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For the first time in my life I now own a car, and it’s electric.
It took me a few weeks to narrow down my choices to a Hyundai Kona or a Ford Mustang Mach E. After much agonizing comparison, I went with the Kona. While I liked the Mach E’s sporty performance, longer range, and sizable front trunk, ultimately the Kona’s cheaper price, lighter materials, heat pump, and numerous mechanical buttons clinched the deal. After trading in a clapped out 2011 Subaru Impreza, the out-the-door sticker price for the Kona was a bit over $31,000 (though we opted to lease).
Owning and driving an EV has been an instructive experience. I’ve long been a vocal proponent of going electric, but I was honestly surprised by the learning curve. As the automotive journalist Edward Neidermeyer continually points out, an EV simply is not a perfect drop-in replacement for an internal combustion car. But that doesn’t mean you can’t make it work, even for long trips, even in fairly bedraggled parts of the country like northeastern Pennsylvania, where I live, and even with a modest battery and range.
First, the buying experience. The nearest Kona for sale I could find was a 70-mile drive away from Wilkes-Barre to Easton, and the dealership let me take it home so my wife could check it out. This led to the first of several comical lessons. The car had only about a 60 percent charge when I left the dealership, and drained down to 33 percent when I got back home. So before going back to sign the lease papers, it would need a top-up.
I searched on Google Maps for chargers and blithely set out to fill up. It turns out Rust Belt cities like the Scranton-Wilkes-Barre area are not exactly bursting with EV charging infrastructure. The first one I found was a free employee charger at a charter school. Out of curiosity I plugged it in. It did in fact work — and if I had been willing to sit there stealing 6 kilowatts of power for 10 hours, I could have gotten up to 100 percent. This seemed less than ideal. I then tried another charger around the corner at a used dealership. This one had a credit card reader but it did not work.
Scrolling through Google some more, I discovered that if you poke around in the menus it actually tells you the supposed speed of each charger (rated as slow, fast, very fast, or ultra fast). A 10-minute drive across the river was a non-Tesla fast charger at a Chevy dealership, though irritatingly I had to download an app and connect my Apple pay to make it work instead of just tapping my credit card.
Then I learned that the temperature of the battery matters a great deal. When I first plugged in, the charger delivered a measly 28 kilowatts. But then as the battery warmed up, that nearly doubled to 49 kilowatts (as compared to the Kona’s claimed maximum rate of 100 kilowatts). That isn’t particularly fast — but it also demonstrated another lesson, which is that there are advantages to a smaller battery, at just 65 kilowatt-hours. That fairly pitiful charging speed, topping out at less than a seventh of the maximum at modern stations, was still enough to get me from 28 percent to 75 percent in about 35 minutes. If I had been driving a Hummer EV, it would have been more like two hours.
That lesson was underlined charging at home. My house was built in the 1940s and has no outdoor outlets whatsoever, but in the pinch, I could string an extension cord out the window to use the included level 1 charger … to deliver a pathetic 600 watts, or less than the power supply on my gaming PC. Yet this was still enough to add 10-12 percent of charge per day, or about 30 miles, which is more than we drive on average. If I’d gone with the Mach E, it would be more like 20 miles, thanks to its bigger battery.
I learned a more serious lesson the next day going down to sign the paperwork. My wife had to come with me to the dealership, since she owned the Subaru, and therefore my 2-month-old son had to come along as well. With a 75 percent charge, I figured we’d be fine to make it there and back. When we got to the dealership, the car still had 48 percent — surely more than enough to make it back given my prior trip, right?
But then we had to sit at the dealership for three hours thanks to some incomprehensible financing dispute going on in a back room. By the time we finished, moved the car around several times, and grabbed some food on the way out, it was only about 42 percent by the time we got going. As we headed up Route 33, the Kona’s computer informed us we’d arrive with about 35 miles of range to spare. Since it was already well past the boy’s bedtime and I really, really didn’t want to hunt around in the cold for a charger that might or might not work, I decided to risk it.
But by this point it was well past dark, and the temperature was dropping into the low 40s. Meanwhile, what with wife and baby in the back seat, I had to run the heater much more than I had the first time, when I had left the cabin heater low and just used the seat warmer.
It turns out heating and driving uphill sucks battery power. As the temperature fell further into the low 30s, and the Kona zipped up the long grades at Wind Gap and Tannersville, I watched with increasing alarm as the buffer mileage dropped to 30, then 25, then 20. I told myself I would stop to charge if it got below 10 miles of buffer, but it finally stabilized around 15 miles in the Poconos.
