Roula Khalaf, Editor of the FT, selects her favourite stories in this weekly newsletter.
People who buy expensive cars do so because they are keen on roaring engines, buttery-soft interiors and iconic logos. What doesn’t play into their purchasing decisions, apparently, is how environmentally friendly the vehicles are.
Responding to customer preferences, Ferrari said last week that it only expects 20 per cent of its models to be fully electric by 2030, down from 40 per cent previously. Porsche last month delayed a new range of high-end EVs, with chief executive Oliver Blume — who may be on the off ramp at the sports-car maker — citing a drop in demand for exclusive battery-electric cars. Mercedes has also seen weak EV sales, although third-quarter numbers improved.
That’s somewhat of a contrast to the mood in the broader EV market, which — amid ups and downs — sold a record 2.1mn vehicles in September. There are lots of reasons why luxury EVs are failing to get traction. One is that China is the biggest market in the world, accounting for 65 per cent of overall EVs sold last year. And in China, the cars that do a roaring trade tend to be cheap little runarounds. On top of that, consumers who do want the convenience of the high-end electric car have homegrown models to choose from: buffs reckon the Xiaomi SU7 is not entirely dissimilar to the Porsche Taycan, at a fraction of the price.
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Price is also a factor in Europe, where luxury and premium EVs carry a relatively high premium compared to the equivalent internal combustion engine (ICE) model. Plus, the rapid pace at which EV technology is developing means that resale values are relatively low.
In the near term, sluggish demand for luxury EVs is only really a problem for western manufacturers who raced down that road. Porsche, for instance, has had to write down some of its investment. For those who have been keeping their options open, the slower than expected decline of the old technology means they can carry on selling the more profitable ICE cars for longer.
Still, it potentially stores up problems later on. For one thing, electrification may shrink the pool of customers that are willing to pay top dollar for a car: electric engines are less differentiated than the traditional kind, so manufacturers will have to figure out how to justify the extra expense via design and gizmos. And, for another, Chinese manufacturers are rapidly moving up the value chain. When the market for luxury EVs does ignite, western carmakers may find that rivals have raced ahead.
Roula Khalaf, Editor of the FT, selects her favourite stories in this weekly newsletter.
Europe’s leading wind turbine manufacturer, Vestas, has shelved plans to open its biggest factory in Poland, citing sluggish demand in its core European market.
Vestas announced last year that it would build the plant outside Szczecin, close to the Baltic Sea coast, to make blades used in powerful wind turbines.
However, the Danish group has now decided to suspend its investment in a facility that was initially expected to open in 2026 and employ more than 1,000 people.
The company told the Financial Times that the plans had been “paused due to lower than projected demand for offshore wind in Europe”.
It declined to say whether any of its other operations had been affected by the difficult market conditions in Europe, its key market.
The decision underlines the challenges faced by Europe’s offshore wind sector as it navigates higher costs, supply chain bottlenecks and political opposition in the US.
It is also a setback for Prime Minister Donald Tusk’s government and its efforts to cut Poland’s dependence on polluting coal by expanding in green energy and building domestic manufacturing for renewables.
The EU, UK and Norway have a combined offshore wind target of at least 129GW either operating or under construction by the end of the decade.
However, consultancy TGS 4C has said they are on track for only about 84GW, with Denmark and Germany both failing to find bidders for projects in separate auctions over the past 12 months.
European governments are trying to offer attractive terms and support to developers to help the industry, given its strategic importance as a source of low-carbon and domestically generated power.
But, outside China, the sector has struggled to generate returns, while attracting the ire of US President Donald Trump, who has a personal animosity towards the technology.
Ørsted, the world’s largest wind developer, recently outlined plans to retreat from the US and refocus investment in Europe and parts of Asia.
Turbine makers such as Vestas are generally keen to be certain of demand before investing heavily.
Yet any retreat by European manufacturers from their core market could open the door for Chinese competitors to move in and take market share.
