Governance

It’s rarely just one person. A named lead cannot carry every dependency Many organisations appoint a fleet, sustainability or project lead to coordinate electrification. That is useful, but readiness depends on decisions beyond any one role. The fleet team may understand vehicles and schedules; facilities may own the site; finance may control investment; HR may manage employee arrangements; IT may support data and access; and operational managers may determine whether a vehicle can do the job. Shared work needs explicit accountability When ownership is implicit, teams can assume someone else has confirmed a dependency. A charger installation may be progressing while the energy contract, access policy or maintenance process is unresolved. A vehicle order may be approved before the operating team has confirmed how it will be allocated. These are coordination problems as much as technical ones. Separate decision ownership from contribution For each major decision, identify who is accountable for the decision, who provides evidence, who must be consulted and who needs to be informed. This does not require a large committee. A simple, agreed view of decision rights can help a small team move faster because it makes dependencies visible and gives unresolved questions a route to resolution. Make readiness a leadership responsibility Senior leaders do not need to manage every detail, but they do need to ensure that the programme has authority, capacity and clear escalation. They can ask whether the right teams have contributed, whether material assumptions are supported, and whether risks have named owners. These questions help prevent a programme from being judged only by visible milestones such as vehicles ordered or chargers installed. How EVReady addresses this EVReady examines readiness across the organisation, including whether key responsibilities, decision points and dependencies are clear. Its independent assessment helps leaders see where ownership is strong and where a gap could affect the next stage. The purpose is to give the organisation a shared, evidence-based view of readiness and a practical set of priorities, without prescribing a single internal structure.