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MG is taking the next step in its electrification strategy with the arrival of the MGS6 EV, a 100% electric family SUV expected in Europe in early 2026. Larger, more refined and better equipped than its predecessors, this new model aims to make its mark in the EV SUV segment against the market leaders. The new model is part of the brand’s drive to become a major player in the electric vehicle sector.

MGS6 EV technical sheet

The MGS6 EV is based on the MSP modular electric platform, designed to offer space, comfort and efficiency, and already tried and tested on models such as the MG4. According to the manufacturer, it will be 4.71 m long and 1.91 m wide, with a generous wheelbase of around 2.84 m – dimensions that are conducive to space on board. The boot is rated at 674 litres in five-seat configuration, expandable to almost 1,910 litres with the bench seat folded down.

On the technical front, MG has opted for simplicity, with a 77 kWh NCM battery compatible with fast recharging up to 144 kW. Two configurations are planned: a rear-wheel drive version developing 244 bhp, and a Dual Motor version with all-wheel drive peaking at 361 bhp. The claimed WLTP range is around 530 km for rear-wheel drive and just under 500 km for the most powerful version, while recharging from 10 to 80% takes just under 40 minutes on a fast charging point, a time on paper slightly shorter than that of some direct competitors.

Design and interior ambience: moving upmarket without sacrificing appetite

Aesthetically, the MGS6 EV marks a clear break with the more ‘low-cost’ image historically associated with certain MG models. Externally, it is closer to the codes of modern SUVs: short bonnet, slightly receding roof, neat lighting signature.

Inside, the British-born brand, now controlled by the Chinese SAIC group, has opted for a more premium ambience. The MGS6 EV features a large 12.8-inch central screen accompanied by a 10.25-inch digital instrument cluster. Materials have been upgraded with metallic inserts and foamed surfaces, complemented by ambient lighting and heated and ventilated front seats depending on version. The generous wheelbase ensures excellent rear-seat space, in keeping with the SUV’s family ambitions.

In terms of safety, this model boasts a host of top-of-the-range features, including lane keeping, adaptive cruise control, emergency braking, blind spot monitoring and other advanced systems.

MG / SAIC’s electric ambitions: a trajectory set to 2030

MG’s electrical strategy is based on several phases:

• Phase 1 (≈2019-2022): entry into the European market with affordable EVs such as the ZS EV and MG5 EV.
• Phase 2 (2022-2024): launch of the MSP platform and models such as the MG4.
• Phase 3 (2024-2026): moving up the range with vehicles such as the Cyberster (a 100% electric roadster) and now the MGS6 EV, both showcases of technology and volume.

MG and its parent company SAIC aim to offer an almost entirely electric range in several European markets around 2030, in line with the progressive bans on sales of new combustion-powered vehicles. At the same time, in China, SAIC, which owns the brand, is rolling out a similar technical base under several brands, with the aim of achieving a total transition to pure electric by 2035 at the latest.

Production sites and industrial issues

Like the brand’s other electric models, the MGS6 EV is assembled in China, in the factories of the SAIC Motor group, which now centralises MG’s global production. This industrial strategy, based on the integration of key components (batteries, motors, electronics), enables the brand to offer electric vehicles that are competitive in terms of price and performance.

This industrial layout goes a long way towards explaining MG’s ability to position the MGS6 EV as a spacious, powerful and richly equipped family SUV, while remaining below the price levels of many of the European offerings in this segment.

However, this organisation remains exposed to changes in European regulations, particularly concerning rules of origin, customs duties and the carbon footprint of imported vehicles. Against this backdrop, MG and its parent company SAIC have already raised the possibility of partial industrialisation in Europe in the medium term, particularly for batteries and final assembly, although no precise timetable has been set out.

Conclusion

The MGS6 EV represents MG’s move upmarket, offering a vehicle that combines family space, performance, modern technology and, above all, a competitive price. MG has taken a significant step forward and is now targeting the established players in the electric SUV segment in Europe.

With the WN7, Honda has reached a symbolic milestone. For the first time, the Japanese manufacturer is launching an electric motorbike in Europe, conceived not simply as a mobility tool, but as a genuine ‘pleasure’ and premium machine. With a claimed range of over 130 km, 100Nm of torque, CCS2 fast charging and premium positioning, the WN7 marks a new stage in Honda’s electric strategy.

