‘Breathtakingly Fast’ McLaren W1, a $2.1 Million Hybrid, Sets a High Bar for Supercars - Kanebridge News
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‘Breathtakingly Fast’ McLaren W1, a $2.1 Million Hybrid, Sets a High Bar for Supercars

By Jim Motavalli
Sun, Oct 13, 2024 7:00amGrey Clock 4 min

Every street McLaren since the F1 in the 1990s has been, of course, a supercar. But now the British company is hitting a new and higher mark with its W1, which has a 1,258-horsepower hybrid drivetrain—producing the most powerful McLaren to date. It’s a successor to both the F1 and the P1, and was revealed on Sunday.

Auto makers worried about the ups and downs of the battery electric car market are hedging their bets with hybrids and their plug-in variant. McLaren is no different. It has electric range, but only 1.6 miles.— he W1 will be priced at US$2.1 million, and only 399 will be sold globally. Unsurprisingly, all of them have already been allocated to customers.

Many familiar McLaren build traditions are in place, including rear-wheel drive, lightweight carbon-fibre unit construction and uplifting gullwing-type doors hinged only at the roof. The company says the W1 doors are of “anhedral” design and optimised for aerodynamics. The doors also “allow optimisation of airflow from the front wheel arches into the high-temperature radiators, providing extra cooling space that allows the size of the radiators required to cool the powertrain to be reduced, optimising packaging and saving weight.”

The interior carries over the two-tone colour scheme.
McLaren

This is a breathtakingly fast car. The all-new twin-turbo, four-litre aluminium V8 engine produces 916 horsepower, and the company’s electric motor module (coupled to a 1.38-kilowatt-hour battery) adds another 342, yielding the aforementioned 1,258 horsepower and 988 pound-feet of torque. The car revs to 9,200 rpm before hitting redline, and power flows through an eight-speed transmission with electronic reverse and a technically innovative hydraulic electronic differential. In a car weighing only 3,084 pounds, this produces zero to 60 miles per hour in 2.7 seconds, zero to 124 in 5.8 seconds, and attainment of 186 mph in less than 12.7. The top speed is electronically limited to 217 mph.

The W1 is slower off the line than a US$89,990 Tesla Model S Plaid edition (1.99 seconds to 60, the company claims), but off-the-line acceleration is a big advantage of electric cars. The McLaren’s power plant is, without doubt, impressive. About that engine, Richard Jackson, chief powertrain engineer, said in a news release, “We’ve designed it to be much more power-dense than our previous V8—generating 230 horsepower per litre and capable of revving higher…with supreme driver engagement.”

The driver will have the option of choosing Race mode, which stiffens the suspension (via Race or the more bone-jarring Race+ setting) and extends downforce wings at the front and rear. The motorised wings aren’t there because they look cool—they’re capable of putting 772 pounds of downforce on the road at the front and 1,433 pounds at the back. Racing cars have to stop, so the car gets six-piston brakes up front and four-piston units in the rear. From that 124 mph, the W1 can be at a standstill in 95 feet.

The side view-in road, not race, mode-reveals the slippery shape.
McLaren

The W1 will spend a lot of its time among civilians on the road, and there’s the choice of a Comfort setting that smooths out the ride for unstressed cruising around town. Comfort uses the hybrid system only for occasional torque applications. Sport is the interim choice, with full hybrid availability and faster throttle response.

Photographs of the W1 show an exceptionally aerodynamic two-door supercar, shaped by the preferences of the wind, in a gold-and-black two-tone color scheme, with that pattern carried over into the seating. The bottom cushions are gold but the black gradually intrudes in what might be called a Jackson Pollock thrown-paint effect. The mid-mounted engine, just behind the driver, is part of the design.