It was a genuine case of range anxiety, no question about it, and my wife was ready to strangle me. But there was one last surprise as we crested the ridge and headed down into the Wyoming Valley. On that long downslope, I alternated between coasting and turning up the regenerative braking around corners, which got back another 14 miles of range. We pulled up with 15 percent battery and 29 miles to spare — not so far off the original estimate after all!
This need for planning is the major difference between electric and gas, at least given the current state of America’s charging infrastructure. With a gas car you can assume that range will not change much depending on the weather, that you can run your tank nearly empty with the sole penalty being another few seconds of standing at the pump, and that even the tiniest settlement is virtually guaranteed to have a gas station.
But on an EV trip of any distance you want to charge early and often, and that means some careful route planning. A theoretical 270 mile range means you have more like 160-220 miles you can realistically use, depending significantly on the temperature, wind, number of passengers, and so on. But unless you are in an exceptionally cold and/or depopulated area, it’s not that big of a deal. Just find some charging stations on the route, ideally with good reviews, and stop every hour or two for 20-30 minutes of charging, or less if your car can take mega voltage like the Ioniq 5. (There are several chargers in East Stroudsburg I could have used, for instance.)
You can’t cannonball to cut the trip time down to the absolute minimum, but you also get a chance to stretch out regularly and cut your risk of deep vein thrombosis. Meanwhile, if you can charge at home, your cost of fuel goes down dramatically. I now spend maybe $3 on a week’s worth of driving electricity.
So yes, there are some tradeoffs that come with the EV lifestyle. But even for an EV with a modest battery, driving in the cold mountains of impoverished Appalachia, they are not remotely insurmountable — and everything will only get easier from here on out. More chargers are being built all the time, and soon Tesla’s network will open up to all. You don’t need a 500-mile range battery, or to carry a backup generator around. It just takes a change in mindset.
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The automaker had a decent second quarter, but projects its best-ever year-end performance, as we wrap up a busy week in the energy economy.
This is an edition of Heatmap Daily, an evening review of the day’s news written by our executive editor. Sign up for it here.
We are now well into the quarterly earning season, and this week we got a bead on some of the energy and climate economy’s biggest stories. Here’s what stuck out to me:
Oil companies had a blow-out quarter. As my colleague Matthew Zeitlin wrote today, oil and gas companies cashed in on the global price surge triggered by the Iran war. Their refining businesses did particularly well. But their results also revealed that global oil demand continues to fall — at least for now.
Some data center bets are starting to pay off. As I wrote on Wednesday, Microsoft had a bonanza quarter, and its Azure cloud business — which allows other companies to rent its data centers — grew faster than Wall Street expected.
That matters because America’s biggest tech companies have spent the past few years transforming into industrial firms, building massive new infrastructure and driving up U.S. electricity demand — and that strategy, contrary to some expectations, seems to be working for now.
Rivian is optimistic. The most important U.S. electric vehicle maker not run by Elon Musk released their second quarter results on Thursday night. The outlook was … decent!
The company delivered almost 12,200 vehicles last quarter. This was Rivian’s best period for sales since the third quarter of last year, when every EV maker’s results were juiced because the Inflation Reduction Act’s EV leasing tax credit expired.
Crucially, this was our first look at Rivian’s sales since it started delivering its more affordable (and well-reviewed) crossover, the R2. That vehicle started going out to customers at the very end of the quarter in mid-June, so we only get a snippet of those deliveries in this number.
More heartening, I think, is Rivian’s forward guidance. It now expects to deliver 65,000 to 70,000 vehicles this year, which implies it will deliver an average of more than 21,000 over the next two quarters. That would make Q3 and Q4 of this year its best sales periods ever.
RJ Scaringe, the company’s CEO, said that R2 sales conversions were running “meaningfully higher” than the company projected. The company still lost $379 million last quarter, but that was much better than analysts had projected.
We last checked in on Rivian when they sold new stock earlier this month to fund collateral for an Energy Department loan that will let them build a second factory in Georgia. On the call yesterday, executives confirmed they expect to start drawing on that loan in early 2027, part of what it painted as a healthy cash flow picture. For all the optimism, though, investors seemingly remain skeptical: Its stock fell 8% today.
It’s 2022 all over again. A war has broken out involving (at least) one large oil-producing country, raising both prices and oil company profits.
