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The energy crisis is hitting the ride-hailing model hard. Faced with soaring fuel prices since the start of the conflicts in the Middle East, Uber is rolling out an emergency plan in France: lower fares, reduced commission rates and new incentives to speed up the switch to electric vehicles. Behind these announcements, the American firm’s aim is to keep drivers in business at a time when their costs are skyrocketing.

A fuel crisis that is undermining the entire sector

The job of a private hire driver is often seen as precarious, but this is now more true than ever. Indeed, for several weeks now, there has been a sharp rise in petrol prices. As everyone knows, this increase is linked to geopolitical tensions in the Middle East; the price per litre has now risen above €2, which is having a direct impact on drivers’ incomes.

For the approximately 30,000 private hire drivers active on ride-hailing platforms in France (Uber, Heetch, Bolt), the impact is immediate. Drivers using petrol-powered vehicles are seeing their running costs rise sharply, whilst their working conditions are also deteriorating: longer waiting times at petrol stations mean fewer journeys are completed, leading to a drop in profitability.

Uber is banking on a 30% reduction in fares to boost demand

Very recently, the US ride-hailing giant announced several measures to address these issues. The first is to adjust prices to boost business. Uber has announced a 30% reduction in fares for its Uber X Share carpool service. This measure is described as temporary.

The idea is simple: to attract more customers to offset the decline in drivers’ earnings. And the solution is already in place. Since early March, these shared rides have surged by 54%, demonstrating strong demand for cheaper journeys in an inflationary climate. In other words, Uber is seeking to offset squeezed margins by increasing volume.

Lower commission rates for the most active drivers

At the same time, the platform is also adjusting its own model. Around 1,000 of its most active drivers will benefit from a “significant reduction” in service fees through the Uber Pro programme.

The aim is clear: to directly offset the rise in fuel costs for those who drive the most. This is a targeted measure that prioritises those who are most dependent on their private hire work.

Electric vehicles are becoming an economical solution, not just an environmentally friendly one

But beyond these emergency measures, Uber is above all accelerating its fundamental transformation: moving away from combustion engines. It is important to note that, since 2022, it has no longer been possible for new drivers to register with a diesel-powered vehicle. The platform has announced: “a one-off subsidy of €1,500 towards the hire of new or used electric vehicles, with unlimited mileage via Flexifleet”.

This initiative already appears to be having an impact. Between February and April, enquiries about switching to electric vehicles rose by 60%, whilst the uptake of electric vehicles increased by five percentage points.

This strategy is backed by a €75 million fund, launched in 2020 and partly financed by customers, to support drivers’ transition.

A fleet that is already largely electrified

The results are clear. In just a few years, Uber’s fleet in France has changed dramatically:

• diesel, which accounted for over 85% of vehicles in 2020, now accounts for less than 5%;
• 93% of vehicles are now hybrid or electric;
• and around 25% are fully electric.

In the same vein, the company recently announced the acquisition of HysetCo’s fleet of hydrogen-powered taxis in Paris, adding a further 800 vehicles to its ecosystem.

These measures appear to be an immediate response to the fuel crisis. But they also reflect a more fundamental shift in the Uber model. The sharp rise in oil prices is acting as a catalyst: it is undermining the viability of petrol and diesel vehicles and making electric vehicles a more economically attractive option for drivers. One key question remains: will these adjustments be enough if the energy crisis becomes a long-term issue?

ACC is entering a new phase in its development. The European manufacturer of electric vehicle batteries has announced the appointment of Allan Swan as Chief Executive Officer with effect from 1 May 2026, with a clear mandate: to accelerate industrial ramp-up in a challenging environment. This change in leadership comes as the group faces operational difficulties at its site in the Hauts-de-France region and increased pressure from Asian competitors.

A change of leadership at a critical juncture

ACC is changing leadership at a pivotal moment in its industrial development. Indeed, the joint venture (between Stellantis, Mercedes and TotalEnergies) has so far failed to turn its ambition into a tangible industrial reality. 

And to achieve its goals, the company has decided to appoint a new leader. The man chosen for the role, Allan Swan, is no ordinary figure: he was previously head of Panasonic Energy USA, where he oversaw the ramp-up of two gigafactories supplying Tesla, amongst others. His expertise is directly relevant to ACC’s current challenge: moving from industrial promise to controlled mass production.

