Delivering EV Charging Infrastructure that Performs at Scale
Featuring James Burnett, Head of EV, Clarke Connect
As organisations across the UK accelerate their transition to electric vehicles, the role of charging and power infrastructure has never been more critical. EV charging is no longer a standalone sustainability initiative — it is a core operational asset that underpins fleet performance, service continuity, and long-term commercial resilience.
From depot-based fleet charging to public and semi-public networks, organisations are navigating a complex landscape shaped by grid capacity constraints, regulatory requirements, safety obligations, and evolving user expectations. Decisions made at the earliest stages, around power availability, site strategy, and delivery models, now have a direct impact on cost, scalability, national rollout, and programme certainty.
In this edition of Give Me 5, James Burnett, Head of EV at Clarke Connect, joins us to explore what it really takes to deliver EV charging infrastructure that performs at scale. James shares practical insight into the opportunities EV presents for commercial organisations, the risks that are often underestimated, and why a power-led, end-to-end approach is essential for safe, compliant, and future-ready deployment.
From feasibility and grid connection through to construction, commissioning, and long-term operation, this interview guides organisations looking to move from EV ambition to assured delivery — with confidence, clarity, and control.
#1
EV Opportunities and Risk
Hi James, and thanks for joining us. EV charging has moved fast. What’s the real opportunity for organisations right now — and what’s the part many underestimate?
James: Thanks, and happy to share my thoughts and experience. For most organisations, EV infrastructure is no longer a “future project” — it’s a commercial decision tied to fleet certainty, operational resilience, ESG commitments, and cost control.
The opportunity is straightforward: when charging is designed around fleet operations, for instance, it becomes an asset that reduces fuel volatility, supports compliance goals, and strengthens service continuity.
What’s often underestimated is that EV charging isn’t a simple equipment install. It’s power infrastructure delivery. That means early decisions about site suitability, grid capacity, duty-holder responsibilities, safety, and long-term maintenance will determine whether a programme runs and scales smoothly or becomes a series of delays, redesigns, and unplanned costs.
That’s why we push an infrastructure-led mindset: treat EV as a governed programme from day one — not a set of disconnected installs.
#2
Getting the Foundations Right
How do organisations start this journey, and what decisions must they get right before committing budget?
James: EV infrastructure works best when approached as a structured delivery journey. Early decisions shape cost, risk, and long-term performance, so clarity on a small number of fundamentals is essential before committing budget.
When selecting a charger, I’d focus on:
Power Reality (Not Power Assumptions)
Grid capacity and connection timelines can make or break delivery. Early engagement with the DNO and a clear strategy around contestable works is essential — especially when you’re rolling out across multiple sites, and potentially nationwide.
Operational Fit
Charging layout, vehicle movement, dwell time, and future expansion need to be designed around how fleets actually work — not a generic site plan.
Safety and Compliance Ownership
EV delivery introduces construction, electrical and live-environment risk. Ensure clear duty-holder accountability in Construction Design Management (CDM) matters — and it’s far easier to embed safe design early than to retrofit controls later.
Lifecycle Cost (not just capex)
The “real” cost is the total cost of ownership: uptime, maintenance, response times, performance monitoring, and upgradeability.
This is exactly why our EV delivery model starts with acquisition and feasibility — it’s where you remove uncertainty before locking in an investment.
#3
Managing Grid Constraints
We often hear about grid constraints and connection delays, James. What can organisations do to reduce risk and regain control?
James: The first step is being honest about the constraint: grid connection is often the critical path. What helps is shifting from reactive coordination to a structured connection strategy:
- Engage early, with clear load requirements and a realistic rollout plan.
- Design for phased capacity where needed.
- Reduce interface risk by having a single, experienced, integrated partner manage the technical, programme, and compliance requirements end-to-end.
At Clarke Connect, our Independent Connections Provider (ICP) capability is a significant lever for clients. It means we can deliver contestable works and coordinate DNO interfaces to improve control and programme certainty, rather than leaving the project exposed to fragmented responsibility. And importantly: the “fastest” programme isn’t the one that rushes — it’s the one that avoids redesign, avoids rework, and avoids late-stage surprises.
#4
Delivering Safe Infrastructure
Safety, compliance and accessibility are becoming bigger talking points. For you, what does “doing it properly” actually mean in practice?