An electric motorbike designed for the European market

Presented as the production version of the EV Fun concept unveiled at EICMA 2024 (the international motorbike and two-wheeler show in Milan), the Honda WN7 is officially the manufacturer’s first ‘full-size’ electric motorbike for Europe. This choice is far from insignificant, given that the Old Continent is one of the most demanding markets in terms of standards, performance and versatility of use.

Honda is clearly making this launch part of its roadmap towards carbon neutrality, with the stated aim of making its entire two-wheeler range carbon neutral by the 2040s. But beyond the environmental rhetoric, the WN7 boasts a more sensational ambition. It is designed to appeal to young urbanites and suburbanites looking for a credible alternative to mid-range internal combustion motorbikes.

Performance on a par with a 600cc?

In technical terms, the WN7 is based on a water-cooled electric propulsion unit, integrated into an ‘E-Drive’ package. Two versions are planned to cover the main European licences: an 11 kW version accessible to A1 licence holders (or 125 cm³ equivalent) and an 18 kW rated power version, with a peak of 50 kW, compatible with A2 licences.

Honda particularly emphasises the immediately available 100Nm of torque, which it compares to that of a 1,000cc internal combustion motorbike. In practice, overall power and acceleration would be more in line with that of a 600cc motorcycle, which is a coherent position for a multi-purpose machine that combines commuting and touring.

Handling and steering

With a kerb weight of around 220kg, the Honda WN7 is in the mid-range of mid-displacement streamlined internal combustion motorbikes. The manufacturer insists on a lower centre of gravity and a narrow frame, designed to make it easier to handle in an urban environment. Regenerative braking, which can be adjusted or even deactivated, plays a central role. Honda presents it not just as a tool for optimising fuel consumption, but also as a genuine driving aid, enabling deceleration phases to be adjusted at the throttle and, if necessary, a feeling closer to the freewheel of a combustion engine.

The WN7 offers four driving modes: Sport, Standard, Rain and Eco. It features a 5-inch TFT screen compatible with Honda RoadSync. Navigation, smartphone connectivity and riding information are all integrated into a coherent package, without going overboard with technology. Designed for everyday use, the bike also features keyless ignition and a manoeuvring mode with low-speed and reverse assistance, a useful feature given the weight and torque available from the very first turns of the wheel.

An assertive and sought-after premium positioning

Priced from €14,999 in France and Belgium, the Honda WN7 has a single price tag, irrespective of the 11 or 18 kW version. This clearly premium positioning puts it up against electric rivals such as the LiveWire S2 Del Mar and the Zero FXE, but also, indirectly, against the well-established mid-range internal combustion models. Honda has accompanied the launch with a range of financing options, including a €199/month lease in France for orders placed before the end of 2025. The first deliveries are expected in the first quarter of 2026. With the WN7, Honda is not only seeking to electrify its range, but to redefine what a ‘fun’ electric motorbike can be on the European market.

Renault is stepping up its transition to electric vehicles with a well-structured product offensive for 2026, in line with a strategy initiated several years ago. The French brand, with its strong European heritage, intends to reconfirm its legitimacy on the EV scene while responding to the growing pressure from global and Chinese players.

A year 2026 structured around two key areas

The year 2026, which has just begun, is synonymous for Renault with the launch of several new 100% electric vehicles covering both the urban segment and commercial vehicles:

The return of the iconic Twingo E-Tech electric. The small city car is being reborn in a 100% electric version with a clear ambition: to offer an EV that is affordable at under €20,000 before subsidies, a rarity in the A segment in Europe. The city car will be produced from early 2026 at the Novo Mesto plant in Slovenia, with a WLTP range of around 260 km and modern features (connectivity, fast charging, driver assistance functions). The idea behind the French brand is to meet everyday urban needs.

The other Renault vehicle to see the light of day is the Trafic E-Tech / FlexEVan on the electric LCV front. With this innovation, Renault is extending its range with 100% electric vans scheduled for 2026, designed for professional fleets and urban use. Based on the group’s latest EV platforms, these vans will incorporate advanced technologies and a software-defined vehicle configuration to optimise fleet management and day-to-day operations.