Allan Swan said he was “honoured by the trust placed in me by ACC’s shareholders and excited to be joining the company at such a crucial time for the electric vehicle industry.”

Yann Vincent, the project’s architect, is stepping down

This change also marks the end of an era. Allan Swan is taking over from Yann Vincent, who is retiring after six years at the helm of the company, having been there since its inception.

Under his leadership, ACC laid the foundations for the European battery industry: launching the first gigafactory, establishing an industrial ecosystem and developing clean technologies through its R&D centre in Bordeaux-Bruges.

But the role of a builder is not that of large-scale industrial production. The handover precisely reflects this shift: after the construction phase comes the industrial production phase.

A ramp-up that proved more difficult than expected

That is the crux of the matter. ACC itself acknowledged last February that ramping up production at its plant in northern France is “taking longer and costing more than anticipated”.

In this industry, everything hinges on process control: production volumes, scrap rates and line stability. Yet it is precisely these factors that determine profitability.

The group nevertheless reports progress: module production has doubled in the space of a few months and the rate of unusable batteries is falling. However, these advances are still insufficient to fully stabilise the business model.

Increasing external pressure

These internal difficulties are occurring against the backdrop of a tighter market.

On the one hand, demand for electric vehicles continues to grow, albeit at a slower pace than expected. On the other hand, European manufacturers – ACC’s main customers – are taking a more cautious approach to their investments.

Above all, competition from Asia is a major challenge. Companies such as BYD and CATL largely dominate global battery production, benefiting from low costs and a high level of industrial maturity. Against this backdrop, ACC must both catch up in terms of industrial capacity and secure its markets.

A strategic project for European sovereignty

Despite the challenges, the stakes remain high: ACC is at the heart of the European strategy for industrial sovereignty.

Today, almost all the batteries used in Europe are produced by Asian manufacturers. ACC’s ambition is precisely to reduce this dependence. The joint venture’s new CEO is confident on this point: “I look forward to working with the ACC teams to accelerate growth, expand our manufacturing capacity, and support Europe’s ambition for clean, competitive and energy-independent mobility.”

But this ambition comes at a cost. The group has, in fact, put its plans for new factories in Germany and Italy on hold

A new, more demanding phase

The appointment of Allan Swan appears to be a logical choice. He is taking over a well-structured but vulnerable company that is making its own energy choices, as ACC has chosen to focus on the NMC (nickel-manganese-cobalt) segment, a battery chemistry valued for its energy density but more expensive than LFP (lithium-iron-phosphate). 

That is precisely what this new phase is all about: turning an industrial ambition into a sustainable economic reality. And it is precisely in this area that the new leader is expected to deliver.

The French electric car market is reaching a new milestone. Sales volumes are rising significantly, certain models are establishing themselves firmly at the top of the sales charts, and the market share continues to exceed a quarter of all new registrations. Yet despite this momentum, some consumers remain sceptical.

A clear improvement, but in a challenging market

The figures for April 2026 confirm that the genuinely positive trend observed over the past few months is continuing.

With 36,216 registrations, electric car sales have risen by 41.8% year-on-year and now account for 26.2% of the market, according to data provided by industry players.

In the first four months of the year, the market has seen cumulative sales of over 148,000 electric vehicles, compared with around 100,000 during the same period in 2025. However, this increase must be put into perspective straight away.

The global car market, meanwhile, remains relatively stable (-0.26%).

Models that are finally shaping the market

This shift in scale is evident in the sales figures.

In April, the Renault 5 topped the market with 3,418 registrations. It was ahead of the Renault Scénic E-Tech, with 2,114 units, and the Citroën ë-C3, which recorded 1,611 units. The Tesla Model Y, long the market leader, slipped to fourth place with 1,456 units.

This ranking shows that the electric vehicle market is no longer driven solely by a handful of premium or high-profile models. More affordable vehicles are beginning to drive the market, with sales volumes reaching significant levels.

Another interesting point is that French models now occupy a prominent position at the top of the rankings, reflecting a rebalancing of the industry and the market.