James: “Doing it properly” means building EV infrastructure that’s safe to install and operate, and defensible from a governance and compliance perspective.
From a delivery standpoint, EV programmes often involve multiple contractors and live operational environments — which is exactly where CDM duty-holder clarity matters. The HSE is clear on the roles of the Principal Designer and Principal Contractor in planning, managing, and coordinating risk, especially when more than one contractor is involved.
From a technical standpoint, installation must align with recognised electrical standards and best-practice guidance (commonly referenced in the UK through BS 7671 requirements and the IET’s EV Installation Code of Practice).
And for public-facing or high-footfall settings, accessibility is rising quickly up the agenda. PAS 1899 provides a recognised specification for accessible public chargepoints, and it’s something asset owners should be considering early, not after rollout.
We can provide the information, experience and guidance for informed decision-making where structure matters: we embed SHEQ, assurance and governance from the outset — not as an afterthought.
#5
From Planning to Funding
For organisations looking to begin or accelerate an EV charging programme, what practical steps would you recommend — and what funding options should they be aware of?
James: As I’ve stated throughout this interview, successful EV programmes begin with structure rather than equipment. Before selecting chargers or committing capital, organisations should work through a clear set of early-stage considerations.
Start with operational demand.
Understand who will be charging, when, and for how long. Fleet profiles, duty cycles, vehicle turnover, and future growth all influence the type, scale, and layout of infrastructure required.
Assess power requirements and availability early.
Grid capacity, connection timelines, and site constraints are often the determining factors in programme viability. Early feasibility studies and engagement with the DNO help remove uncertainty before investment decisions are made.
Build compliance and safety into the design.
EV infrastructure introduces construction, electrical, and live-environment risks. Clear duty-holder roles, responsibilities and accountability help to ensure safe design, and coordinated delivery protects both people and long-term asset value.
Plan for long-term operation.
Charging infrastructure should be treated as an operational asset. Consider maintenance, monitoring, uptime, and scalability alongside capital cost — particularly for multi-site estates.
Additionally, organisations should recognise that EV charging infrastructure is not a one-off installation. It is a long-term operational asset that must adapt as fleets grow, technology evolves, and demand increases. Building in future capacity, serviceability, and flexibility from the outset ensures today’s solution doesn’t limit tomorrow’s ambition.
Funding and Financial Support Considerations
For private and commercial organisations
Funding is no longer limited to upfront capital expenditure. Depending on scale and usage, organisations may explore:
- Asset-backed or low-interest finance models: These help to spread the cost over the life of the infrastructure.
- Operational expenditure (OpEx) models: Aligned to usage or fleet growth.
- Private investment and partnership structures: A viable option, particularly where charging is revenue-generating.
- Grant support: Ideal for specific use cases, such as workplace charging or shared facilities, where eligibility applies.
Early financial modelling — aligned with power and operational planning — helps organisations balance cost certainty with future flexibility.
For public sector organisations and local authorities
Public sector EV programmes may benefit from:
- Central government grant schemes: These support workplace, public, and on-street charging.
- Local and regional funding programmes: An option aligned to decarbonisation, air quality, and transport strategies.
- Framework-based delivery models: Ideal for supporting compliant procurement and programme governance.
- Blended funding: An approach combining grant support with phased delivery to manage budget constraints.
Understanding funding eligibility and procurement requirements early is essential to avoid delays and ensure compliance.
Helping you to make Informed EV Decisions
Our thanks to James for sharing his insight and practical guidance on delivering EV and power infrastructure. His perspective highlights the importance of approaching EV charging as a governed infrastructure programme rather than simply an equipment installation and rollout.
For those exploring an EV charging programme, we encourage you to consider the full programme, including the feasibility and funding review. Furthermore, bringing together operational demand, power strategy, compliance, and financial planning at an early stage provides clarity, reduces risk, and supports confident investment decisions.
Early engagement allows risks to be identified, options to be tested, and delivery pathways to be defined before commitments are locked in.
At Clarke Connect, we support organisations in realising EV charging infrastructure as an asset, whether at a single site or across a multi-site estate, ensuring your decisions drive successful outcomes now and for long-term operations.
Contact the EV Team by clicking here
To connect with James Burnett on LinkedIn, click here