Vestas said it “continues to invest in a local manufacturing footprint where offshore wind market volume and certainty allow”.
Offshore wind is central to Poland’s green efforts, with several projects under way that seek to turn the waters off Poland’s north coast into one of Europe’s largest hubs for wind farms.
Warsaw also hoped these can spur the creation of a domestic manufacturing sector capable of supplying turbines to a range of European markets.
Vestas has already invested in Poland by building an assembly plant for the nacelles that hold a turbine’s critical components and by buying a facility that makes blades for onshore turbines.
The planned Szczecin factory, however, was to be its largest Polish project to date, located on land bought in 2023. It was intended to manufacture blades for Vestas’s flagship offshore turbines, each capable of generating 15MW.
Poland’s first offshore turbines are expected to begin operating next year as part of the €4.7bn Baltic Power joint venture between state-controlled Orlen and Canada’s Northland Power, using Vestas as a supplier.
Warsaw wants Baltic Power and other large-scale projects to deliver 18GW of offshore capacity by 2040, roughly half of Europe’s current total.
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Rapha, the high-end British cycling fashion brand whose rapid ascent came crashing to a halt with the end of the pandemic bike boom, is gearing up for a long ride back to profit.
Industry veteran Fran Millar, who became the fourth chief executive in three years when she took charge in September 2024, says her turnaround of the maker of £300 cycling jerseys will take until 2027 to show full results.
“The decisions we’re taking now are things that are going to bounce” Rapha back to “not just profitability but significant growth”, Millar told the Financial Times.
Founded in 2004 by cycling enthusiast and branding expert Simon Mottram, Rapha quickly rose to become one of the biggest names in cycling fashion, known for minimalist designs, high quality and attention to detail.
But annual revenues dropped 13 per cent to £96.2mn in the year to the end of January while the company made a net loss — its eighth in a row — of £15.6mn, according to results due to be published next week. Meanwhile, holding company Carpegna took a £102mn impairment on the brand’s book value, a writedown of more than 60 per cent.
Millar, who was hired from fashion brand Belstaff and has previously run the Team Sky and Ineos Grenadiers professional cycling teams, insists the company can return to a “market pioneering” position after the sharp fall in revenue to a five-year low.
Her plan is to “reduce the losses next year and by 2027 we will be back at profitability” at an Ebitda level.
Rapha’s latest gloomy numbers show that even the biggest names in cycling are still struggling with the pandemic boom and bust, when a sharp rise in the popularity of cycling during lockdowns was followed by a sudden stop.
With 50 per cent year-on-year revenue growth for more than a decade to 2021, the brand “was the Apple of cycling”, former professional cyclist Anthony Walsh said in June in his Roadman podcast, with cyclists wearing its kit as “badges of honour”.
In 2017, Mottram sold a majority stake to RZC Investments — an investment vehicle owned by brothers Steuart and Tom Walton, cycling enthusiast grandsons of Walmart founder Sam Walton — in a deal that valued Rapha at about £200mn.
While Walsh claimed the change in ownership was one cause of Rapha’s problems, Millar rejected that idea, insisting “we’re very lucky in our owners”, who she said took a long-term view. RZC this year provided £15mn in additional capital, following an earlier £39mn debt-to-equity swap.
“The amazing growth in the pandemic probably masked some things that should have been addressed earlier,” Millar said, adding that “a lot of the damage was self-inflicted”.
When new rivals including Café du Cycliste and Pas Normal Studios started to target fashion-savvy cyclists, Rapha began to dabble in non-cycling gear such as hoodies and handbags. At the same time its customers started to complain about declining quality and “boring” designs.
Membership numbers of the Rapha Cycling Club, where people pay £70 a year to go on group rides and have access to exclusive kit, has fallen by a third to 15,000 over the past two years.
Rapha “tried to do lots of things and [was] not focused on doing a few things brilliantly well”, Millar said.
After the pandemic boom faded, the brand had a glut of stock that had to be sold at heavy discounts, which dented profitability and was “not great for the long-term health of the brand” she said.