Growth largely driven by

This acceleration is not spontaneous. It is the result of a combination of very specific factors.

According to AAA Data and industry analysis, this growth is primarily due to a fall in prices across several segments, with some city cars seeing price reductions of around 10% to 12%.

This is also due to the rapid expansion of the range, with over 180 models now available, compared with just over 110 two years ago.

Added to this are public policies, which continue to play a decisive role, whether through incentives, energy-saving certificate schemes or social leasing schemes.

This point is key to understanding the market: growth is happening, but it remains partly driven by external factors.

The crucial role of fleets

Another driving force, often less visible, plays a significant role in this trend: businesses. According to data published by AAA Data, company fleets are accelerating their transition, driven by a combination of tax incentives and regulatory requirements.

They now account for a growing proportion of electric vehicles, with figures well above those seen among private individuals.

This trend has a major indirect effect: by rapidly replacing their vehicles, fleets are feeding the second-hand market, which in turn facilitates the wider adoption of electric vehicles over time.

Private individuals remain cautious

But whilst the figures seem to suggest that things are moving in the right direction for the world of electric mobility, a study carried out last January by the Institut Mobilités en Transition and IDDRI challenges this view.

French people who still drive petrol or diesel cars aren’t ruling out electric vehicles, but they aren’t switching over in droves either.

Their stance is more nuanced: they are waiting for assurances.

According to the findings of these interviews, which were conducted in four major French cities (Paris, Bordeaux, Saint-Étienne and Dijon), the price of a new EV remains a key factor, as do range, charging facilities and the resale value of their electric vehicles.

This discrepancy helps to explain some of the current dynamics of the market. Demand exists, but it is most evident when economic conditions become favourable, particularly in the context of social leasing schemes.

It should also be noted that these interviews were conducted before the rise in fuel prices caused by the conflicts in the Middle East

A transition that is well underway, but not yet self-sustaining

The French market is therefore in a transitional phase. Electric vehicles are gaining ground, driven by more competitive models, proactive government policies and the leading role played by businesses.

However, it does not yet rely entirely on households’ own choices. This is what creates the current paradox: volumes are rising sharply, but the transition remains dependent on external factors.

Key takeaways

Electric cars are increasingly establishing themselves as a major player in the French car market. Sales figures are strong, the range of models is growing, and the momentum is clearly building.

But this growth remains limited. It still depends on prices, subsidies and regulatory constraints. The real shift will come when these factors become secondary.

Chinese car manufacturer BYD has seen a sharp decline in profitability. Following a 19% drop in net profit in 2025, the group is facing an even tougher start to 2026, with a 55% fall in profit in the first quarter. This sequence of events confirms growing pressure on margins, against a backdrop of intense competition and massive investment.

Profitability down despite a strong year in terms of volume in 2025

In 2025, however, BYD maintained strong sales momentum. The group sold 2.26 million vehicles worldwide – a record high – whilst generating revenue of 804 billion yuan (approximately 101 billion euros), up 3.5%.

However, at the same time, net profit fell to 32.6 billion yuan (approximately 4.08 billion euros), a year-on-year decline of 19%.

The picture is clear: BYD continues to grow, but this growth is becoming less profitable. The manufacturer is selling more, but profit growth is no longer keeping pace.

The price war in China is putting pressure on profit margins

This shift can largely be attributed to the situation in the Chinese market. Competition there is particularly fierce, with a growing number of players and constant pressure on prices. Against this backdrop, manufacturers have launched a full-blown price war to maintain their sales volumes. BYD is no exception, offering substantial discounts on part of its range.

The direct consequence is that margins are shrinking. Whilst the group is maintaining its sales, this is at the expense of reduced profitability. This phenomenon extends beyond BYD alone. It reflects a broader trend in the Chinese electric vehicle market, where growth remains strong but competition is becoming increasingly cut-throat on prices.

A slowdown already evident in the second half of 2025

The decline in results did not happen overnight. It unfolded gradually throughout 2025. The first quarter still posted a very strong performance, with a net profit of 9.15 billion yuan, up by more than 100% year-on-year.

However, the trend then reversed. In the third quarter, net profit fell by 32.6% to 7.82 billion yuan, whilst turnover also fell by 3.05%.

