The ‘Charging Ahead’ whitepaper, based on data from Dawsongroup’s EV Readiness Survey of fleet operators across the UK, uncovers a disconnect between perceived readiness and actual implementation.
While 53% of respondents believe their premises are suitable for EV charging infrastructure, only 27% have actually installed chargers on site. Meanwhile, 47% remain either unsure of their suitability or consider their premises unsuitable altogether.

In the report driving range is identified as the most important factor in EV selection for fleet managers (42%). For micro fleets running between one and ten vehicles, a single van falling short on range can throw an entire day’s operations into disarray.

“For smaller fleets, every vehicle is a workhorse. If one can’t deliver the expected range, it disrupts the entire operation,” said Sarah Gray (pictured, below), Head of ZEV Strategy and Development at Dawsongroup vans. Charging speed is also highlighted as a day-to-day challenge. Unlike private EVs, commercial vans run to tight schedules where slow charging translates directly into lost productivity. The whitepaper maintains that faster charging infrastructure is key to keeping vehicles on the road, with drivers able to top up during breaks rather than waiting for a full charge.

The findings show that 59% of drivers take their vehicles home overnight, which can create challenges around charging consistency and cost control.

“When vehicles are dispersed overnight, businesses lose control over charging consistency and cost management. It becomes harder to monitor energy usage and ensure vehicles are ready for the next day,” says Gray.

Despite 41% of fleets parking vehicles at their business premises overnight, on-site charging adoption remains surprisingly low. The whitepaper suggests that many businesses underestimate what installation involves.

“Many businesses underestimate the complexity of installation,” says Simon Ridley, Managing Director at Dawsongroup vans. “From assessing electrical capacity to managing costs and planning for future scalability. It’s not just about buying chargers; it’s about integrating them into the business model.”

The whitepaper recommends a practical, phased approach, starting with temporary or mobile charging solutions, carrying out site assessments to understand power availability, and building an infrastructure that can grow with the fleet.

The experts at Dawsongroup vans encourage businesses to combine real world vehicle trials and telematics to test EV performance against actual route demands, rather than just relying on manufacturer figures.

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Starting 1st April, credits will be applied automatically to customers booking ocean freight forwarding services with DP World in Belgium, Portugal and Sweden, meaning qualifying importers and exporters will receive carbon credits directly every quarter.

Qualifying customers will receive Carbon Inset Credits at 100 kg carbon dioxide equivalent (CO2e) of containerised ocean freight per TEU shipped per quarter, at no additional cost. The offer applies once a threshold of 25 TEUs per quarter is reached. For example, a customer shipping 50 TEUs in a quarter will receive credits equal to 5,000 kg (5t CO2e) that quarter.

This new trial builds on DP World’s ongoing Carbon Inset Programme in the UK ports of Southampton and London Gateway. Launched in January 2025, the UK programme registered more than 250,000 TEUs and issued more than 9,000 tCO2e of Carbon Inset Credits.

Unlike traditional offsets which fund projects like tree planting, carbon insets reduce emissions within the value chain by using lower-carbon fuels or more efficient transport, helping customers tackle their Scope 3 emissions. Both programmes use carbon credits generated by deploying incrementally lower carbon fuel in DP World’s subsidiary, DP World Shipping Solutions.

The Insetify trial is supported by sustainability training, which will help customers learn more about the trial and how to better address supply chain emissions.

John Trenchard, VP – Sustainable International Supply Chains, Europe said:

Providing customers with multiple solutions to enable the decarbonisation of supply chains is important to DP World. As part of our proactive approach to working alongside clients, we are recognising an immediate focus on inland activity and a high level of residual emissions within ocean legs. The Insetify trial allows for a pragmatic approach to managing these residual emissions as part of a longer term, holistic plan. I would encourage organisations to explore how carbon insets can be used as part of intentional progress.

Bojan Knightly, Country Manager Sweden, Freight Forwarding said: “The launch of the Insetify trial will coincide with the opening of DP World’s new Stockholm and Gothenburg offices, which were recently announced as part of DP World’s landmark freight forwarding expansion into Scandinavia. Supporting DP World’s global net zero by 2050 ambition, DP World Sweden is also aiming to offer up to 25% of shipments via rail and sea in the first operational year to reduce road emissions and 100% e-documentation and online invoicing to eliminate paper processes.”

