In this phase, the project team interviewed utilities, charging station service providers, and non-profits to investigate whom retailers should be engaging as they design, install, and operate fleet and passenger vehicle charging infrastructure at their buildings.

• The key external stakeholders for retailers to engage during the charging infrastructure development process are utilities, charging station service providers, product suppliers, delivery services providers, and retail customers. These groups provide access to financial incentives, technical advice, and customer insights. Of these stakeholder groups, utilities are the most important because they can provide retailers information about commercial rebates and consulting services that assist with fleet electrification. They are the parties most involved during the entire infrastructure process.
• Early and continuous communication between retailers and utilities is essential for success throughout the process. The utility needs to be aware of where and when fleet charging station installations are happening and plan for any potential utility infrastructure upgrades, especially for medium- and heavy- duty vehicle and Direct Current Fast Charger (DCFC) loads.
• Selecting a charging network service provider who has worked with other retailers on deploying fleet and passenger charging infrastructure within the same business segment such as a fueling station or grocery store is ideal. The charging network service provider’s experience can avoid or forestall technical issues the retailer otherwise would not have anticipated.
• For passenger and fleet charging, charging network service providers offer amenities that benefit customers and retailers. This includes visibility into and control of charging stations to provide real-time data and insights for future planning, syncing with the grid to provide adaptability with time-of-use rates, and allowing customers to use a mobile phone app to manage charging and make payments.
• Since many retailers do not own their delivery vehicles, engaging with their third-party logistics providers about potentially using EVs and the fleet charging options retailers plan to implement at their sites is key. This will allow retailers to meet their internal supply chain targets while reducing fuel and logistics costs for both retailers and supplier fleets.
• As vehicle electrification becomes more commonplace over time, retail customer preferences and charging behavior are likely to change, along with technology availability. Surveying customers regularly to assess their experiences at retail charging locations is key to maintaining a competitive edge in the market.

How C2ES works to advance electric trucks and charging infrastructure

Jessica Leung, C2ES Solutions Fellow, on Electric Vehicle Charging for Retailers

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This joint initiative assesses the market landscape, challenges, and opportunities for electric truck adoption among retailer shippers and their transportation partners. The initiative developed an independent total cost of ownership analysis, Assessing Financial Barriers to Adoption of Medium- and Heavy-Duty Electric Vehicles, along with a publicly available total cost of ownership analysis tool, to help retailer-shippers better understand options available to them and their transportation providers.

As part of this collaboration, the project team interviewed an electric vehicle (EV) manufacturer and retail and trucking companies that have piloted electric vehicle trucks within their businesses to assess their perspective on the state of the industry. This brief summarizes issues that those companies see as important as they strategize about electrifying their fleets.

In general, companies are positive about the direction that electric trucks are taking. They recognize the environmental benefits of switching from diesel to electric, and some mention that employees enjoy test driving electric trucks. In the future, they envision their companies transitioning their fleets entirely, once national charging infrastructure is built out more, and the costs of electric trucks are reduced through technology maturity and deployment or expanded public policy. Specifically, the expansion of charging infrastructure and vehicle incentives were cited during several interviews as important elements needed before companies pursue deployment in earnest.

The retail and trucking companies interviewed for this brief recognized the environmental benefits of electric trucking and demonstrated a willingness to learn more. They also offered a few insights and strategies that other companies might consider as they plan to add electric trucks to their fleet. For example, start with adoption of electric yard trucks because they are not dependent on a nationwide network of charging infrastructure like shipping trucks are and only require an onsite 100-kilowatt charger.