A deterioration that is set to worsen in early 2026

The initial results for 2026 confirm and reinforce this trend. In the first quarter, BYD reported a 55% year-on-year fall in net profit to 4.08 billion yuan. At the same time, turnover fell by 11.8%.

This is a significant sign. In 2025, BYD was still managing to maintain its sales volumes despite falling profitability. By early 2026, the pressure had spread to the business itself, with a decline in revenue. In other words, the downturn was beginning to affect business performance.

Heavy investment that is also weighing on results

Beyond competitive pressure, BYD is also feeling the effects of its own strategy. The group is investing heavily in its manufacturing capacity, technologies and international expansion. This ramp-up, which is essential to sustain its growth, comes at a cost that is weighing on profitability in the short term.

The business model remains focused on volume, innovation and international expansion. However, this strategy entails a phase in which margins are inevitably under pressure. The decline in profit can therefore also be attributed to this combination of external pressure on prices and internal pressure linked to investment.

A group that remains dominant, but is under strategic pressure

Despite this backdrop, BYD remains one of the world’s leading electric vehicle manufacturers, ahead of Tesla in terms of sales volume. Its industrial position remains strong, with the capacity to produce on a large scale and cover a wide range of electrified vehicles.

But the situation is changing. It is no longer simply a matter of growing rapidly, but of maintaining a balance between volume, margins and expansion. Pressure on profitability is mounting just as BYD is stepping up its international expansion, particularly in Europe. This gap between global ambition and economic constraints represents a key strategic challenge for the coming years.

Growth remains steady, but is becoming more challenging

BYD is not in crisis. The group remains profitable, continues to sell on a large scale and retains a dominant position.

But the 2025–2026 period marks a turning point. Growth in volumes no longer guarantees a corresponding increase in profits, and pressure on margins becomes a defining factor.

French greenhouse gas emissions continued to fall in 2025. According to Citepa’s provisional estimate, they fell by around 1.5% year-on-year, reaching approximately 363 to 364 Mt CO₂e excluding carbon sinks. This is a historically low level, but it does not alter the underlying assessment: the current trajectory remains insufficient to meet the climate targets set for 2030.

A new all-time low – but this should be put into perspective

This figure is unprecedented: France has never recorded such low emissions since 1990. Over the long term, the trend is clearly positive, with a reduction of around 31% between 1990 and 2023, continuing into 2024 and then 2025.

However, this low figure should be interpreted with caution. Indeed, the report published in the summer of 2025 by Citepa, an independent body responsible for monitoring GHG emissions, is a provisional estimate based on the first nine months of the year and a projection for the final quarter.

A downward trend that is slowing significantly

To put the reduction in GHG emissions in France into context, it is particularly important to analyse the rate at which it is falling. Whilst the fall in emissions reached 6.8% in 2023 – partly due to the post-crisis energy situation – the rate of decline has slowed significantly since then. Indeed, it fell to 1.8% in 2024, and then to around 1.5% in 2025.

This slowdown shows that the ‘easy’ gains – linked to forced energy conservation, reduced production or improvements to the electricity mix – have already been largely realised, and that further progress now depends on more far-reaching transformations, namely the electrification of energy use, the renovation of buildings, changes in transport patterns and the decarbonisation of industry.

In a statement released in early 2026, Monique Barbut, Minister for Ecological Transition, Biodiversity and International Climate and Nature Negotiations, commented on the matter: “The decline in emissions was confirmed in 2025: this is an encouraging sign, but it is not enough. We must collectively step up our efforts across all emitting sectors.” The assessment is therefore shared: the trend is positive, but it is slowing down.

Real sector-specific declines, but still fragile

To be more specific, the decline observed in 2025 is driven by a number of identified factors.

Over the first nine months of the year, the reduction in emissions was mainly driven by industry (-2 Mt CO₂e) and transport (-1.4 Mt CO₂e).
The manufacturing sector played a key role, making a significant contribution to the overall decline, particularly in the construction materials sector.

But this trend raises a fundamental question: to what extent does this decline reflect genuine decarbonisation, and to what extent does it reflect a slowdown in economic activity?