The side view-in road, not race, mode-reveals the slippery shape.
McLaren

In keeping with the trend toward owner customisation, McLaren says there are “virtually unlimited bespoke options” for the W1, including a new lightweight knitted-to-fit interior material called InnoKnit. The company claims that visibility is “best in class,” which is good if it means the driver can actually see what’s happening behind the supercar—a notorious issue. The driving position is said to be fairly reclined, with plenty of thigh support—useful when these cars corner at high speeds. The aluminium pedals are adjustable.

Start/stop buttons, the gear selector, window controls, and Race-mode switch are all mounted overhead the driver, with the Boost button on the steering wheel. The 8-inch centre screen offers USB-A and -C, as well as Apple CarPlay. Supercars aren’t known for storage space, but the W1 has small stowage and a sliding cup holder between driver and passenger. Weekend bags (or crash helmets) can be stashed behind the seats if the headrests are moved aside.

The W1’s fuel economy will undoubtedly be helped by its hybrid drive, but an actual figure has yet to be announced. It wasn’t a make-or-break figure for customers in this league.

Even aficionados of the marque who already own a McLaren Senna will want a W1, because it has 102 horsepower more. Keep in mind that 102 horsepower was considered perfectly adequate for British sports cars of the 1950s. In that same era, racers would drive to the track, compete, and then drive home again. The W1 appears ready to bring back that era.



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New research suggests that bonuses make employees feel more like a mere cog in a wheel.

By Lisa Ward
Thu, Feb 26, 2026 2 min

When it comes to rewarding workers financially, cash isn’t always king.

Companies frequently give employees monetary bonuses, but a new study suggests that paid vacation time is a perk employers should also consider.

The study’s authors say that while they didn’t explicitly look into whether employees prefer time off, the study found that receiving extra vacation time rather than bonus money makes workers feel less like a mere cog in a wheel and more like people who are recognised and valued as individuals with a life beyond work.

It makes them feel more human, in the researchers’ terms.

And that feeling benefits employers as well as employees, says Sanford DeVoe, a professor at the Anderson School of Management at the University of California, Los Angeles, and one of the study’s authors.

Feeling more human is strongly correlated with higher job satisfaction, greater engagement with work, better relationships with colleagues and less inclination to leave a job, he says.

Feeling seen

In one experiment, the researchers asked about 1,500 participants to recall times when they received a monetary bonus or paid time off—all had received both—and how that made them feel.

Participants responded to the question on a 7-point scale, from feeling more like a robot on the low end of the scale to feeling more human on the high end. Monetary bonuses were given an average score of 5.04, compared with 5.4 for paid vacation time.

“While that difference may sound modest numerically, it represents a meaningful psychological shift,” says DeVoe. “It’s the difference between feeling neutral and feeling genuinely seen as a person.”

The authors then sought to better understand why paid vacation time made employees feel more human. In another experiment, about 500 participants were asked to imagine starting a new job where they might be awarded a bonus. Some were told the bonus would be an extra week of vacation, others were told it would be an extra week of pay.

Participants were then asked about their expectations for being able to keep their work and home lives separate in the new job. Those who could hope for a bonus of extra time off expected more separation between their work and personal lives than those whose potential bonus would be extra pay.

They also reported feeling more human on the 7-point scale. This suggested to the researchers that time off makes people feel more human because it creates a clearer psychological distance from work than a monetary bonus.

No interruptions, please

In a third experiment, the researchers further tested the idea that clear boundaries between work and personal lives were driving their results.

Two hundred participants were told to imagine being on a vacation and receiving two texts, including one from their mother. Half were told the second text was from a friend and half were told the second text was from their boss.

The authors then measured how human participants felt after each scenario. The average score for those receiving a text from a friend was 5.4 on the 7-point scale, compared with 4.16 for those receiving a text from the boss.

The difference in the scores “demonstrates that even minimal work intrusions can undo the psychological benefits of time off,” says DeVoe. “It shows that it’s not just time away that matters—it’s whether work actually lets go.”

All of this is important for employers looking to get the most out of their workers, he says. “For managers concerned with sustainable productivity, giving people uninterrupted time away from work can be a powerful lever.”