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Sustainability is at the core of the project. The centre will feature a 1 MWp photovoltaic system, battery storage, heat pumps, and energy‑optimised LED lighting, enabling carbon‑neutral operation. It is being built to the Gold Standard of the German Sustainable Building Council (DGNB), reflecting DHL’s commitment to environmentally responsible logistics.

Strategically located with access to the A61 motorway and near Cologne/Bonn and Düsseldorf airports, the hub will improve delivery efficiency and reduce supply chain vulnerability. Katrin Hölter, CEO DHL Supply Chain Germany & Alps, said the site “makes our customers’ supply chains less susceptible to disruptions and supports efficient, climate‑friendly logistics.”

DHL Supply Chain’s decision to locate here is another significant milestone in the ongoing development of the Wolbersacker business park and underscores Rheinbach’s appeal to companies from a wide range of industries, thanks to its outstanding location profile. DHL Supply Chain is not only setting new benchmarks in modern, sustainable construction; it is also creating additional jobs and strengthening the regional economy,

says Rheinbach’s mayor, Dr. Daniel Phiesel.

The Rheinbach centre underscores DHL’s ongoing investment in sustainable, future-ready logistics infrastructure, combining operational efficiency with environmental responsibility.

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As an independent company committed to creating easy-to-repair products from recycled materials, gomi has produced more than 10,000 items to date, including speakers, power banks, phone cases, location tracker tags, and cables. Each piece is handmade in Brighton and features gomi’s signature marbled finish, created by blending recycled plastics into unique colourways.

At the end of last year, goplasticpallets sent gomi a shipment of its end-of-life plastic pallets in the company’s orange, blue and white colours. The materials were melted down and repurposed into a collection of premium speakers and wireless chargers.

The values of the two companies are closely intertwined. goplasticpallets is on a mission to create greener supply chains, demonstrated by the launch of its industry-first plastic recycling scheme in 2019. Since then, the company has recycled more than 2,500 tonnes of plastic, at the same time taking responsibility for recycling every pallet and pallet box it supplies once they reach the end of their long working lives.

Tom Meades, Co-Founder at gomi, said: “Our design philosophy is that tech shouldn’t become obsolete. Instead, we design for circular lifespans. Waste plastics and second-life batteries form the building blocks. Modular design allows us to fix what might otherwise have been thrown away. goplasticpallets is a champion of the circular economy in logistics, and their commitment to recycling and reuse aligns strongly with our own values. We were delighted to team up with them on this exciting collaboration.”

Dan Starnes, Sales Director at goplasticpallets, said:

The products we supply, how they perform over many years, and the way they are responsibly recycled at the end of their lifespan all play a part in driving the shift towards cleaner, more efficient supply chains. When we learned about gomi’s mission, and we saw the quality of the products they were manufacturing, we had to have some made for ourselves. They are creative, practical and show what can happen when you look at recycling a bit differently.

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Maritime’s ninth rail freight terminal provides direct northbound and southbound connections to the UK’s West Coast Main Line railway via the Northampton loop. Delivered through an £80m investment into rail by Segro and designed as a modern, open-access facility, the 17-acre SRFI can accommodate the UK’s longest and heaviest freight trains and up to 16 services per day, with container storage capacity exceeding 2,500 TEU.

The SRFI was integrated into the national rail network in 2025, followed by the launch of a five-day-a-week intermodal service connecting Northampton with DP World’s Southampton Port. The service was the first to operate over the full length of the reinstated Oxford–Bletchley section of East West Rail, establishing a new east–west corridor across central England. Additional rail services are planned as part of a phased expansion programme at Northampton, providing further inland connections to the UK’s major deep-sea ports and other UK freight interchanges.

Located at the heart of the UK’s logistics ‘golden triangle’, SLPN sits adjacent to Junction 15 of the M1, offering direct access to the national motorway network and ability to reach 90% of the UK population within approximately 4 hours’ drive time. The development spans over 600 acres and will ultimately deliver around five million sq ft of logistics accommodation, with rail connectivity embedded as a central element of the site’s design.