In the transport sector, which remains the largest source of emissions, accounting for nearly a third of national emissions, the decline remains modest. This is part of a long-term trend, but without any clear break. The same applies to the residential and commercial sectors, where the improvements seen in recent years are due as much to weather conditions and energy prices as to renovation policies.

Conversely, some sectors are showing a slight upturn, such as the energy sector in 2025 (+0.5%), indicating that the trend is not linear.

A trajectory that is incompatible with the 2030 target

This is where the real challenge lies. The forthcoming National Low-Carbon Strategy (SNBC 3) raises France’s climate ambition, setting a target of reducing gross emissions by around 50% between 1990 and 2030, compared with the previous target of 40%. In figures, this would mean a reduction from 548 MtCO₂e to between 270 and 280 MtCO₂e. It is worth noting, however, that according to the latest estimates, emissions in 2025 are expected to be around 363–364 MtCO₂e.

Put simply, to reach this level, emissions would now need to be reduced by around 5% a year between now and 2030. However, the current rate of reduction is around 1.5% to 2% a year.

The gap is significant and, even taking into account cyclical fluctuations, France is not currently on a trajectory consistent with its commitments. Citepa suggests that emissions need to be reduced by around 4.6% per year to remain on track for 2030 – a level never achieved on a sustained basis outside of exceptional periods such as the Covid pandemic. The question is no longer whether emissions are falling, but whether they are falling fast enough. And at this stage, the answer is clearly no.

The key role of public policy

In this context, the issue of public policy takes centre stage. The SNBC sets the direction, structures carbon budgets and guides investment. It plays a vital role in planning, particularly with regard to the decarbonisation of industry, the development of electric mobility and energy-efficient refurbishment, but it cannot, on its own, guarantee that the targets will be met.

The ministry’s statement also emphasises the need to take action: “2026 must be a year of action to put France back on track to meet its climate commitments.” The strategy is in place, the tools are in place, but their implementation remains insufficient at this stage.

Conclusion: progress is still too slow to make a significant impact

With emissions of around 364 Mt CO₂e in 2025, France has reached an all-time high, confirming a downward trend that has been underway for several years.

However, the slowdown observed since 2023 changes the picture. Indeed, at this rate, the current trajectory will not enable us to meet the targets set for 2030. The challenge is no longer to initiate the decline, but to accelerate it significantly and sustainably.

BYD has publicly confirmed that it is in talks with Formula 1 regarding a potential entry into the championship. Speaking at the Beijing Motor Show, Stella Li, BYD’s vice-president, acknowledged that she had met Stefano Domenicali in Shanghai during the Chinese Grand Prix and that she is in regular contact with him. What initially appeared to be mere rumours has now turned out to be a genuine prospect.

From rumour to confirmation

For several weeks now, the name BYD has been doing the rounds in Formula 1 circles as a potential future entrant to the championship. Indeed, BYD’s vice-president attended the Abu Dhabi Grand Prix in December 2025 and was also spotted last weekend in the Shanghai paddock. Stella Li herself told SportMediaset that she is in contact with the highest echelons of the motor racing world: “We met Stefano Domenicali in Shanghai during the Chinese Grand Prix. We have a warm relationship and are in regular contact. I love Formula 1 because it is synonymous with passion and culture, and many dream of taking part in it.”

This is no longer mere speculation. It is an open and public discussion, led by one of the most influential executives at the world’s leading automotive group in terms of electric vehicle sales. Indeed, BYD has overtaken Tesla in this area, and if the group is interested in F1, it is not out of curiosity, but because it sees it as a genuine strategic opportunity.

Timing that is no coincidence

It is indeed the perfect timing for the Chinese manufacturer, as since the start of the year, F1 has not quite been the same as it was five years ago. A new generation of cars and powertrains is being showcased, with electric power now accounting for 50% of total output. This is a structural change that makes the sport much more consistent with the DNA of a group like BYD, a pioneer in hybrid technology.

In this context, entering Formula 1 is no longer merely a matter of image or prestige. It is a platform for demonstrating and testing technology. As Stella Li herself says, the appeal of F1 lies first and foremost in “a genuine opportunity to test our technology.”