Market access facilitated by increased aid

Renault isn’t just betting on its vehicles: it’s also focusing on affordability. In 2026, the French government has renewed the enhanced CEE scheme. Thanks to the entry price of the Twingo E-Tech electric combined with various “Classic” and “Helping Hand” bonuses, the price of the latter will be reduced to around €13,750 for households on the lowest incomes. The brand’s commercial vehicles will also be eligible for various incentives from the start of the year.

A long-term electricity strategy

The products 2026 offensive is part of a longer-term strategic roadmap, supported by the Renaulution plan, which aims to give Renault a strong position in European and global electromobility.

• ElectriCity & batteries in Europe
  Renault has consolidated its industrial capacity around the ElectriCity cluster in northern France, bringing together plants in Douai, Maubeuge and Ruitz to optimise EV production. Nearby, an AESC gigafactory in Douai produces competitive low-carbon batteries, with the aim of achieving a capacity of up to 24 GWh by 2030. A second Verkor site is planned to produce around 10 GWh of batteries from 2026, strengthening the Group’s industrial autonomy.

• In-house technologies and platforms
  Renault is also pushing ahead with the development of proprietary electric motors, integrated power electronics solutions and dedicated platform architectures such as CMF-BEV to reduce production costs and improve the efficiency and competitiveness of its EV models.
• Electric vehicle mix targets
  The Group’s ambition is to have a sales mix with more than 65% electric and electrified vehicles by 2025, with a progression towards a predominant BEV mix by 2030, in line with European emission reduction standards.

A European perspective: Renault and the competition

In Europe, Renault’s efforts must be seen in the context of its main competitors:

Volkswagen Group, with a vast ID range and projects such as the ID.Polo, scheduled for 2026, remains a heavyweight in the European EV market. VW is counting on high volumes and a strong presence in all consumer segments.

Stellantis (Peugeot, Citroën, Opel, etc.) is pursuing a more ‘mixed’ strategy, combining electric and hybrid technologies while targeting affordable light commercial vehicles and city cars.

Chinese players such as BYD are pushing European players to review their pricing and innovation strategies, particularly in the urban/very affordable segments, while at the same time creating partnerships (e.g. Renault-Ford alliance announced to develop small EVs from 2028).

Renault stands out for its product strategy covering city cars, SUVs and electric light commercial vehicles, and for its strong industrial integration in Europe, which gives it an advantage in the race for electrification on the Old Continent.

Conclusion

With 2026 as its pivotal year, Renault is setting its EV strategy on a clear course: a structured product offensive, easier economic access, strengthened industrial capacities and assertive European ambitions. With the Twingo E-Tech electric city car designed to make electromobility accessible to all, and LCVs to meet the needs of professionals, Renault is positioning itself as a major European player, ready to take on its rivals while continuing the profound transformation that has already been underway for several years.

With the number of electric vehicles now exceeding six million in Europe, the issue of recharging is beginning to emerge as a major industrial, economic and political challenge. In France, the growth in infrastructure is pitting ambitious private operators against a regulatory framework that is heavily structured by the public authorities. Between aggressive expansion strategies, unprecedented alliances and persistent economic weaknesses, the battle for recharging is far from over.

The dynamic could not be clearer: without a dense and reliable network of charging points, the transition to electric vehicles risks hitting a ceiling in terms of usage. By the end of 2024, there will be more than six million electric vehicles on the road in Europe, and France will be one of the fastest-growing markets. This acceleration puts direct pressure on recharging networks, which will have to scale up both in terms of the number of points available and the power delivered. In this context, ultra-fast infrastructures, capable of delivering more than 150 kW, are becoming a strategic lever. They will determine not only the acceptability of electric vehicles for long journeys, but also the credibility of public policies to move away from fossil fuels. The French market, long dominated by a cautious, highly regulated approach, is now attracting private players ready to invest on a massive scale.

Electra and Fastned, different models

Electra is establishing itself as one of the most aggressive players. The French operator has a clear objective: to deploy 2,200 stations and 15,000 high-power charging points by 2030. Its strategy is based on prioritising dense urban areas and major roads. In short, where demand is already strong and set to grow rapidly. The partnership with INDIGO illustrates this integrated approach. Between now and 2026, more than 225 fast charging points will be installed in car parks in Paris, Lyon, Nice and Bordeaux. The aim is to capture both everyday uses and transit charging needs. The 433 million euros in debt raised in 2025 marks a turning point: Electra is assuming a position of European leader, with an investment capacity rarely seen in the sector.