Access to Rail Freight

The opening event brought together senior figures from across the logistics community, including ports, shipping lines, freight forwarders, retailers and supply chain partners, as well as representatives from local authorities and central government. Speakers included Minister of State for Rail Lord Hendy, Huw Merriman of the Rail Freight Group (and former Transport Minister), and Paul Dunne, Managing Director, Operations, Digital and Customer at Segro plc.

Williams called for fair competition between road and rail freight in he UK, particularly in regards to port admission costs. “We are committed to creating the cleanest, most sustainable full-load supply chain in the country, utilising rail for long-distance journeys and eHGVs for first and final miles, and Northampton Gateway Rail Freight Terminal is an important step in delivering that ambition.” The ultimate goad is a network of rail freight terminals along the spine of the UK for intermodal operations.

Alongside rail investment, the event also highlighted Maritime’s growing zero-emission road capability. Four eHGVs were on display, delivered through Maritime ZERO, the company’s zero-emission road transport division.

A lead partner in the government-backed Zero Emission HGV and Infrastructure Demonstrator (ZEHID) programme, Maritime is deploying more than 50 eHGVs nationwide while developing one of the UK’s largest privately operated charging networks for heavy goods vehicles. As part of this programme, Northampton will host high-powered charging infrastructure and eHGV operations under the eFREIGHT 2030 project, enabling zero-emission road movements to be integrated directly with rail services, positioning the site as a flagship rail-served hub for low-carbon logistics and demonstrating how rail and road decarbonisation can be delivered across commercial freight operations.

John Williams added:

This year, as Maritime marks 25 years in business, the official opening of our Strategic Rail Freight Interchange represents another significant milestone in our journey from a small container haulier to a fully integrated road and rail freight logistics partner. Moving freight from road to rail remains one of the most effective ways to reduce carbon emissions across the supply chain. Since 2019, we have invested more than £100 million in developing our rail terminal network, with further investment planned to increase national capacity, strengthen connectivity between the UK’s major ports and inland markets, and expand the rail capability available to our customers.

Lord Peter Hendy, Rail Minister, said:

Our rail freight industry is hugely important to keeping goods moving across the country. We’re committed to growing it because of its benefits for both the economy and environment, and our Railways Bill includes both a growth target and a duty on Great British Railways to promote rail freight. It was brilliant to be at the opening of the new Strategic Rail Freight Interchange at Northampton, which is a big vote of confidence in the rail freight industry.

Huw Merriman of the Rail Freight Group commented:

Congratulations to the teams at Maritime Transport and Segro for investing in, and delivering, this phenomenal new rail-connected logistics hub. The jobs, trade and growth which they have delivered for UK Plc is in the finest traditions of the private sector and what it can do for our economy if encouraged and given the foundations to thrive. This new rail hub is a boost for all who strive to grow rail freight and is a testament to a commitment to move more freight on the UK’s railway and decarbonise the logistics sector. It was a pleasure to watch the project develop during my time in Government.

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Dymaxa side-skirts are designed to boost fuel efficiency for diesel trucks and extend the ranges of electric trucks. PNO expects that Dymaxa side skirts will help reduce fuel consumption and CO₂ emissions. 

With this initiative, customers of PNO can potentially benefit from more energy-efficient state-of-the-art semi-trailers and a greener footprint.

Jan Eriksen, Head of Fleet at PNO: 

By investing in smarter equipment, and optimising our fleet, we actively aim to reduce CO₂ emissions or extend the range on EV trucks pulling a trailer. Sustainability is not driven by a single action, but by continuous improvement – every step, big or small, is a priority for us.

Introducing trailer skirts is one of several important steps in our sustainability strategy and part of our
commitment to reduce our CO₂ emissions by 50 percent by 2030. By lowering aerodynamic drag, we reduce fuel consumption and strengthen both our environmental performance and operational efficiency,

says Henrik Malmberg, Managing Director at Begoma

This retrofit programme forms part of a broader push within the road freight sector to enhance vehicle aerodynamics and reduce operating costs. By minimising drag along the trailer’s underside, side skirts can deliver consistent fuel savings across long-haul operations, particularly at motorway speeds where aerodynamic resistance is highest.

