Introduction
With a workforce of 8,500 and a student population exceeding 40,000, the University of Birmingham is one of the largest educational institutions in the UK. Given the size of its campus, supporting services require a substantial vehicle fleet, much like in a small town.
Over a decade ago, the University embarked on an ambitious journey to electrify its fleet. As pioneers of zero-emission vehicles, they introduced their first electric vehicle in 2007. By 2015, they had laid out a strategy with an initial goal of achieving 40% electric vehicles by 2020—a target they surpassed in 2019. This success was followed by a five-year plan established in 2022, which committed to further increasing the percentage, ultimately reaching the 60% target by 2024, well ahead of the expected timeline.
However, maintaining the momentum of this electrification strategy over the years has not been without its challenges. Essential Fleet Manager Magazine recently spoke with Chris Lane, the university’s Transport Manager, who shared insights on how these challenges have been addressed, what milestones have been reached so far, and the University of Birmingham’s ongoing commitment to a sustainable future.
Interview
Q: Please start by giving an overview of your background and your current role at the University.
I joined the university just over eight years ago. In my current role as the Transport Manager, I oversee and manage a core fleet of over 100 vehicles, primarily situated at the Edgbaston campus. Additionally, I am responsible for all vehicle hires, leases, and procurement, ensuring that our transportation needs are not only met but also optimised for efficiency and effectiveness.
Prior to this, I worked for many years at DHL Express in their Birmingham Service Centre, taking on several roles that ultimately culminated in my position as Transport Manager.
Q: Could you provide details about the composition of your fleet in terms of vehicle types, as well as the percentage of the fleet that is now electrified?
Our fleet vehicles are utilised by thirty different departments, including Catering, Car Parking, Grounds and Gardens, Maintenance, Portering, Library, various engineering and research teams, as well as Cleaning Services, Security, and Student Recruitment.
Our fleet comprises a diverse range of vehicles, currently 62% of which are electric or hybrid. Each vehicle has been selected for its distinctive capabilities and features, which include the Toyota HiLux, VW Transporter, Ford Transit, Toyota ProAce and Pro Ace City, Nissan Townstar and Interstar, Mercedes eSprinter, Kia Niro, and Hyundai Kona.
Additionally, we also have a Rover Mini Mayfair in the fleet, which was a research project aimed at converting a standard petrol car into an electric vehicle (EV).
Q: Your journey toward fleet electrification started earlier than that of many other operators. What was the driving force behind your initial decision to transition to an electric fleet?
The University has long championed sustainability, not only in vehicles but also throughout the campus and beyond. I would like to take credit for that initial decision, but it was made prior to my joining as Transport Manager.
With respect to the impact of our Sustainable Travel Plan, solo car driving has decreased by 5%, staff cycling is double the national average, and two-thirds of undergraduates either walk or cycle to campus.
With such focus and commitment, it was evident that the University fleet would play a significant role in this process.
Q: What is the process for consulting with user departments about replacing vehicles as part of an Electric Vehicle (EV) strategy? How do you ensure that the new vehicles align with the strategy’s objectives and each department’s operational needs?
When a vehicle is due for replacement, I will meet with the head of that department and their team to explore options together. We start with a question – ‘Is there any reason the replacement vehicle cannot be electric?’ The University policy is to use EVs whenever possible.
We then examine what the vehicle needs to do, consider any lessons from the previous vehicle, assess any changes in the activities, and thereby build an understanding of what is required. Sometimes, it is as straightforward as a like-for-like replacement; at other times, something significant has changed. My role is then to source suitable makes and models that would fulfil the requirements and potentially arrange for a demonstrator to trial and evaluate suitability.
When we first moved to electric vehicles, there was some reluctance among staff regarding the new technology. To address this, whenever they had a vehicle that needed servicing, we would ‘lend’ them a replacement that was electric. Over time, they became accustomed to it, and this approach seemed to work well.
Q: Are there any operational challenges that still hinder the full adoption of EVs?
I would say the electric van market is still 2-3 years behind the car market, and it takes considerable time for new technology and models to reach the market. I believe the biggest challenge remains the range of vehicles. With a car, you can simply add more batteries, but with a van, adding more batteries greatly decreases the payload, so a balance must be achieved.