Faced with Electra, Fastned is defending a different model. At the end of 2024, the Dutch operator had 346 stations and more than 2,100 charging points in Europe, including 44 sites in France. Its strength lies in its expertise in motorway infrastructure, with recognisable, modern stations geared towards very high-power recharging. As you might expect, this strategy comes at a price. Fastned recorded a net loss of 36 million euros in 2024, a direct consequence of its sustained rate of expansion. However, the operational indicators are solid, with each station generating an average of €270,000 in annual sales and consuming around 440 MWh. The gamble of accepting short-term losses in order to lock in strategic locations seems to have been taken.

Tesla Supercharger, the intelligent evolution

Long seen as a separate ecosystem, the Tesla Supercharger network has evolved considerably. By the end of 2025, the American brand was operating more than 3,200 charging points in 240 stations in France. More importantly, almost 75% of these charging points are now open to all electric vehicles, marking a major strategic shift. This opening is accompanied by a technological renewal. More than fifty stations are now equipped with V4 charging stations, capable of delivering up to 325 kW. Tesla is primarily targeting the main roads, but is also strengthening its presence in urban areas and shopping centres. By opening up to competition, the Supercharger network is becoming a fully-fledged player in the French market, while retaining an advantage in terms of image and reliability.

Alliances, public framework and business model

Faced with the proliferation of networks and the complexity of use for drivers, a cooperative approach is emerging. In April 2025, Electra, Fastned, IONITY and Atlante announced the creation of the Spark Alliance. With no merger or capital integration, this alliance simply aims to unify access to 1,700 stations and more than 11,000 charging points in 25 European countries. The aim is to simplify the user experience through interoperable applications, unified payment and the deployment of plug & charge. This initiative is a direct response to the fragmentation of networks and the complexity of cross-border charging journeys. At the same time, public authorities continue to play a central role. ADEME supports the development of infrastructure through targeted calls for projects, in particular the IRVE programme, which will receive €10 million by 2024. The national objective remains ambitious, with a target of 400,000 public charging points by 2030.

Despite this, weaknesses persist. In France, the average rate of use remains low, at around 0.7 recharges per day and per point. This figure calls into question the economic viability of certain projects, particularly outside the main roads and metropolitan areas. Operators have to contend with high investment costs, connection constraints and uncertain short-term profitability. Abroad, Tesla and Fastned are suing Tank & Rast in Germany over restricted access to motorway service areas. In France, while conflicts with local authorities remain limited, the debates surrounding TURPE (Tarif d’Utilisation des Réseaux Publics d’Électricité), connection conditions and siting rules could, in time, generate similar friction between private players and public authorities.

Towards a new balance?

The battle over charging infrastructure in France is no longer simply a question of the number of charging points. It reveals a broader confrontation between industrial visions, public service rationale and economic imperatives. Private operators are stepping up the pace, innovating and forming alliances, while the State is trying to ensure consistency, territorial equity and accessibility (not without some difficulty). As the electric vehicle becomes the norm rather than the exception, recharging becomes a strategic pillar of mobility. The challenge now is to build an ecosystem that is sustainable, interoperable and economically viable. This is essential if electrification is not to remain just a promise, but to become a fully functional reality on French roads.

At the end of 2025, Volvo Cars is making an unambiguous statement: electrification is no longer a distant prospect, but a booming industrial reality. With significantly improved range, ultra-fast charging, 800-volt architectures and new-generation on-board intelligence, the Swedish manufacturer’s successive announcements confirm a technological move upmarket that is as much about performance as it is about long-term credibility.

A new generation of electricity well established

The year 2025 will mark a key stage in Volvo’s transformation. With the launch of several strategic models and an in-depth update of its electric headliners. The Scandinavian brand is showing that it is turning a decisive corner. The ES90, unveiled in the spring, embodies this new phase. Positioned in the premium segment, it boasts a range of up to 700 kilometres and, above all, express recharging made possible by an 800-volt architecture. This means it can recover around 300 kilometres in ten minutes under optimum conditions.