The line-up has also changed significantly this year, with Cadillac joining the championship as the 11th team following a long-running battle led by the Andretti family. Audi is officially entering the championship by taking over the former Sauber team. 

12th place: a realistic prospect

The current Concorde Agreement sets the grid at a maximum of 12 teams. With Cadillac as the 11th team, one theoretical place remains available, provided that a call for tenders is issued and a sufficiently robust proposal is submitted.

FIA President Mohammed Ben Sulayem has already expressed a willingness in principle to expand the grid, notably by raising the idea of bringing in a major Chinese manufacturer or a new American entrant; the door is therefore not closed – quite the contrary. However, even if discussions between the two parties continue to progress in the right direction, gaining access to the paddock will not be a mere formality. Proof of this is Cadillac, which took years to convince the FIA.

Which front door?

Several scenarios are circulating in the specialist press, though none have been confirmed at this stage. The most likely option would be to set up a new team, with all that this entails in terms of investment, time and negotiations. This is the most ambitious route, and probably the most complex.

A second scenario, often considered more realistic in the short term, would be to enter via an existing structure: a partial takeover or a strategic partnership with a team already established in the championship. This type of approach would make it easier to enter the world of F1, but would still leave the team dependent on the parent company.

Press estimates suggest annual budgets of around €450 million for a competitive team, not including the costs of entering the championship and the years required to reach a credible level of performance. Let’s take the example of Cadillac once again, as it is the most recent: General Motors had to pay £358 million in anti-dilution fees to the other ten teams to get its team into the championship.

What to look out for

At this stage, BYD is still in talks with Formula 1. Stella Li’s confirmation marks the start of a new chapter, and the coming months will reveal whether these regular discussions with Domenicali lead to a formal bid.

One thing is certain: the nature of the issue has changed. It is no longer a matter of speculating about BYD’s interest in Formula 1. BYD has confirmed this itself. The real question is no longer whether the group wants to get involved, but through which door, with which model, and when.

Turning mealtimes into charging times: that is the stated aim of Burger King France and Allego, who have announced the roll-out of nearly 270 ultra-fast charging stations in the brand’s car parks by 2028. The programme is already underway, with around 60 sites already in operation.

A rise in popularity that is already evident

Motorists who opt for electric vehicles will have yet another reason to stop off for a “Whopper at BK”. Burger King and Allego have announced plans to install no fewer than 270 ultra-fast charging stations across France by 2028. This announcement ties in with what is already happening: around 60 stations are already operational. This means that nearly 210 additional stations are planned for the coming years.

From a national perspective, this is an interesting proposition because it is not simply a matter of adding more charging points, but of establishing a nationwide network based on locations that are already heavily frequented.

Making charging part of everyday life

The core of the strategy is quite simple: to incorporate recharging into existing routines, in this case the lunch break.

According to data collected by Gilbarco-Veeder-Root (World EV Day Survey 2025), more than one in two electric vehicle drivers are unwilling to make a detour of more than 10 minutes to recharge. The issue is therefore no longer just the power output of charging points, but their location.

Installing charging points in restaurant car parks provides a direct solution to this problem. Vehicles are parked for at least 20 to 30 minutes, which is sufficient for a quick charge.

Raphaël Sainsous, Director of Operations and Customer Experience at Burger King France, sums it up as follows: “Our aim is simple: to make life easier for our customers, including when it comes to their mobility. Thanks to this partnership with Allego, we are offering Burger King customers who own an electric or plug-in hybrid vehicle a fast, convenient and competitively priced charging service, available whilst they eat. In just 30 minutes, customers can recharge their vehicle with no hassle.”

Prices designed to attract customers

The price has been described as attractive. So, what exactly does that mean? As for the standard rate, it is advertised at €0.45/kWh. Where this price becomes particularly appealing is if the customer is a member of the Kingdom loyalty programme via the Allego app. In fact, a reduced rate of €0.30/kWh is available every day between 2.30 pm and 6.30 pm.

This positioning is far from insignificant. It places the service among the most competitive in the ultra-fast charging segment, which is generally more expensive than slow or fast charging.

