In this exclusive interview, Marcel Dacaret Román, Energy Manager at GLS Germany, shares his journey from Guatemala to leading energy innovation at one of Europe's largest logistics providers. He discusses the challenges and opportunities of electrifying GLS’s vast fleet, the company’s growing use of renewable energy, and why smart charging and bidirectional technologies are key to the future of sustainable logistics. Dive into a behind-the-scenes look at how GLS is driving the green transformation from the depot to the delivery van.

What is your background and how did you get involved in fleet electrification and energy management at GLS?

I graduated as an industrial engineer in Guatemala and started my career in the solar energy industry while still studying. Wanting to expand my expertise, I moved to Germany to pursue a Master's degree in energy. A few years after completing my studies, I joined GLS Germany, where I founded and now lead the energy management department. My role as Energy Manager involves driving energy efficiency and sustainability initiatives across our network, overseeing energy controlling, and implementing energy-saving measures at around 70 GLS locations across Germany. I am also responsible for the installation of photovoltaic systems at our depots, managing the transition to more efficient heating systems, and working closely with our sustainability department to support the fleet electrification process. Part of this includes monitoring the expansion of charging infrastructure and coordinating with service providers to ensure seamless implementation.

Can you provide an overview of GLS’s fleet and energy infrastructure?

"Currently, about 23 percent of our fleet consists of low- or zero-emission vehicles. That means we have more than 1,400 electric vehicles operating in over 300 German cities every day, and by the end of March 2025, we expect to grow that number to around 1,600."

Our fleet is primarily composed of last-mile delivery vans and e-bikes, with a growing number of e-trucks and some vehicles using alternative fuels such as hydrogen and LNG. Currently, about 23 percent of our fleet consists of low- or zero-emission vehicles. That means we have more than 1,400 electric vehicles operating in over 300 German cities every day, and by the end of March 2025, we expect to grow that number to around 1,600. These vehicles typically operate within a delivery range of up to 250 kilometers, primarily in urban environments, while e-trucks are also used for long-haul routes and customer parcel pickups.

Charging infrastructure is an essential part of this transition. We have charging stations at all of our depots, primarily 11kW AC and DC fast chargers ranging from 50kW to 100kW. Most of our charging takes place overnight at our own facilities, although some depots and transport partners also use public charging stations when necessary. To further integrate renewable energy, we have installed photovoltaic systems at several depots and are continuously expanding their use. New buildings are already being equipped with solar panels and battery storage solutions as standard. Since most of our charging happens at night, we cannot rely solely on solar energy, but to ensure sustainability, we purchase 100 percent green electricity through certificates of origin. While we do not currently have Power Purchase Agreements in place, we have explored their potential and see them as a viable option for the future.

What are the biggest challenges in transitioning to an electric fleet?

One of the biggest challenges is changing the mindset of employees, stakeholders, and transport partners. Many are used to traditional vehicles and may be hesitant to embrace new technologies. To address this, we focus heavily on education and training, organizing workshops and ongoing communication efforts to highlight the advantages of electrification, such as lower operational costs and environmental benefits. We are convinced that transforming last-mile and long-haul transport is essential for the future, but it requires a joint effort—not just within our company, but in collaboration with policymakers and society as a whole. The transition of the courier, express, and parcel (CEP) industry affects everyone.

Another challenge is ensuring efficient nighttime charging. To avoid energy spikes during operational hours, we must charge our fleet overnight, which requires careful planning. We have implemented smart charging systems that optimize charging schedules to ensure vehicles are fully charged when needed while also keeping energy costs in check.

"One of the biggest challenges is changing the mindset of employees, stakeholders, and transport partners. Many are used to traditional vehicles and may be hesitant to embrace new technologies."

The locations of our depots also present a challenge. Many are situated in areas with limited public transport access, making commuting difficult for employees. To address this, we are supporting carpooling initiatives, providing electric cars for transport partners in some cases, and working with local authorities to improve transport connections. Our new European Smart Hub in Potsdam is a great example of how we aim to locate future depots in areas with better accessibility while also considering noise pollution and environmental impact.