In her first year, Millar sought to return to a “full-price model”, saying this was the key reason for the drop in revenue last year and adding that a first success was to achieve stability in year-on-year sales of full-price kit.
Looking forward, she is ditching the lifestyle line, pausing the production of cycling shoes and merging the brand’s two long-distance cycling ranges. And this year’s 65 product launches will shrink to roughly half that number in 2026 after a design overhaul.
According to Millar, Rapha had come to rely too heavily on signature designs such as its armband and logo. The first of its new-look products will be unveiled in early 2026 and be available to customers from the summer.
Rapha would not target a return to the kind of sales growth it had last decade, Millar said, adding “low double-digit profitable growth” for the next few years “would be a huge success”.
Holding company Carpegna is set to continue to report net losses as it writes off Rapha’s intangible assets over time. This accounting treatment will not affect Rapha’s cash flows, the company said, but will reduce reported profit by about £10mn a year for a number of years.
Meanwhile, Millar is committed to reinvigorating the Rapha Cycling Club, which the company says is still “the biggest cycling club in the world”, and larger than it was before the pandemic. “I’ve ridden thousands of miles now with our customers all over the world, and [RCC] is just a completely unique area for us.”
One of the most visible changes in the short term is the ending of the brand’s partnership with EF Pro Cycling, a team that participates in big races worldwide including the Tour de France.
Instead, Millar has signed a three-year deal with USA Cycling to sponsor the country’s Olympic team, banking on the 2028 Games in Los Angeles to boost American cycling.
“I was involved in London 2012 and Team Sky,” she said. “And I saw what home Games can do to a nation.”
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Royal London Asset Management and M&G are planning to enter Europe’s active exchange traded fund (ETF) market, as the sector expands rapidly and traditional mutual funds come under fee pressure.
Hans Georgeson, chief executive of RLAM, told the Financial Times that the firm plans to open an office in Dublin within 18 months to support the £184bn group’s international expansion and entry into the active ETF market.
“The active ETF market is moving very fast,” Georgeson said. “We plan to enter in the top 10. We are very ambitious in the active ETF space. We will probably launch with both equity and fixed income.
“ETFs are more accessible internationally. It’s a key plank for passporting internationally.”
Active ETFs allow fund managers to try to beat a market index, such as the FTSE 100, but within a product that is cheaper to run and easier for investors to buy and sell than their older mutual fund equivalents.
By comparison, traditional “passive” ETFs provide the returns of an index — rather than trying to beat it.
According to a recent report by Goldman Sachs’ fund arm, assets under management in Europe’s active ETF industry have grown nearly sevenfold since 2019 to €68.6bn. The report added that the number of funds and providers has “followed a similar trajectory, with launches of active ETFs outpacing passive launches for the first time”.
M&G is preparing to unveil its first active ETFs within weeks, with the first products investing in UK government bonds and US Treasuries.
Neil Godfrey, global head of client group at M&G Investments, said: “[These] ETFs will open up possible new investor audiences and potentially expand our partnerships with our existing investor base. “Given many clients already use and have familiarity with ETFs, we see a natural evolution towards active solutions, which will provide new opportunities to engage with capital allocators and their advisers across the UK, Europe and Asia.”
Other traditional fund groups have entered the market this year. Last month, Schroders unveiled its first active ETFs in Europe, investing in global equities and high-quality corporate bonds.
Johanna Kyrklund, Schroders group chief investment officer, said the products bring the “flexibility and accessibility” of an ETF wrapper in combination with the group’s fund managers, who bring the potential to generate higher returns.
Jupiter also entered the sector at the start of the year with a global government bond active ETF.
Matthew Beesley, chief executive of Jupiter, said at the time that “the risk is that if you sit there and don’t do anything, ETFs will continue to cannibalise the assets held in traditional funds”.
While traditional mutual funds are priced once a day, based on the value of its investments, ETFs trade on an exchange and are priced throughout the trading day.
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