A roll-out that goes beyond mere regulatory requirements

From a regulatory perspective, some restaurant car parks may be subject to the requirements of the LOM Act, particularly if they have more than 20 spaces. Depending on the circumstances, this may involve either pre-fitting infrastructure or installing at least one charging point.

Although Burger King car parks with more than 20 spaces are already equipped with at least one charging point, this project clearly goes well beyond that minimum. The initiative led by Burger King and Allego exceeds these requirements, both in terms of scale and capacity. We are talking about ultra-fast charging stations, deployed on a large scale, rather than mere regulatory charging points.

In other words, whilst the legal framework requires restaurant owners to install the necessary equipment, a project of this scale is not mandated by law. It is a deliberate initiative on the part of both parties to promote sustainable transport.

A mutual business interest

The move also makes perfect economic sense. For Allego, it is a way of accelerating its network expansion at high-traffic locations. The company already has over 350 ultra-fast charging stations in France and aims to have nearly 600 stations by 2027. Leveraging the Burger King network allows it to move quickly, whilst ensuring a steady flow of customers.

Jean Gadrat, Allego’s European Marketing Director, sums it up as follows: “Installing ultra-fast charging stations in everyday locations represents a decisive step forward for electric mobility. With Burger King, we are making charging accessible to everyone, in places where drivers naturally go. This programme is one of the most ambitious we have undertaken in France and a remarkable showcase for our expertise.”

For Burger King, the benefits are just as tangible. Installing charging points helps attract customers who drive electric vehicles. Indeed, according to figures released by the American fast-food giant, more than 15% of customers already visit its restaurants in electric vehicles.

A recharging experience that is rooted in everyday life

With 60 stations already in operation and a target of around 270 sites by 2028, the partnership between Burger King and Allego is part of a strategy for the rapid and structured roll-out of ultra-fast charging in France.

Beyond the sheer scale of the project, it is underpinned by concrete factors: high-traffic locations, a tariff ranging from €0.45/kWh to €0.30/kWh during off-peak hours, and usage aligned with the actual time spent on site, estimated at between 20 and 30 minutes. Charging is no longer a hassle; it fits seamlessly into everyday life.

Faced with a massive onslaught from Chinese manufacturers and falling sales of their models in the world’s largest market, European carmakers already established in China are changing their strategy. This involves producing cars better suited to local expectations, strengthening technical partnerships with local firms, and updating software, connectivity and in-car digital services. There is no guarantee, however, that this will boost sales…

Overhaul of European strategies in China

Ten years ago, European car manufacturers had set their sights on China as a market to conquer. Today, at the 2026 Beijing Motor Show, the situation is different: sales of European models are declining in the world’s largest market, whilst local brands are rolling out a growing number of innovative and attractive products, albeit supported by massive industrial policies and control over supply chains, particularly for batteries. Since the start of the year, 7 out of 10 cars sold in China have been Chinese-made, compared with 50% five years ago. 

Judging by the presentations from BYD, Zeekr, Xpeng, Nio and Xiaomi, China is now seen as the leading innovation hub for electric and connected cars. Traditional European manufacturers can no longer be content simply to export cars designed in Europe. They are lagging behind in high-value-added areas: in-car software, AI, connectivity, and a seamless, highly digitalised user experience. 

Until now, joint ventures have been essential for European companies wishing to manufacture and sell in China. The trend is now taking a more significant turn, with strategies focusing on manufacturing, R&D, design and software development to improve responsiveness and compete directly with local players on their own turf.

Volkswagen is expanding its ID and JETTA ranges

Volkswagen has therefore joined forces with the giant Xpeng and developed the ID UNYX 09 in just two years. A 5-metre-long premium electric saloon, designed for China’s upper classes, whose integrated artificial intelligence enables Level 2 autonomous driving with a more sophisticated and intuitive voice assistant. This new model is set to boost VW’s sales, which have fallen by 15% since the start of the year.

Founded in 2019, Jetta (named after the successful mid-range saloon) has established itself as a fully-fledged Chinese mid-range brand. The Jetta X Concept will not be sold in Europe, but this SUV signals the ‘modern and robust’ direction that this electrified range will take, with prices expected to remain affordable.

