Fleet profile
managers, and directors. The vans are primarily used by our excellent field service engineers, with just a handful dedicated to home deliveries. “The vast majority of our fleet consists of medium-sized, Ford Transit Customs,” Pemberton says.
The first foray into electrification Hotpoint UK has recently taken a significant step toward electrification with the introduction of 40 electric Ford Transit vans in 2023. Pemberton led this transition and reflects on the challenges of integrating EVs into the fleet.
When Pemberton took on his role, managing the fleet was a complex task. “I knew how to manage a budget, but fleet management was a whole new world”. Electrification was a key challenge, as a new initiative for Hotpoint. “I had to order electric vehicles, but first learn everything I could about them, without an existing platform or policy in place for this new vehicle type,” he says. The switch to EVs presented challenges for drivers used to traditional vehicles. “Some had never driven an automatic or electric vehicle,” Pemberton notes. “Adjusting to a silent, different driving experience was a significant shift.” Drawing from his engineering background, Pemberton designed the racking for the vans with the support of Gemma from Sortimo, based on stock measurements and our engineers’ needs. “The transition wasn’t too difficult once we found the right vehicle,” he explains.
However, the major challenge has been the infrastructure. Many engineers are not able to have chargers installed at home, and the cost of external charging is high. “We cover 100% of the cost of chargers, but there are challenges with newer engineers renting or sometimes living with their parents. We provide BP fuel and charge cards as a temporary on-the-road solution,” Pemberton adds.
Looking ahead, he considers hybrid vehicles as a more practical option in the short to mid-term. “We’re exploring plug-in hybrids, like Ford’s new models, which self-charge. This could eliminate some of the need for home chargers,” he says. Hotpoint aims for a 50% electric fleet by 2030, but supply issues have complicated this goal. “We wanted a full Ford fleet, but the market didn’t have the options we needed which initially delayed our transition time,” Pemberton notes. This also affected racking configurations and telematics choices. “Strategy is important, but it must adapt to real-world challenges.” Despite these hurdles, Pemberton is committed to Hotpoint’s sustainability goals. “Most of our car fleet is now electric or hybrid, with only about 20 diesels left,” he says. Eventually, diesel vehicles will be phased out, in favour of PHEV and EV vehicles.
While Pemberton is enthusiastic about EVs, he remains pragmatic about their impact. “Electric cars are not a silver bullet for sustainability,” he notes. “My job is to find the best solutions for the business and reduce CO2 and emissions where possible. We need to consider the entire lifecycle of these vehicles.”
After testing numerous electric vehicles, Pemberton found the Ford E-Transit to be a viable option. “It wasn’t perfect, but it was a great stopgap while waiting for the newer E Custom to be released,” he says.
As Hotpoint UK moves forward under the ownership of Beko Europe, Pemberton is dedicated to leading the fleet toward a more sustainable future. With EVs central to his strategy, he’s committed to reducing the company’s carbon footprint and making the transition as smooth as possible. For Pemberton, it’s all part of the job.
The evolving role of the fleet manager Pemberton quickly discovered that fleet management is more intricate than it seems. “A lot of people don’t realise how involved it is,” he says. “I spend a week and a half each month just on invoicing – handling eight suppliers across two markets, managing both cars and vans. Then there’s ensuring the right vans go to the right engineers at the right time, negotiating contracts, and handling escalations of servicing and repairs.”
“I had to order electric vehicles, but first learn everything I could about them, without an existing platform or policy in place for this new vehicle type”
Managing Hotpoint UK’s fleet goes beyond just distributing vehicles, especially with the shift to EVs. “Electric vehicles require a different focus,” Pemberton notes. “I handle everything from ensuring the right vehicles are assigned to the right engineers in the right geographic areas to negotiating with leasing companies and OEMs.” One major change Pemberton implemented was fleet software across European markets. “Everything was on Excel spreadsheets when I joined,” he explains. “Implementing fleet software streamlined the process.”
Pemberton quickly recognised the need for smarter, more efficient management. “If something doesn’t make sense or is done purely because it’s always been that way, it’s probably outdated,” he says.
Fleet management, once seen as a secondary concern, is now crucial. “It was a dirty word in the room, focused solely on bottom-line costs,” Pemberton says. “Now, my decisions have a significant impact on the business. I’m very fortunate that my manager and the business leaders understand this and see not only the challenges but the future opportunities.” The changing age profile of engineers is also influencing vehicle choices. “Younger engineers need vehicles that align with their preferences, especially around powertrain, which may cost more,” Pemberton explains. “With everything going hybrid or electric, we must justify these costs.”
Fleet management now also involves treating people differently. “We need to accommodate engineers’ needs, including time for charging their vehicles in some cases,” Pemberton says. “We can’t deny overtime for searching for a charger.”
The role of fleet managers is also evolving within companies. “Fleet is becoming more comprehensive,” Pemberton notes. “Companies are hiring dedicated fleet managers again, who must engage with the industry. For engineers, managing a fleet involves working with HR and procurement to update policies.”
Pemberton finds this comprehensive involvement both challenging and rewarding. “I enjoy fleet management because it covers many aspects, and you need to understand everyone in the business,” he adds.
Making every penny count
As fleet costs rise, Pemberton is finding innovative ways to manage financial pressures. “It’s not just about saving costs; often, it’s about avoiding unnecessary expenses,” he explains. “If tyres cost £120, that’s a fixed expense. The challenge is managing rising costs within a set budget or trying
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