Key Takeaways

• The upfront costs for electric trucks remain a primary barrier to investment in electric trucks. However, financial incentives can reduce these upfront capital costs and models indicate that the total cost of ownership for an average electric truck can be lower than a diesel or natural gas equivalent with adequate incentives. In California, for example, several programs support EVs including the low carbon fuel standard (LCFS) and the Hybrid and Zero-Emission Truck and Bus Voucher Incentive Project (HVIP) program.
  • One resource for finding incentives is the Alternative Fuels Data Center: https:// afdc.energy.gov/laws.
  • Several retail and trucking companies interviewed suggested that operators of California fleets should strongly consider electrifying at least a portion of their fleets to take advantage of the financial incentives available.
  • Electric heavy-duty vehicles have many tangible benefits, including several inherent health advantages. These include a much quieter ride than diesel trucks, making EVs less impactful on a driver’s hearing, and no tailpipe emissions.
• As retail companies electrify their fleets, increased collaboration between a company’s energy team and fleet management team will be required to maximize organization-wide efficiencies such as procurement and energy management. Without collaboration, costs could be much higher.
• Vehicle maintenance is still a concern. Companies need technicians who are trained for electric trucks and savvy on new electronic software systems. One retail company highlighted how they were using EV manufacturers to provide maintenance and support but suggested there was also a need build out a third-party EV maintenance network nationwide.
• Communication between electric truck users and EV manufacturers is an important part of the process. One retail company who had conversations with EV manufacturers noted they were very receptive to feedback on usability and ergonomic design from companies who piloted EVs. This is a key aspect of the electric truck development process and can help with technology improvements and potentially accelerate the speed of deployment as manufacturers better understand what potential users want.

How C2ES works to advance electric trucks and charging infrastructure

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A strong body of scientific evidence underscores the imperative of decarbonizing the global economy in order to avoid the worst potential impacts of climate change. Key strategies for achieving that goal include increasing energy efficiency, decarbonizing the power sector, switching to electricity and other low- and zero-carbon fuels, reducing non-CO₂ climate pollutants, and using both nature and technology to remove carbon from the atmosphere.

In the United States, achieving net-zero emissions by 2050 will require action across society—by governments, the private sector, and the public at large. It will require both innovative technologies and strong policies to ensure they are deployed. And apart from reducing the grave risks of climate change, it will provide a strong foundation for continued U.S. growth and competitiveness.

Getting to Zero: A U.S. Climate Agenda recommends that a U.S. decarbonization strategy be guided by these key objectives: achieving net-zero emissions no later than 2050, reestablishing U.S. global leadership on climate change, developing and mobilizing a broad array of technological solutions, promoting cost-effective solutions, protecting and enhancing U.S. competitiveness and energy security, ensuring an equitable transition, strengthening climate resilience, responding to new information and circumstances, and providing predictability to drive long-term investment.

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This series of case studies showcases successful outcomes from the use of renewable thermal technologies at several different large companies and in a major city. It also provides some understanding of the potential benefits and challenges when considering different renewable heating and cooling technologies. In each of the case studies, significant cost and emissions savings were generated by investments in renewable thermal solutions.

One key theme across all of the case studies was that each organization had clearly established sustainability goals that supported a renewable approach. Other factors that facilitated implementation of renewable thermal solutions included high and volatile fossil fuel costs or the phaseout of older capital investments, which offered an opportunity to review renewable options for heating and cooling needs.

Another common theme shared by each of the case studies was the availability of a local resource. This makes the projects more difficult to replicate since local circumstances can greatly vary the project economics or viability of a certain technology for a given application. However, facilities co-located with each other may offer expanded possibilities for renewable thermal solutions.

Most projects included in this report were self-financed and achieved their expected return on investment. However, one technology facing more economic barriers is renewable natural gas (RNG). RNG projects in the United States have been stalled due to low domestic natural gas prices. In the RNG case study included in this report, the market for the renewable fuel standard program was used to mitigate this cost barrier, but broader federal programs may be needed to help support RNG over the long term. The introduction of a thermal renewable energy certificate could also make tracking and claims easier and more standardized for these types of projects.

The Renewable Thermal Collaborative (RTC) is facilitated by the Center for Climate and Energy Solutions, David Gardiner and Associates, and World Wildlife Fund. The goal of the RTC is to raise awareness and build greater supply and demand for renewable thermal options. Increasing the availability and cost competitiveness of these solutions is key to deploying them at scale. With greater scale, more organizations in the industrial and commercial sectors will be able to make dramatic cuts in their carbon emissions.

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