What fleet operators need to prepare for in 2026

What fleet operators need to prepare for in 2026

As 2026 gets underway, fleet operators find themselves navigating a more challenging operating environment, with cost pressures and regulatory demands reshaping how fleets are run.
Many of the trends facing fleet today are not new, but they are now being felt more strongly, with budget constraints tightening, scrutiny intensifying and established fleet models no longer being taken for granted.

Fleet Operations’ consultancy and strategy experts, David Bushnell and Justin Ball, shine a spotlight on six critical developments set to shape fleet decision-making over the next 12 months.

1/ The impact of consolidation on fleet choice and service

Consolidation among leasing providers is leading to fewer, larger suppliers in the market. For fleet operators, this raises question marks over the levels of flexibility and support that can be expected, as fleet management becomes ever more demanding.

Alongside these supplier-side changes, businesses are under pressure to reduce costs across all areas of operation. Because transport is invariably one of the largest controllable costs, fleet budgets are coming under closer scrutiny.

What fleets need to consider:

Fleet operators should take a closer look at whether their current arrangements still deliver value beyond price.

Fleet operators need to consider whether their suppliers still provide the right level of support and guidance, rather than focusing on price alone.

As regulatory and operational demands increase, fleets are starting to rethink funding models and give more consideration to flexible fleet structures that better reflect how vehicles are used.

2/ The future of the company car looks different

With employees’ average mileages lower than historic levels and budgets under increasing pressure, some businesses are finding non-tool-of-the-trade vehicles harder to justify.

Company cars, however, remain an emotive and important benefit, particularly in sectors where recruitment and retention can depend on the choice of vehicles offered.

As a result, the company car proposition is evolving. Salary sacrifice schemes are continuing to grow as employers move from providing a vehicle to enabling choice, giving drivers access to what they want, while at the same time, helping businesses control costs.

What fleets need to consider:

For businesses that have not yet embraced salary sacrifice, 2026 may be the year when it moves to the top of their agenda.

Fleets are moving away from a one-size-fits-all approach to vehicles towards more flexible arrangements. This means ensuring schemes are set up to cope with changes in tax, pricing and the needs of the employee.

3/ From adopting EVs to managing them effectively

Many fleets now have electric vehicles in daily use, which shifts the focus from adoption to how well these vehicles perform day-to-day.

Electric cars are becoming more practical for everyday fleet use as range charging options improve. This is prompting more fleets to adopt EV-first policies. At the same time, plug-in hybrids are coming under greater scrutiny, with their real-world emissions and upcoming tax changes reducing their appeal.

Residual values remain a concern, with uncertainty abounding over government policy and residing myths about EV performance and longevity.

What fleets need to consider:

Fleets should consider the suitability of their vehicles, alongside their replacement cycles.

With battery warranties extending, in some cases to up to ten years, longer lifecycle models may have a role to play in reducing costs and improving value.

As EV fleets mature, businesses should reassess how vehicles are funded, how long they are kept and the support available.

4/ Rethinking maintenance for electric fleets

As fleets electrify, traditional maintenance models are increasingly being questioned.

EVs require less ongoing maintenance, yet many fleets are still paying for bundled maintenance packages designed for combustion vehicles.

When budgets are tight, it is harder to justify paying for maintenance that may never be needed, especially when that money could be used elsewhere in the business.

What fleets need to consider:

2026 is likely to see more fleets unbundle maintenance from vehicle funding and move towards pay-as-you-go models.

Fleets need better visibility over costs and contract terms, but this can result in significant savings if costs better reflect risk.

5/ Electric vans remain a challenge for many fleets

While electric cars are becoming more common in fleets, the picture is very different for vans.

LCV adoption rates continue to be curtailed – beyond last-mile use cases. Although more affordable and efficient electric vans are starting to come to market, high procurement costs, charging constraints and reduced real-world range when vehicles are heavily loaded continue to create operational challenges for many operators.

For many operators, keeping existing diesel vehicles in service for longer will still be the most practical option, particularly where reliability is paramount and margins are tight.

What fleets need to consider:

Rather than committing fully to electrification, some fleets may need to test different options through short-term, light-lease or “try before you buy” arrangements.

At the same time, it remains important to ensure existing diesel fleets are well maintained and efficiently run to keep a lid on costs and meet compliance obligations.

6/ Fleet decisions are facing closer scrutiny

Fleet activity is becoming more important at board level. Growing ESG reporting requirements mean fleet teams are being asked to contribute to discussions on Scope 3 emissions and travel across the business.

They are increasingly being asked to provide accurate data and insights, even where fleet management is not their primary role.

What fleets need to consider:

Fleet operators should expect greater scrutiny and more frequent reporting requests.

Being prepared means having reliable data, understanding wider emissions linked to travel and transport, and recognising that decarbonisation must be meaningful, not simply cosmetic.

Looking ahead

Over the next 12 months, ongoing pressures on cost and compliance will shape fleet decisions more than any single technology or regulation. Marginal gains will matter more than ever.
As fleet management becomes more complex and internal resources remain limited, drawing upon external consultancy services to review fleet strategies and supplier arrangements will become increasingly important.

The fleets most likely to succeed will be those that are flexible and willing to evolve.