The range of electric vehicles, though, is improving, yet some anxiety remains. Can you comfortably drive from Birmingham to London and back again on a full charge? That presents a challenge. Hopefully, by the time we consider the next vehicles for three- or five-year leases, the technology will have advanced further.
Q: As with many organisations that manage a fleet of vehicles, you faced disruptions due to global supply chain issues, particularly during and after the pandemic. What measures did you implement to tackle these challenges, and which problems continue to impact you today?
It was a challenging time to manage a fleet; however, we were in a better position than many businesses. Because everyone faced a similar situation, there was significantly more understanding from all parties involved. We have maintained a strong relationship with our lease provider and other suppliers, and given that a large percentage of the fleet operated around campus, our mileage is quite low compared with that of other operators. Therefore, we were able to easily extend the leases and reduce the impact while waiting for a replacement vehicle.
I still find the lead times for new vehicles to be an issue, and although some may think it unbelievable, an example is that I have only just taken delivery of some vehicles ordered in 2021.
Q: In addition to the ongoing transition from internal combustion engine (ICE) vehicles, as an early adopter of EVs, you may now find it necessary to replace these vehicles. To what extent has battery technology advanced, and what opportunities could this present in the future?
Battery technology has undoubtedly advanced significantly; we noticed this three or four years ago when replacing a five-year-old vehicle with a similar model. The range had increased from 60-80 miles to 160-170 miles, effectively doubling over five years.
As vehicle ranges continue to increase, range anxiety will likely diminish, providing us with greater scope to electrify the fleet even further.
Q: Have you experienced any problems with any of your current EVs?
We experienced a peculiar incident with our electric vehicles. Instead of the typical range of around 120 miles, the vehicles in question had a range that dropped to just 65 miles on a full charge, and we were unable to determine the cause.
We took the vehicles to the dealer for diagnostics, where we discovered that the use of a charging cable from a different brand had negatively impacted the electronics. This experience has been a valuable lesson, and we continue to learn as we progress.
Q: How crucial is it to maintain regular engagement with your suppliers when it comes to shaping your electrification strategy?
I believe this is critical; we are the team that the University approaches for answers and advice regarding the fleet, so it is us who need to maintain those contacts as a source of information.
Last year, we encountered several challenges in various areas that we were eager to address. I was fortunate enough to address these issues whilst attending a trade show and chatting with the suppliers there. This experience highlights the importance of engagement, even though it can sometimes be challenging to quantify.
Q: When some ICE assets remain in your fleet, what challenges exist in demonstrating success in reducing emissions, especially as OEM-quoted figures have become more accurate?
It is correct that some emissions figures have increased as they have become more accurate. For example, I replaced a 2020 registered vehicle of the same make and model. The old vehicle had quoted emissions of 160g/km, while the replacement recorded 248g/km.
While it may alter our approach slightly, we will focus on the aspects we can influence rather than those we cannot. It is important for us to continue assessing the vehicles we can replace with EVs and find the best solutions for those we cannot just yet while we wait for technology to catch up.
Q: In the future, will Battery Electric Vehicles (BEVs) fulfil all your sustainability objectives, or will it be necessary to consider alternative solutions such as hydrogen?
I believe that eventually, BEVs will develop sufficiently to fulfil our needs as new technology emerges in the market.
The University is an advocate of hydrogen, having owned two hydrogen fuel cell vehicles, but it is difficult to see the infrastructure being established promptly for refuelling. Last year, I spoke to two manufacturers showcasing hydrogen vehicles, and neither of them had plans for a right-hand drive model, which highlights issues for using these models in the UK.
In reality, we will probably maintain our focus on BEVs.
Q: Finally, in your day-to-day role, what do you feel is your most complex challenge, and have there been any highlights in terms of achievements you would like to share?
I regard my most complex challenge as keeping up with the ever-emerging technology and models. This is why I believe it is essential to maintain contact with suppliers and other institutions and to learn from their experiences as well.
I view the reductions we have made in emissions as the most significant highlight. In April 2020, the total for the fleet was 11,268 g/km; that had fallen to 9,180 g/km by January 2022. Currently, the fleet stands at 8,400 g/km, which translates to a 26% reduction over five years. During this time, as we mentioned earlier, the accuracy has meant that certain emission figures have increased.
We’re excited to keep moving forward on this journey, and by the end of this year (depending on the arrival of our new vehicles), we expect that our fleet will be 70% electric or hybrid!