Chevron reported Friday a quarterly profit of $12.1 billion, its highest quarterly profit ever. ExxonMobil also announced a blowout quarter on Friday. Its $14.5 billion profit was its highest since the Russian invasion of Ukraine in 2022 (when it posted an almost $20 billion profit in the third quarter). These announcements followed Shell’s Thursday earnings report, which revealed a profit of almost $10 billion, close to double its previous quarter earnings and in range of its 2022-vintage quarters.
What does this mean for decarbonization?
1. It’s refining, stupid.
The story across the oil majors was largely one of getting more profit out of its existing assets, particularly in their refining business.
Shell, for example, said that they were running their refineries at over 100% capacity and that it had shifted production to jet fuel, which had been in especially short supply following the American and Israeli attack on Iran and subsequent closure of the Strait of Hormuz.
The company said it had “significantly higher” trading profits, likely from the volatility of commodity prices due to the start and stop nature of the war. Exxon said that it had “a second-quarter record for diesel production,” and that its chemicals business saw its margins jump by around 180% as its North American facilities were able to count on a steady stream of hydrocarbon feedstocks, unlike rivals in Asia.
“The unprecedented reduction in refining capacity – with nearly 9% of global capacity offline across Russia, China, and the Middle East – limited the supply of gasoline, diesel, and other products,” Exxon said. “As a result, refining margins reached record levels in the quarter.”
Meanwhile Chevron said it was refining over one million barrels of oil per day with “more than 97 percent” utilization.
While this constrained global refining capacity is largely due to military conflict in the Middle East and Russia, refinery capacity has been basically flat in many developed economy markets for decades. In the United States, the newest large refinery was built in 1977, an indication that while the U.S. transportation and energy system is still dominated by fossil fuels, there isn’t much appetite for the billions of capital investment needed to expand capacity for refining gasoline. So, while profits can surge in the short term, it doesn’t necessarily mean blue skies for oil companies.
2. Oil demand is actually falling — for now
Chevron noted that sales of refined products had actually fallen by 4% in the United States and 13% internationally. While in the short run this is likely due to higher prices, it is consistent with falling forecasts for oil demand.
While the International Energy Agency’s “current policies scenario,” which forecasts demand based on a snapshot of existing policies, sees a slow and steady rise through 2050, its “stated policies scenario” based on the trajectory of policy and commitments around energy and climate, sees oil demand peaking at levels slightly about the status quo by around 2030. In the medium run, the IEA said that “Forecast growth of [two million barrels per day] in 2027 results in a two-year pace of expansion well below historical trends.”
BP even announced layoffs of hundreds of employees, according to an internal message seen by Reuters.
This can help explain why, despite the strong profits, investors do not seem particularly jazzed about the oil giants — ExxonMobil and Chevron shares are only up slightly since the beginning of the war in Iran.
3. The high profits are already stoking public outrage
Everyone knew oil prices had risen since the war in Iran began — they could see it at the pump. But the confirmation that the war has spurred record or near-record profits has been fresh meat for environmental groups that want a faster energy transition.
“The mugging at Mar-a-Lago just keeps getting worse. The president said he would sell out Americans to oil and gas CEOs for a billion dollars in campaign donations. Now we know he owns millions of dollars worth of their stock. Those same companies are profiting from Trump’s war of choice, which has killed and injured U.S. service members, and left consumers struggling to stay afloat,” former Washington Governor Jay Inslee said in a statement blasted out by the communications group Climate Power.
The profits also spurred advocates to redouble calls for windfall profit taxes. “It’s fair to put a windfall profits tax on inordinate windfall profits rather than cut off children’s food programs,” Rhode Island Senator Sheldon Whitehouse told the Associated Press. Whitehouse introduced a bill in March that would impose taxes on oil companies in the event of price surges.
And even President Trump, whose presidential campaign was buoyed by donations from the oil and gas industry, called for an investigation into retail gasoline prices last month.
Since 2022, fossil fuels have moved back to the center of the world economy as concerns about shortages, price spikes, and availability have helped push concerns about climate change to the margins of policymaking. However, when oil companies are making more money than ever, it means an uptick in public concern or scrutiny. In the long run, oil companies have to worry about decarbonization; in the short run, they’ll have to worry about their customers.
What’s the deal with all those “America Connects” videos?
The data center lobby is launching a big PR blitz on television and social media, racking up millions of views on evidently AI-generated content boasting economic impacts from new projects and hitting against criticism around energy and water use.
In an interview with me Wednesday, Data Center Coalition CEO Josh Levi explained how and why his organization – the largest and most prominent data center trade group – stood up an “evolving” national advertising campaign called America Connects.