This logic is also applied to more compact and versatile models. The EX30 Cross Country, an adventurous version of the electric urban SUV, illustrates Volvo’s desire to cover a wider range of uses without sacrificing efficiency. With a claimed range of over 420 kilometres and a range from 10 to 80% in less than thirty minutes, the model is fully in line with the standards expected by the European market in 2025.

EX90 and the rise of 800V architectures

At the top of the range, the EX90 large SUV also benefits from a major upgrade with the 2026 model year. The integration of an 800-volt architecture, combined with increased computing power for on-board systems, marks a clear departure from the previous generation. Volvo is highlighting a platform designed to last, capable of evolving through software updates and already rewarded with a top score in Euro NCAP crash tests.

This increase in technological power is not limited to the powertrain. At the same time, the EX90 unveils new safety and comfort features, such as a multi-adaptive seatbelt that adjusts its response according to body shape and situation, and a Bowers & Wilkins audio system developed with an acoustic signature inspired by Abbey Road studios. The aim is to make electric cars a desirable choice, not just a rational one.

Batteries, recharging and sustainability at the heart of the strategy

Behind these launches lies in-depth work on the battery, the real sinews of war in electric vehicles, as we now know. Volvo has announced that it is aiming for a 50% increase in energy density by the middle of the decade, based in particular on its partnership with Northvolt. This development should make it possible both to extend autonomies and to reduce recharging times, with the promise of charging speeds double those of current generations.

The Swedish brand is also emphasising the integration of new functions linked to the electricity grid, such as V2G, which will enable vehicles to return energy to the grid, and the recycling of batteries at the end of their life. These choices are part of an even broader sustainability strategy, with a stated objective of 50% recycled plastics in new models and a gradual reduction in the carbon footprint over the entire life cycle.

Financial performance and roadmap

These advances are accompanied by solid economic results. In the second quarter of 2025, Volvo Cars posted EBIT (Earnings Before Interest and Taxes) of almost SEK 2.9 billion (around €268 million), despite the tense situation in the automotive industry. Nearly 44% of worldwide sales are now of electrified vehicles, including more than 20% of fully electric models, confirming the relevance of the strategy pursued.

Nevertheless, the carmaker is continuing with a recovery and cost optimisation plan, valued at 18 billion kroner (around €1.7 billion), in order to secure its long-term trajectory. The objective remains unchanged: to achieve at least 90% electrified sales by 2030, including plug-in hybrids. It’s an ambitious target, but one that Volvo believes is compatible with market realities, thanks in particular to historic models such as the XC60, which has now sold more than 2.7 million units.

International recognition

This strategy is beginning to bear fruit in terms of image. The EX90 has been named World Luxury Car 2025, while Volvo has been awarded the title of Manufacturer of the Year by several professional institutions. These distinctions validate the premium technological positioning claimed by the brand, at a time when competition in the electric market is intensifying.

On the eve of 2026, with the announced arrival of the EX60 and the promise of ranges unheard of in the premium segment, Volvo seems to have struck a balance between innovation, industrial prudence and strategic coherence. A trajectory that, without making too much noise, places the Swedish manufacturer among the most credible players in the electric transition in Europe.

Sources: volvocars.com – worldcarawards.com

The Ferrari Testarossa, icon of the 1980s, continues to make its mark on automotive history, but now from a legal and strategic rather than a technical perspective. In July 2025, the Court of Justice of the European Union (CJEU) confirmed that Ferrari retains its rights to the ‘Testarossa’ trademark, stressing that use of the name, even on second-hand vehicles, spare parts or derivative products, remains sufficiently active to justify its protection. This decision reflects the cultural and commercial importance of the name in the minds of the European public.

A historic name, a bridge to the future

While no new Testarossa has been produced, Ferrari is integrating the concept of heritage into its modern strategy. The brand continues to develop its hybrid and electric powertrains, with PHEV models and 100% electric vehicles planned for the coming years. The strategic plan presented at the Ferrari Capital Markets Day 2025 confirms the brand’s ambition to maintain the prestige of its supercars while gradually adopting cleaner technologies.

