal charging capacity.

Operators need to understand whether the depot has enough usable capacity to support the charging load required by the vehicles, routes and operating schedules involved.

That includes looking at:

• existing site supply;
• expected charging demand;
• charger speeds and numbers;
• vehicle dwell times;
• peak charging periods;
• load management requirements;
• future fleet growth;
• whether power upgrades or site works may be needed.

This should be reviewed early, not after an application has been rushed forward.

Mer regularly sees operators underestimate the difference between available site power and practical charging capacity. The issue is not only whether power exists on site, but whether it can support the right charging pattern at the right time, without disrupting fleet operations.

If the power position is not understood properly, operators risk designing infrastructure that does not meet operational needs, costs more than expected, or creates future constraints as additional vehicles are electrified.

More chargers do not always mean a better solution

For many operators, the instinctive response to depot charging is to think in terms of charger numbers.

How many vehicles do we have?

How many chargers do we need?

How quickly can we install them?

But good depot electrification planning is not simply about installing as many chargers as possible.

The right infrastructure depends on how the fleet operates.

A business with predictable overnight parking may need a very different solution from one with rapid vehicle turnaround, mixed fleets, shift-based operations or vehicles returning at different times throughout the day.

In some cases, managed charging, phased rollout, better utilisation of fewer chargers, or a more carefully designed site plan may deliver a stronger outcome than simply adding more hardware.

The aim should be to design infrastructure around operational reality, not assumptions.

This is where Mer’s approach is particularly relevant. By looking at fleet behaviour, depot usage, charging windows and future demand, operators can understand what level of infrastructure is actually required, rather than defaulting to a solution that may be too limited, too costly or poorly matched to the operation.

Operators do not need to solve everything at once

Another reason some businesses hesitate is the belief that fleet electrification has to be tackled as one large, all-or-nothing decision.

For many operators, the better route is phased planning.

That may mean starting with the vehicles, routes or depots most suitable for electrification first, then scaling over time as vehicle availability, operational confidence, power capacity and commercial requirements develop.

A phased approach can help operators:

• reduce operational risk;
• prioritise suitable vehicles and routes;
• manage capital investment more effectively;
• avoid overcommitting too early;
• design infrastructure that can scale;
• build internal confidence across fleet, operations, finance, property and energy teams.

Mer’s guidance is to avoid all-or-nothing thinking. For many operators, the most effective route is to identify the vehicles, routes and depots that can electrify first, then design infrastructure that can scale as confidence, vehicle availability and operational requirements develop.

The key is to ensure that early infrastructure decisions do not limit future growth.

A depot charging project designed only around today’s first few vehicles may not support tomorrow’s fleet. Equally, overbuilding too early can create unnecessary cost and complexity.

The strongest approach is to understand the long-term direction and build a realistic roadmap.

What operators should review now

Operators considering the current Depot Charging Scheme window should start by reviewing the practical foundations of their project.

The risk of waiting

Waiting until the final weeks of the funding window creates obvious risks.

Operators may not have enough time to understand eligibility, assess the depot, confirm power capacity, gather internal approvals, define the project scope or prepare a credible application.

There is also the risk that the window closes earlier if funding is exhausted.

But the bigger risk may be strategic.

Operators that delay depot electrification planning may find themselves under increasing pressure from customers, fuel costs, emissions expectations, clean air policy, procurement requirements and vehicle replacement decisions without a clear infrastructure plan in place.

For many fleets, the question is no longer whether electrification will need to be considered.

The question is how to plan it properly.

The risk of rushing

The opposite risk is rushing into the wrong decision.

A funding deadline can create urgency, but depot charging infrastructure needs to support real operations. If operators move too quickly without understanding site capability, charging behaviour, civil requirements, power constraints or future growth, the result can be infrastructure that is expensive, disruptive or unsuitable.

A rushed decision can create problems around:

• insufficient charging capacity;
• poor charger placement;
• vehicle downtime;
• operational disruption;
• underestimated civil works;
• future scalability limits;
• internal approval delays;
• costs that were not properly understood at the start.

That is why the best response to the current window is not panic.

It is structured readiness.

Mer’s position is that the strongest depot charging projects are those built around the real operating model: how vehicles are used, how the site functions, how energy is managed and how the infrastructure needs to grow over time.

From uncertainty to a structured plan

Many operators are currently in the same position.

They know funding is available.

They know fleet electrification is becoming more important.

They know depot charging may be relevant.

But they do not yet know whether their site, fleet, power capacity and operating model are ready.

That uncertainty should not stop operators from acting.

It should encourage them to start asking the right questions now.

A strong depot charging plan should connect the fleet strategy, depot layout, energy position, charging infrastructure, delivery timeline and future growth requirements into one joined-up view.

That is the difference between installing chargers and planning depot electrification properly.

How Mer supports depot electrification planning

Mer is supporting the Logistics & Transport Network Depot Charging Guidance Series as a specialist partner in fleet electrification and depot charging infrastructure.

Working with commercial fleet operators across logistics, last-mile, public sector, emergency services and multi-site environments, Mer’s consultancy approach turns early-stage electrification questions into practical charging strategies that reflect real-world fleet operations.

Mer’s approach is built around understanding the fleet, the depot, power capacity and future growth plan before infrastructure decisions are made.

This includes:

• fleet and charging strategy;
• site assessment and depot readiness;
• energy and grid planning;
• infrastructure design;
• future scalability;
• charging management and optimisation;
• ongoing operational support.

This is particularly important for operators managing depot-based commercial fleets, phased vehicle replacement, multi-site infrastructure, high-utilisation vehicles, operationally critical fleets or businesses where downtime has a direct commercial impact.

For many operators, the first step is not deciding how many chargers to install.

The first step is understanding what the fleet, depot and business actually need – and designing infrastructure around those requirements.

Now is the time to assess readiness

The Depot Charging Scheme has created a valuable opportunity, but operators should approach it with the right level of planning.

The current funding window means there is a clear reason to act now.

But acting now does not mean rushing into the first available solution.

It means assessing eligibility, reviewing depot readiness, understanding power capacity, defining the project scope and building a plan that can support both current operations and future fleet growth.

For logistics, haulage, last-mile, courier, commercial van, coach, passenger transport and multi-site fleet operators, this is the moment to start reviewing depot electrification properly.

The operators best placed to benefit will be those that move early, ask the right questions and make infrastructure decisions based on operational reality.