Like me, up until now, you might’ve interacted with the campaign’s materials without knowing it. For weeks I’ve been getting texts from people in my life who know I write about data centers asking if I’d seen these ads on TV streaming platforms and social media sites boasting benefits from data centers, or pushing back on complaints about energy and water use. Most of the videos were quite similar, appeared to be generated using AI (with no AI labeling), and were racking up millions in views and impressions.
“Our paychecks, our hospitals, our national security – all run through data centers,” states one voiceover in a YouTube ad targeted at the Longhorn State with more than 12 million views as of today.
“In Texas, they’re doing more than keeping us connected. Data centers support high-paying jobs and pay billions in taxes. Money that can lower your bills, make schools and roads better and communities safer. And new technology means data centers consume minimal water while funding new power generation for everyone. Data centers: built in Texas. For Texas.”
These videos each are hosted on channels named for specific campaigns in individual states. In Georgia, it’s called Connected Georgia. There’s a Texas Connects, an Indiana Connects, and a Pennsylvania Connects. At least eight state campaigns are happening right now and I’m told more should be expected in the near future. Each state campaign has a near-identical website with links to their promoted videos, statistics about state-level tax contributions, and employment from data centers, and a somewhat modern-looking red, white, and blue design with moving graphics on the landing page.
But finding out who was behind these videos and websites took a lot of digging. None of the state campaign websites have contact information and they were all registered by a proxy firm that gets web addresses for entities that want to remain anonymous. Most of the advertising itself was opaque; it’s not easy to research TV commercial spends and Google doesn’t disclose how much a company or person pays to promote individual ads. But there were signs of significant spending, as Meta’s Facebook and Instagram advertising disclosures revealed to me there was five-figure spending on static images, resulting in millions of potential impressions.
Eventually I was able to figure out what was going on. Each of the state campaigns also described themselves online as nonprofits but in fact, there is one nonprofit. It initially formed for the first state campaign, Virginia Connects. Its public 2024 tax disclosures show the campaign was formed by Levi and others working with the Data Center Coalition. On the DCC’s website, the trade group does have a landing page for what it calls “America Connects” and directs people to each state campaign but, as of today, the organization describes them as “regional coalitions” they “partner” with on “helping educate and engage citizens, policymakers, and other stakeholders on the data center industry, its benefits, and key issues including energy, water, economic development, and community engagement.”
In our interview, Levi explained these state campaigns aren’t just partners – they’re creations of a single nonprofit he said was “stood up” by the trade group named America Connects, and it began in 2024 through the Virginia Connects campaign. America Connects is now “a vehicle by which the broader community can engage and participate” in what Levi described as “broader industry messaging” that isn’t “just project by project.” It’s a direct response, Levi said, to the lack of any industrywide PR offensive challenging the mountain of public opposition to data centers shown in poll after poll. (With the exception of that one Meta ad campaign.)
“What we have heard very clearly is that a lot of the partners we work with, but also a lot of the voices from the public at large, is that the industry broadly needs to do a better job communicating. A better job talking about what we do, how we do it, and about the positive benefits of what localities can expect from data center development,” Levi said.
Levi told me the core of the group is at least three people: himself; Allison Gilmore, the chief operating officer of the DCC; and Kevin Hughes, the group’s treasurer and the chief external affairs officer at the data center developer STACK Infrastructure. He said I should expect “an expansion on the board” but declined to say who or what companies. Part of the team also includes LINK Public Affairs, a communications firm based in Virginia that helped on the initial campaign in the state.
I asked how an industry-backed campaign like this would help with the backlash. “Silence breeds mistrust, fundamentally. It is critically important as we see continuing conversations around the data center industry – what it does, what it doesn’t do, how it does – is part of informing those conversations,” Levi replied. “It is important the industry not be silent and be an active contributor in terms of the public dialogue around data centers. This is that.”
The DCC wouldn’t tell me how much is being spent on the America Connects campaign and it’s impossible to know from what’s publicly available.
Here’s what Levi would say about the money: that America Connects is funded by the data center “ecosystem generally,” including developers, companies within the supply chain, and “workforce voices.” But Levi wouldn’t even confirm if they were spending more than they had in just the Virginia campaign, which sort of logically has to be the case if they’ve expanded this effort.
“White it’s maybe not a satisfying answer, we will spend what we have to when it comes to ensuring we reach people where they are. But I’m not able to provide any kind of concrete number for you.”