Cultural heritage as a strategic lever

The Testarossa name, which has been part of the collective imagination since 1984, remains a powerful symbol of Ferrari’s history. The CJEU’s decision not only protects the brand’s rights, but also strengthens Ferrari’s ability to exploit this heritage in derivative products, collections and special editions. This heritage enables the brand to anchor its future hybrid or electric models in a cultural continuity that is recognised and valued by collectors and enthusiasts.

Ferrari and the technological transition

In its roadmap to 2030, Ferrari is planning a ramp-up in hybrid models, followed by the introduction of its first 100% electric car scheduled for 2027-2028. This transition is being made gradually, while maintaining the performance and driving experience for which the brand is renowned, and meeting global environmental and regulatory imperatives.

Conclusion: a protected name and an assertive strategy

The Testarossa is no longer just an iconic supercar: it has become a strategic tool, linking Ferrari’s cultural heritage with its technological ambitions. By legally protecting this name and preparing its transition to hybrid and electric vehicles, Ferrari is asserting its desire to combine passion, innovation and the long-term future of the brand.

In the UK, sales of electric vehicles continue to rise, supported by the ZEV Mandate quotas, but the roll-out of public charging points is struggling to keep pace. While the total number of charging points is growing every year, the slower pace of installation and regional disparities raise questions about the network’s ability to keep pace with the growth in EV use, particularly for private customers and long-distance journeys.

A network that continues to grow… but at a slower pace

In the UK, the roll-out of electric vehicle (EV) charging points is still progressing in 2025, but at a slower rate than the adoption of vehicles themselves. According to the latest data from The Guardian, the pace of installation has slowed markedly this year, with just 13,500 new public chargers installed between the end of 2024 and the end of November 2025, compared with stronger growth in previous years. This brings the total public network to around 87,200 charging points by the end of November 2025, an annual increase of around 18%, the lowest since 2022.

Strong growth in EV sales

In the UK, electric vehicles account for a growing share of the market. In fact, according to registration statistics, EVs accounted for almost 23% of new car sales in the first 11 months of 2025, compared with around 19% in the same period the previous year. A fine progression, then, for this emerging market, which is becoming increasingly important.

European manufacturers are leading the charge: BMW has 34.4% of BEV sales, Mercedes-Benz 36.6%. The Tesla Model Y (18,310 units) and Model 3 (16,605) dominate the sales rankings for the first nine months.

Fast infrastructure still inadequate

It’s true that the roll-out of charging points is slowing down. But the market is growing. According to Zapmap, there were already more than 87,200 charging points on the network at the end of October 2025, an increase of around 23% over one year. While there has been an increase in the number of so-called fast and ultra-fast chargepoints, which are essential for long-distance journeys, they remain a fraction of the total, still limiting the ability to make long electric journeys, and so British drivers are still not completely convinced about adopting an EV.

According to the latest data from The Guardian, the pace of installation has slowed markedly this year, with just 13,500 new public chargers installed between the end of 2024 and the end of November 2025, compared with stronger growth in previous years. This brings the total public network to around 87,200 charging points by the end of November 2025, an annual increase of less than 20%, the lowest since 2022.

Major regional disparities

The geographical disparities are still glaring: some urban areas, such as London, are home to 22,211 public pay stations (250 per 100,000 inhabitants), 2.3 times the national average of 108 per 100,000.

Conversely, regions such as Northern Ireland have a ceiling of 36 charging points per 100,000 inhabitants. On motorways, only a third of service areas have at least six ultra-fast chargers.

These differences may influence consumer confidence and limit the adoption of EVs outside major cities.

The role of the ZEV Mandate

In this context, public policy plays a key role. The Zero Emission Vehicle (ZEV) Mandate, designed to push manufacturers to sell more zero-emission vehicles, continues to support the growth of EV sales in the UK, although the implementation and political signals around this policy may create some uncertainty for infrastructure investors.

The introduction in July 2025 of theElectric Car Grant, offering up to £3,750 cashback on new cars under £37,000, has undeniably boosted the market. More than 40 models are now eligible, considerably widening the choice for buyers.

A crossroads for electric mobility

The UK is at a pivotal point in its transition: EV sales continue to grow, but the public network needs to keep pace to ensure continued uptake, particularly for consumers and in rural areas. The next few months will be crucial in determining whether the roll-out of charging points can accelerate and sustainably support the rise of electric cars.