A significant technical challenge is transformer capacity. Many of our depots do not have the electrical infrastructure required to support the increased energy demand from EV charging. We are investing in upgrades and working with utility providers to ensure sufficient capacity. However, in some regions, there simply isn’t enough available energy to expand our infrastructure as needed. To mitigate this, we are exploring the integration of additional renewable energy sources, such as solar power, and engaging with energy providers to secure more reliable energy supply agreements.

Does GLS have a roadmap to achieving a fully electric fleet?

Yes, GLS has a clear roadmap for fleet electrification. Our target is to achieve 75 percent e-mobility for last-mile deliveries by 2030 and 100 percent for company and pool vehicles by the same year. However, our long-term goal extends beyond just last-mile electrification. By 2045, we aim to completely reduce our greenhouse gas emissions, which requires a full transformation of our fleet, including long-haul transport. This is a significant challenge, but one we are fully committed to.

Compared to other GLS teams across Europe, Germany is among the frontrunners in fleet electrification, particularly in terms of last-mile vehicle deployment. That said, all GLS countries are working towards the same sustainability targets, ensuring a coordinated and consistent transition across the company.

Germany is among the frontrunners in fleet electrification, particularly in terms of last-mile vehicle deployment.

From my personal perspective, having Latin American origins, I see that the transition to e-mobility in that region faces additional barriers. The biggest challenges include the lack of charging infrastructure, with most available chargers being slow chargers, and differences in company car policies, which affect adoption rates. Furthermore, there are fewer tax incentives and less political support for electric mobility compared to Europe, which slows down the transition process.

What are your thoughts on dynamic tariffs, smart charging, and bidirectional charging?

At GLS, we have not yet implemented dynamic tariffs or smart charging on a fixed daily basis, but we have carried out multiple pilot projects to test these technologies. It’s important for us to gather experience so we can position ourselves for the future with the necessary expertise and openness to innovation.

Dynamic tariffs present a great opportunity to reduce operational costs by leveraging lower energy prices during off-peak hours. By integrating smart charging solutions, we can optimize when and how we charge our fleet, ensuring we use the cheapest and most efficient energy sources available.

Bidirectional charging, also known as vehicle-to-grid (V2G) technology, is another exciting development. This would allow our electric vehicles not just to consume energy but also to feed it back into the grid when needed. This can help stabilize the energy system during peak demand periods and even create revenue opportunities by selling excess energy back to the grid. While we are not yet deploying this on a large scale, we recognize its potential and are actively researching how it could be integrated into our operations.

Ultimately, intelligent energy management is crucial for the future of logistics. Using EVs as mobile batteries and strategically timing our charging based on energy demand can make a significant impact. These technologies are not just concepts for us—we are already testing them in real-world conditions and will scale them up wherever feasible.

"Ultimately, intelligent energy management is crucial for the future of logistics. Using EVs as mobile batteries and strategically timing our charging based on energy demand can make a significant impact."

What tools does GLS use to manage its EV fleet?

We use advanced charging management systems that collect and analyze data on energy consumption, charging duration, and costs. This allows us to optimize charging schedules and ensure efficient use of energy resources. Our energy management department continuously evaluates this data to refine our strategies.

One of the most successful aspects of our approach is our ability to make data-driven decisions. By monitoring real-time energy usage, we can adjust our operations to reduce costs and improve efficiency. However, as our fleet continues to grow, expanding our charging infrastructure remains a key challenge. We are also focusing on training our drivers to improve their awareness of energy-efficient driving techniques and the benefits of smart charging. These aspects will be crucial as we push forward with our ambitious goals for a sustainable fleet.

Closing Thoughts

GLS is fully committed to scaling up its e-mobility strategy while tackling challenges related to infrastructure, energy supply, and operational integration. Through smart charging, fleet expansion, and renewable energy adoption, we are setting a new standard for sustainable logistics. The transformation is well underway, and by working collaboratively with partners, policymakers, and technology providers, we can accelerate the transition towards a fully sustainable fleet.

"The transformation is well underway, and by working collaboratively with partners, policymakers, and technology providers, we can accelerate the transition towards a fully sustainable fleet."