Almaz Ayupov, CEO of Dymaxa adds:

We’re seeing a substantial increase in demand for our side skirts. Many leading European fleets are realizing the efficiency gains are significant, while the solution is easy to implement, requires no training or maintenance, and is relatively low-risk. The North American market has benefited from trailer side skirts for more than a decade, with adoption rate reaching 80%. We are now seeing signs that the European market will follow suit to reduce costs and emissions.

As fleets balance commercial pressures with environmental targets, incremental technologies like this are increasingly viewed as practical, cost-effective steps toward lower-carbon transport. Industry-wide adoption of such measures is expected to play a meaningful role in improving overall fleet efficiency in the years ahead.

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Energy sometimes flies under the radar of logistics operators, yet rising electricity prices, grid constraints and electrification are pushing it firmly into the operational spotlight. For Wattstor, a next-generation energy company supplying commercial and industrial customers with locally produced, smartly managed renewable electricity, that shift represents both challenge and opportunity.

Nick Hay (pictured, below) joined Wattstor last summer as an industry advisor, bringing his decades of logistics experience from senior leadership roles at Fowler Welch and Gist with him. His decision to get involved was rooted in a long-standing interest in efficiency and sustainability, combined with a belief that Wattstor offers something genuinely practical for logistics businesses.

“I have always been close to energy efficiency,” Hay tells me. “From early adoption of telematics through to ESG leadership, I have seen how technology can drive real change. What attracted me to Wattstor was not just the ambition, but the fact that the solution is viable and delivers tangible benefits.”

Operational Realities

At the heart of Wattstor’s proposition is the idea that energy systems should be designed around the operational realities of each site. Warehouses face growing pressure from automation, temperature control and electrification, while grid connectivity is increasingly a limiting factor. As Hay points out, energy availability has already forced some developers to walk away from otherwise attractive logistics locations.

Grid constraints are only part of the challenge. Demand profiles across logistics operations can fluctuate sharply throughout the day, particularly where electric vehicles or handling equipment are involved. Charging fleets simultaneously can create short but significant peaks in demand, driving up costs and network charges.

This is where Wattstor’s combination of onsite renewables, battery energy storage and intelligent energy management comes into play. By balancing grid supply with solar generation and battery capacity, Wattstor helps operators manage peak demand while reducing exposure to rising grid charges.
“The clever part is how you balance those elements,” says Hay. “You reduce the maximum draw from the grid, which lowers fixed charges, while still ensuring the power is there when you need it. When electricity is cheap, you charge the battery. When it is expensive, you avoid buying or export back to the grid.”

That approach underpins Wattstor’s Price Protect tariff, refined with direct input from Hay’s logistics background. Designed to guarantee electricity prices below market levels while providing an absolute price cap, Price Protect also allows customers to benefit when wholesale prices fall. Recent financing of up to £50 million will support the rollout of more than 15 projects over the next two years in both the UK and large parts of mainland Europe, signalling confidence in the model.

With an electricity price hike expected in the UK this April, many logistics operators are already feeling exposed. Amy Wilson, Chief Marketing Officer at Wattstor (pictured, below), says early engagement is critical. “The businesses most affected already know they have an issue,” she explains. “The earlier we assess a customer’s energy profile, the quicker we can identify how to reduce cost, carbon and risk.”

Wattstor’s ability to model a site quickly using existing consumption data allows operators to see potential benefits within days, reflecting the reality that no two logistics operations consume energy in the same way.

A good example is pharmaceutical distributor Mawdsleys, which worked with Wattstor to optimise solar generation across its warehouse estate. The project enabled Mawdsleys to move closer to net zero while overcoming grid limitations and improving long-term cost certainty, without disrupting daily operations.

Longer-Term Prize

Beyond immediate savings, electrification offers a longer-term prize for logistics. Hay argues that predictable electricity pricing could remove one of the sector’s biggest historic variables: “If you can combine electrified fleets with long-term electricity price certainty, you suddenly have far more control over fuel costs. That stability is hugely attractive in a sector built on tight margins.”

Looking ahead, Hay sees energy strategy becoming a competitive differentiator. Operators that understand their energy profiles and act early will be better placed to expand, electrify and absorb future shocks. “Early adopters will do really well,” he concludes. “In a world full of variables, removing uncertainty around energy cost and supply can become a real advantage.”