In 2025, the French car market will undergo a discreet but structuring change. A number of hybrid and, above all, 100% electric models are leaving manufacturers’ catalogues. Far from being a mere passing fad, these disappearances are indicative of a profound reorganisation of the range, under the combined effect of new European standards, profitability under pressure and a strategic repositioning of brands in the face of an electric market that is more demanding than expected.

A pivotal year for electric vehicles in France

The year 2025 marks a turning point in the recent history of automotive electrification in France. After several years of rapid growth, the electric vehicle market is entering a more complex phase of maturity, in which each model must now justify its existence on solid industrial, regulatory and commercial foundations. And this inevitably means that some vehicles, some of them quite recent, are simply disappearing from the catalogue.

This phenomenon mainly affects electric models that have reached the end of their cycle, or have been designed on platforms that are now considered obsolete. While existing stocks still allow a few deliveries at the end of the year, these vehicles are no longer being offered for new orders. This may come as a surprise to consumers, but it is a clear sign of a brutal (and necessary) tightening of market conditions.

They bowed out in 2025

Among the models concerned, several names well known to the French public are leaving the scene. The Mazda MX-30, the Japanese manufacturer’s first electric car, is an emblematic example. Its limited range, which was originally seen as an ecological choice, never convinced a market that had become very sensitive to the price/real mileage ratio. In France, its volumes have remained marginal, making any regulatory upgrade economically untenable. Another striking case is that of MG. The Sino-British manufacturer is stopping the sale of several of its electric models in France, including the ZS EV, the Marvel R and the MG5 Electric. The reason for this is the European GSR2 standard, which comes into force in July 2024 and requires new driving aids and more advanced safety systems. Adapting these existing models would have required heavy investment, which would have been difficult to recoup given their aggressive selling prices.

Some disappearances have more to do with life-cycle logic than commercial failure. Such is the case with the Nissan Leaf, a true pioneer of the modern electric vehicle. Launched in 2010, it paved the way for consumer electrification, but its technical architecture and positioning are no longer in phase with current standards. In 2025, the Leaf will gradually disappear from European catalogues, pending a successor based on a new platform. At Renault, the page is also being turned for two historic models. The Zoé, long the best-selling electric car in France, is disappearing following the arrival of the Renault 5 E-Tech, which is more modern, more profitable and better equipped to face up to the competition. The same logic applies to the Twingo Electric, withdrawn before the arrival of a new generation announced for 2026. In both cases, it’s less a question of taking a step back than of refocusing on more coherent long-term industrial projects.

GSR2, a silent accelerator of withdrawals

Behind these marketing halts lies a key factor: the European GSR2 standard. These regulations now require a whole range of driving aids to be fitted as standard, including enhanced automatic emergency braking, active lane keeping and advanced driver monitoring systems. For models designed before these requirements, adaptation can be complex and costly.

Against a backdrop of pressure on margins, particularly for entry-level and mid-range electric vehicles, many manufacturers have made a pragmatic choice. They have decided to discontinue the models concerned rather than invest in an upgrade, which they consider to be unprofitable. This reasoning goes a long way towards explaining the disappearance of certain Asian vehicles and first-generation electric vehicles, which are still technically functional.

Hybrids and plug-ins: a different trajectory

Unlike electric cars, hybrids and plug-in hybrids will not see a massive wave of retirements in 2025. The movement is more subtle. Some models will discreetly disappear from the range, but the dominant trend remains one of renewal and optimisation rather than outright abandonment. Plug-in hybrids, in particular, are facing a less favourable environment. The tightening of the CO₂ malus and the gradual end of certain tax benefits for businesses are reducing their appeal, especially for heavy models or those with limited real electric use. Even so, manufacturers are continuing to believe in them, by modernising their powertrains, increasing battery capacity or improving electronic management.

In France, the single hybrid is gradually becoming the preferred motoring choice for motorists. More reassuring to use, less dependent on recharging infrastructure and often more affordable, it is better suited to the actual uses of a large proportion of the population. This success explains why manufacturers, particularly Japanese and European, are stepping up their hybrid offerings in 2025. Toyota, Hyundai-Kia, Renault and Stellantis are all continuing to roll out new-generation hybrids, sometimes to the detriment of certain electric versions that are considered less strategic. Hybrids are becoming the mainstay of the transition, while all-electric vehicles must now prove their relevance on a model-by-model basis, rather than as a matter of course across the board.