Another vehicle designed for the Chinese market is the large ID ERA 9X SUV, developed in collaboration with SAIC Motor (Shanghai). It is 5.20 metres long and features a hybrid powertrain (with a range extender) offering a range of over 1,000 km.

“Over the next four years, the VW Group plans to launch 30 electric models. ‘With cutting-edge electric architectures, ADAS systems, a smart cockpit and AI-based features, we are meeting all the key expectations of our Chinese customers,’ says Rolf Brandstätter, CEO of VW Auto China.”

BMW is expanding its range of electric models 

Before the partnership signed with battery giant CATL bears fruit, BMW is adapting its products to the Chinese market. In addition to a slight facelift to the front end, the i7 saloon, despite its 400 V architecture, has increased its charging power (from 195 to 250 kW) and can regain 230 km of range in 10 minutes. Battery capacity is also increasing: up to 728 km of range (an extra 100 km). 

The compact iX3 SUV has been lengthened and renamed the iX3 L to meet market demand. Measuring 4.88 m in length, the wheelbase now exceeds 3 m, providing more interior space. Under the bonnet, the iX3 is based on an 800 V architecture and offers a maximum range of 900 km on the Chinese cycle. Of note is the start of BMW’s collaboration with local firm Momenta to develop autonomous driving systems.

Smart #2: the return of the Fortwo

Paradoxically, Smart – now owned by the Sino-German joint venture Mercedes-Geely – had lost interest in mini city cars, its speciality. This “fortwo”, rebranded as the #2 concept, therefore marks a return to basics. Measuring 2.72m in length, it is 100% electric, with a range of 300 km and a 10–80% charge time of 20 minutes. Its price, however, is expected to exceed that of the electric Twingo, which is being positioned as its rival. The official model will be unveiled in Paris next October. 

A high-tech SUV for Audi 

The result of a partnership between Audi and the manufacturer SAIC, the EX7 is the second ‘100% Chinese’ model (after the E5 Sportback) from the new AUDI brand, created specifically for the local market. This premium electric SUV is based on a 900 V architecture with a 109 kWh battery, offering a range of around 750 km. In terms of technology, the EX7 features a LiDAR sensor on the roof, powered by the next-generation Flywheel system, developed by autonomous driving leader Momenta. This enables the car to operate in autonomous driving mode (NOA) using the navigation system.

Cayenne Electric Coupé to revitalise Porsche

Thanks to a more efficient aerodynamic profile, heavily inspired by the legendary 911, the electric version of the Cayenne Coupé promises a range of around 670 km (WLTP). With three powertrain options, ranging from 408 hp (Electric version) to 1,156 hp (with overboost for the Turbo Electric version), will this sporty SUV be able to win over Chinese customers who are increasingly drawn to these spectacular models? However, Porsche has been on the back foot in China for several months: the closure of charging stations, a reduction in the number of dealerships and a decline in competitiveness against emerging local brands.

Mercedes remains a premium brand 

In partnership with BAIC Group (Beijing Automotive Group), Mercedes operates its largest factory worldwide in China, producing vehicles tailored to the local market. Take, for example, its electric GLC LWB (long-wheelbase) crossover, available in two exclusive versions (5- and 7-seater). With a wheelbase extended by 30 cm, it is based on the MBEA platform with an 800 V architecture, an 89 kWh battery and a dual-motor powertrain delivering 416 hp. It offers a range of 700 km. With this GLC and the recently unveiled electric C-Class, Mercedes hopes to stem the decline in sales (down 30% since the start of the year), whilst maintaining its premium positioning.

Peugeot returns to China 

Peugeot is finally back. The lion brand is once again building on the partnership it forged in 1992 with the Dongfeng manufacturer in Wuhan. At the Beijing Motor Show, two concept cars offer a glimpse of the future of production models in China. Named Concept 6 and Concept 8, their shooting brake/coupé and premium SUV designs embody the manufacturer’s ambition to move upmarket. 

Double-edged survival strategies

For European manufacturers, partnerships such as those between Volkswagen and XPeng or Stellantis and Leapmotor provide access to cutting-edge technologies whilst reducing development costs. But this risky strategy is a double-edged sword. It could quickly lead to the loss of some of their long-standing expertise and spell the end of their precious technological and industrial independence.