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The newly installed SolarEdge system is projected to generate around 118MWh of electricity each year, with lifetime savings estimated at £1 million over 20 years and a payback period of roughly 5.3 years.

Strategically located near the Port of Felixstowe, the Ipswich site is home to Lombard Shipping’s headquarters and is the largest of the company’s five sites. As part of its long-term decarbonisation strategy, the company recently added two electric HGVs to its fleet. While these vehicles represent a significant step toward reducing transport emissions, they have also increased energy demand at the Ipswich site, prompting Lombard Shipping to take decisive action.

Peter Fraser, Director at Lombard Shipping, says: 

Rising energy demand across our operations made it essential for us to take a more strategic approach to managing our power use. With our EV chargers alone consuming around 7MWh of electricity each month, we needed a solution that could maximise clean energy generation on site and ensure it is used as efficiently as possible, and this system delivers exactly that.

To meet Lombard Shipping’s energy requirements, installation partner Insight Energy deployed a complete SolarEdge ecosystem comprising DC-optimised solar inverters, on-site energy storage and six EV chargers. The system is managed via the SolarEdge ONE for C&I energy optimisation platform and its on-site gateway, the SolarEdge ONE Controller, enabling intelligent coordination of solar generation, energy storage and EV charging across the site. This integrated approach is expected to enable Lombard Shipping to use around 83% of the solar energy it produces, maximising both the financial and environmental benefits of its investment.

On the roof, 226 solar panels fitted with SolarEdge Power Optimizers maximise generation by allowing each pair of panels to operate independently, reducing losses from shading, soiling and module mismatch that are common in conventional non-optimised systems. Their output is managed by two 50kW SolarEdge DC-optimised Synergy inverters, which support system oversizing of up to 175% to enable greater energy capture during peak production periods.

The installation also includes a 102.4kWh SolarEdge CSS-OD commercial battery, which stores excess energy for use during periods of peak demand or high grid prices. It is managed by the SolarEdge ONE for C&I platform, which continuously monitors and optimises the battery’s performance using dynamic algorithms that analyse real-time data and user preferences to maximise on-site energy use.

The battery’s modular design also allows for future scalability, giving Lombard Shipping the opportunity to expand storage capacity as its operation grows. Peace of mind is provided by a suite of robust safety features and system-wide cybersecurity protections delivered through the SolarEdge ONE Controller, which serves as a single, secure gateway for inspecting and analysing system communications to prevent unauthorised access.

Excess solar energy can also be used to power the company’s newly installed bank of six SolarEdge EV chargers, all intelligently controlled by EV management capabilities within the SolarEdge ONE for C&I platform. This includes coordinating fleet charging using customer-defined schedules, solar forecasts and real-time electricity prices to determine the most cost-effective energy source to charge the EV fleet at any given time – whether from solar, battery, or grid. It also supports tiered charging modes, allowing priority vehicles, such as the eHGVs, to access grid energy when needed, while non-priority vehicles, such as staff vehicles, are charged only with surplus solar energy.

Kristian Day, Managing Director at Insight Energy, comments: 

By leveraging SolarEdge’s unified technology platform, we have delivered a smart, scalable clean energy solution that enables Lombard Shipping to use almost all of the energy generated on site, which is a key factor in achieving a rapid return on investment.

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The partnership underscores The Netherlands role as a fast-growing logistics hub for the European EV market. DHL’s automotive campus, strategically located near major European transport corridors, provides NIO with fast delivery times and flexible capacity. To achieve this, DHL used the combined expertise of DHL Supply Chain, DHL Global Forwarding, and DHL Freight to provide an integrated supply chain solution.

NIO is known for their innovative concepts such as Power Swap Stations and NIO Houses, including a flagship store on Leidsestraat in Amsterdam. With DHL as a new partner, NIO is building a strong ecosystem across Europe, driven by innovation and local expertise and aligned with its long-term vision and sustainability ambition. The company also strengthens its logistics foundation to further enhance its user experience and to support the development of a resilient, future ready ecosystem for electric mobility.