Towards more selective and credible electrification

These withdrawals do not signal a retreat from electrification, but rather a phase of rationalisation. After a period of experimentation and sometimes excessive diversification, the market is entering a more industrial logic, where each vehicle must be economically viable and compatible with regulatory constraints in the medium term. By 2035, the objective of ending sales of new combustion-powered vehicles remains officially in place, despite European debates on the modalities and possible exceptions. In the meantime, the range will continue to evolve, with fewer models, but with more advanced offerings that are better adapted to the real uses and expectations of French motorists.

Ultimately, the electric and hybrid models that will disappear from our catalogues in 2025 tell a broader story: that of a car market in the throes of change. Stricter standards, more demanding customers, margins under pressure… Electrification is beginning to look like a balancing act for manufacturers. This reorganisation marks the end of a certain naivety about electric vehicles. The future will depend on the overall coherence of projects.

In a rapidly reshaping automotive sector marked by accelerated electrification, the rise of software and global competition for skills, BMW Group is establishing itself as one of the most attractive employers on the planet. The Bavarian carmaker tops several international benchmark rankings in 2025, including the Trendence Professionals Barometer for the 14ᵉ year running. This recognition goes beyond the image of the car brand alone, and reflects a structured strategy designed as a key lever for the Group’s industrial, technological and environmental transformation.

Sustainable benchmark performance

For the fourteenth year running, BMW Group has been ranked first in Germany’s Trendence Professionals Barometer. This ranking, based on the responses of nearly 18,000 academics, measures the attractiveness of employers to young graduates and qualified professionals. This national domination is matched by European and global recognition.

BMW is one of the most popular companies among European students, ranking seventh in the world among future engineers. These results reflect the Group’s ability to remain attractive to the younger generation, while appealing to highly qualified profiles who no longer see themselves solely in the traditional automotive sector.

BMW, manufacturer and technology company

One of the key findings of these rankings is the diversity of profiles attracted to the BMW Group. The company is also one of the world’s most attractive employers for IT and business students, confirming its gradual shift towards a technology-based business model. At a time when vehicles are becoming software platforms on wheels, when data, the cloud and AI are taking centre stage, BMW is succeeding in positioning itself as a credible arena for expression in the face of digital pure players.

This is a strategic achievement, given that the battle for IT talent has become a decisive factor in the future competitiveness of carmakers. This cross-functional appeal is enabling the Group to put together teams capable of working at the interface between industry, digital technology and sustainability, a key challenge if the transition to electric and connected mobility is to succeed.

Worldwide recognition by Forbes

BMW Group’s recognition extends far beyond Europe. In the Forbes ranking “World’s Best Employers 2025”, the Group is ranked fifth in the world, all industries combined. This is not only the best performance for a car manufacturer, but also for a German and European company.

This position reinforces the image of a group capable of offering an attractive working environment on an international scale, in a context of increasing globalisation of careers. The ranking also underlines the consistency between BMW’s external reputation and the perception of its employees, a point that is often decisive for long-term attractiveness.

Highly consistent internal indicators

According to data provided by the Group, 92% of employees say they are proud to work for BMW, while 87% would recommend the company as an employer. These figures reflect a solid social and professional climate, reinforced by ongoing training, international mobility and skills development policies. BMW also relies on competitive working conditions, health and well-being schemes, and greater flexibility in work organisation. These have become essential levers for retaining talent in a rapidly changing sector. BMW defends the success of the technological and environmental transition by focusing above all on people.

The electrification of ranges, the digitalisation of factories, the integration of software and AI all require new skills, but also a corporate culture capable of embracing change. By placing employer attractiveness at the heart of its strategy, BMW is seeking to build a resilient organisation capable of long-term innovation. This approach makes talent management a real pillar of industrial competitiveness. In an automotive sector facing unprecedented upheaval, BMW Group is demonstrating that a manufacturer can remain successful, desirable and credible, provided it considers its employees to be as decisive a strategic advantage as its technologies or platforms.

Sources: press.bmwgroup.com