Planning, analysis and structure: the keys to a successful electric transition
Lower maintenance needs, a greener corporate image and potential long-term savings make electric vehicles an attractive option. Even so, many remain hesitant to make the switch.
According to Daniel Breton, the biggest hurdle isn’t the technology itself, but the lack of understanding that often surrounds it. The President and CEO of Electric Mobility Canada (EMC) says the key to a successful(and inevitable) energy transition is a structured plan, solid data, proper training, and, above all, a clear commitment to doing things differently.
“You need to start by truly understanding your fleet,” Breton stresses. Too many managers, he says, skip the step of taking a detailed inventory of their current vehicles.
Before talking about new purchases or charging infrastructure, it’s critical to dig into the hard facts. How many kilometres do the vehicles travel each week? Each year? What routes do they take? What loads do they carry? What is their actual fuel consumption? Answering these questions will give a clear picture of the operations and allows for better-informed decisions.
Doing your homework
Breton strongly recommends calculating the total cost of ownership (TCO) for gasoline-powered vehicles and comparing it with that of electric models. “In most cases, going electric costs less.”
Reaching that conclusion, however, takes effort. “It’s an investment of time,” he acknowledges, “but it’s one that pays off. If you don’t do that exercise, you’re in denial. A good fleet manager’s job is to find ways to be efficient and save money.”
The next step is to assess the electrical capacity of your facility or facilities to determine what kind of charging infrastructure is feasible. This means deciding whether to install level 2 or level 3 chargers and, if necessary, adding smart systems to manage available power. Breton advises working with companies experienced in fleet electrification to get an accurate assessment.
Only when those steps are complete does it make sense to move forward with the transition.
People also play a key role in making the switch a success. Breton recalls meeting two employees at a public charging station with their Chevrolet BrightDrop truck. A last-minute change to their route had drained the vehicle’s range, forcing them to recharge before returning to base. “When they got there, they had no idea how to use the charger. None. I showed them how to plug in and charge their vehicle.”
Unfortunately, he says, this situation is far from unique. “Most fleet managers and dealerships either don’t explain, or don’t explain properly, how to use public charging.” It’s an easily avoided mistake that can be costly. “Training drivers to use their electric vehicles prevents unpleasant surprises and helps build their confidence behind the wheel.”
For the past 15 years, EMC has offered specialized training on managing and operating electric vehicles. Updated regularly, the program is available in both official languages and accessible nationwide. EMC also provides consulting and support services for municipalities and businesses making the transition.
Better decisions start with better information
Government incentives have a major influence on purchase decisions, and Breton points out that companies can claim a federal tax deduction when buying an EV. Despite his efforts to raise awareness over the past six years, he says the message still isn’t getting through. “To this day, 95% of people have no idea what I’m talking about. I find it astonishing that awareness is still so low.”
While Quebec continues to offer a $4,000 rebate on EV purchases, the federal incentive has yet to return. The government has announced that it will be reinstated but has not provided details on the amount or start date. “Until those details are made public, many managers will hold off on making a decision,” Breton observes. He expects sales to rebound as soon as the program’s specifics are released.
Fleet electrification isn’t something you can improvise. It requires planning, analysis, and a clear structure. For Daniel Breton, it’s not an ideological stance but a practical decision supported by the right tools and a methodical approach. The next move, he says, is up to fleet managers. It’s time to turn intentions into action.