Thijs Meijling, Head of NIO Europe Business:

Europe is at the heart of NIO’s journey. To deliver on our promise of a truly user-centric experience, we rely on strong partnerships with Europe’s best. With DHL, we gain a global logistics player whose dense network enables us to react quickly and flexibly to our users’ needs in aftersales services – from warehousing to distribution. This collaboration is another milestone in building NIO’s European ecosystem, where innovation, design and sustainability come together to set new standards for mobility.

Franz Riedlberger, Director Procurement at NIO added:

This partnership reflects a strong alignment in operational standards, quality expectations, and long-term vision. Together with DHL, we have established a logistics setup that supports efficiency, scalability and reliability – all essential as we continue to grow our presence in Europe and enhance the experience for our users.

Rik van den Broeck, Business Unit Director South East at DHL Supply Chain, said:

We are proud that NIO has chosen DHL. This collaboration reflects our shared ambition to accelerate sustainable mobility. With our automotive campus in Holtum and our specialized expertise in the automotive sector, we can support NIO with efficient and future-ready logistics.

Fathi Tlatli, Global Auto Mobility Sector President at DHL Customer Solutions & Innovation, commented:

Partnering with NIO underscores the momentum we see across the electric mobility ecosystem and reflects our commitment to supporting the next generation of sustainable transport. With DHL’s proven expertise in EV logistics and our global network of specialists, we provide compliant, cost-efficient, and future ready supply chain solutions that enable innovative players like NIO to scale their European footprint with confidence.

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Global upheavals in recent times, which are too numerous and obvious as to not need reminding you of, have caused logisticians to urgently re-wire and re-think strategies. The IMF’s ‘world uncertainty index’ is at its peak. How do supply chains gain more resilience and thus reduce inherent risk? Answers have included nearshoring, increasing stock levels and utilising technology platforms to boost flexibility.

These are four supply chain priorities:

• Strengthening Resilience – requires using real-time analytics to have true visibility
• Technological Transformation – being brought about by automation and more integration
• Retain Talent – improve the worker experience and raising their productivity
• Net Zero – goals are essential for both sustainability and affordability. Sourcing local and diverse suppliers is therefore green and responsible

We know what IQ and EQ are. Shelley Salomon, VP of Amazon Business, speaks of the ‘Adaptability Quotient’ – AQ. “We’re in the age of adaptation,” she told me. “Generative AI is automating processes, including guided buying.” Amazon Business offers corporate accounts for procurement of anything and everything.

Amazon has access to millions of sellers, with multiple supplier options and JIT delivery goals. The organization aims to build-in ‘supplier redundancy’ to reduce the risk from having a single source for items. The product lines available on its platforms run to the hundreds of millions. Amazon is able to consolidate personal and business purchases for delivery to major customers, such as a University.

Customers are beautifully, wonderfully dissatisfied…they want something better…we invent on their behalf.

Jeff Bezos, Amazon Founder and Executive Chairman.

Amazon’s business sprawls from the ultimate B2C platform, Amazon Business (B2B), MGM and Prime (entertainment), Twitch, AWS (web services), Alexa, Ring (doorbells), Audible, Amazon Fresh, Whole Foods and Zappos. The robotics division keeps the company at the forefront of warehouse automation technology.

Agile, Nimble, Automated

But how should enormous supply chains such as Amazon’s meet its stated priorities? Four ambitions were outlined at Reshape:

• Predict supply chain challenges before commencing manufacture by using AI analytics
• Implement same day delivery capability
• Dedicated Amazon Business truck fleet
• Multi-product pallet delivery to customers

Be agile. What is the speed of your supply chain’s response to maintaining inventory levels? Start by understanding the current conditions. How durable are they? How competitive are your suppliers, in terms of quality and quantity?

Be nimble. AI can help sift through data more quickly and to dive deeper. It can also end the drudgery of human admin tasks.

Get automated, efficiency is key. AI is a real-time asset in risk management, fraud detection and for spotting anomalies. Take paper-based data and use AI to analyse it. Supplier vetting can be done by AI.

Phrase the Prompts

Luddites look away now, for the message is to embrace new technology. Interrogate the AI agent and use your curiosity. Find the truth and then do something about it when faced with supply chain challenges.
A supply chain can be a strategic advantage for a business if you have a strong team of logisticians, negotiate well and build alliances and partnerships. Agile sourcing makes for supply chain security. Sermon over.

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