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The world’s greatest auto race is pushing the limits of cleaner combustion.

The irony of it wasn’t lost on me.
Last Wednesday morning, I found myself trudging through the noxious wildfire smoke that had blanketed all of New York City, my eyes burning under a dark orange sky as I struggled to breathe through an old KN95 mask I dug out of a kitchen drawer. Twelve hours later, I would be on a plane to Paris and on my way to witness the 100th anniversary of the 24 Hours of Le Mans.
Let’s just say leaving your city during an ecological crisis to go to a car race will give you some mixed feelings.
On one hand, I had wanted to see this race since I was a car-crazed kid, and I was there to write a feature I had been planning for months. On the other hand, it is never lost on me that the biggest source of greenhouse gas emissions in the U.S. is transportation, including cars. In recent years, I have found it hard to get excited about horsepower when the world is literally on fire. That was doubly true when my clothes stank of torched Canadian forest.
What I got instead was a pleasant surprise at the famed Circuit de la Sarthe: a lot of people, including those who put on this race, agree with me. And making the event more sustainable is now a key part of its future.
Its past is the stuff of motorsports legend. Since 1923 — minus the better part of the 1940s, for obvious reasons — Le Mans has represented the pinnacle of racing, an event where teams of drivers in different types of vehicles compete for a solid day of racing.
It’s called endurance racing for a reason. Le Mans is won by not just outrunning and outmaneuvering your opponents, but by being able to outlast them as well.
Naturally, fewer pit stops to refuel means more time on the track, so you could say sustainability (not to mention the robustness of the car itself) has always been a part of Le Mans even before that word was put into wider use. What began as a race on a dirt-gravel mix in primitive early automobiles has evolved into a competition between different classes of high-tech, highly advanced race cars that often feature experimental technologies, different types of fuels, and hybrid-electric power. Every team may have a completely different approach to taking the checkered flag.
That’s what I’ve always loved about Le Mans: It pushes the boundaries of automotive technology. The stuff you see one year may vary wildly just a couple of years later. Ten years ago, the most unbeatable cars were diesel Audis; the cars from this year’s top Hypercar class are all hybrids now, as they are in Formula One.
Could those cars get even cleaner someday? Potentially. That’s the series’ goal, in fact; recently its governing body announced plans to make all of the top-class cars run on zero-emission hydrogen by 2030. That’s the same year the Le Mans race aims to be fully carbon-neutral.
And Toyota, whose hybrids had been dominant in recent years (but lost on Sunday to Ferrari after an unforgettable war of attrition that took up most of the day) showed off a hydrogen-powered car it hopes to run at Le Mans in 2026 — the first year a new hydrogen racing category will be open.
Toyota is sticking to its big plans for hydrogen, even as the slow rollout of hydrogen cars and fueling infrastructure has meant battery-electric passenger cars are being purchased at an astronomically higher rate. But that fuel source could have also great potential for heavy-duty trucking, aviation, and car markets with little access to electricity. Or in motorsports, where internal-combustion cars that run on liquid fuel create no CO2 emissions but still make the explosive sounds that make racing so exciting. (The all-day nature of the race makes it ill-suited for electric cars and their charging times, for now, anyway.)
Besides that, and to my delight, sustainability was everywhere at Le Mans this year. None of the race cars in competition ran on gasoline. Instead, they used a fuel made from local wine residue biomass that creates significantly fewer emissions. It’s called Excellium Racing 100 and it’s made by French company TotalEnergies (which is, yes, a petroleum company but I’ll give points for effort here.) Le Mans started doing this just last year, and the fuel made from agricultural waste uses no oil and emits 65% less CO2 over its lifecycle. As the company says, this new fuel “no longer contains a single drop of petrol.” At this race, that’s an impressive feat.
Attendees — and there were almost 300,000 of them — got discounted tickets if they came to the race in hybrid cars or EVs, carpooled or took public transit. (Most of the CO2 emissions from the race come from the traffic jam outside, race organizers said.) And the race cars’ Michelin-supplied tires were made from recycled materials.
Now, you yourself may not be in the market anytime soon for the Ferrari 499P LMH race car that won this year — and it’s not street-legal, anyway. So why do you care? Because motorsports, and Le Mans in particular, has a way of serving as a testing lab for new technologies that trickle down to the passenger cars you can buy. Things like fog lights, disc brakes, halogen headlights, better hybrid technology, techniques for reducing fuel consumption, and better tires have all seen introductions or advancements at this race. Here, car tech gets tested in the most extreme conditions; better and cleaner consumer cars can often follow. It’s part of why car manufacturers even do this.
I like to imagine what good things could emerge here in the years to come. More efficient headlights that are safer for pedestrians, for example. Or new lightweight materials so cars can finally go on a diet. Or ways to make hybrid and EV batteries have better range and durability. Or more advanced applications for hydrogen or e-fuels, which could be a useful tool in reducing emissions alongside battery EVs. Or, selfishly, ways to make cars that are fun and fast, but not destructive to the climate.
After all, automakers are looking for a future here where they can exist at all. Regulations around fuel economy and eventually phasing out internal combustion are closing in on them, especially in Europe. And consumers care more than ever about not just efficiency but emissions. Car companies have to step up or go home; I sometimes thought the #WeRaceForChange hashtag I saw everywhere should’ve been #WeRaceToKeepMakingMoneySomeday.
But good things can come from what we see at Le Mans. It has a chance to be a leader in making cars, for as long as we depend on them, better and cleaner and safer. If advancements in tires, efficiency, and even new fuel types can win races, maybe they can pave the way for the rest of us. “Being passionate about cars does not mean being irresponsible,” the racing series says. I say amen to that.
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The spinoff of Lawrence Livermore National Lab has a new 10-point plan to get onto the grid by the 2030s.
One of fusion energy’s newest startups, Inertia Enterprises, is betting that the fastest route to commercial fusion runs through one of the field’s oldest ideas. The company, which raised a $450 million Series A earlier this year, plans to build a power plant based on the laser-driven fusion system pioneered at Lawrence Livermore National Laboratory’s — the only tech yet to have produced more energy from a fusion reaction than it took to initiate it. Now, Inertia has shared its commercialization roadmap exclusively with Heatmap, detailing the 10 near-term capabilities it must demonstrate before this landmark experiment can become a grid-scale power plant by the mid-2030s.
The roadmap offers a route from the national lab’s impressive but commercially impractical fusion demonstrations to an economical power plant capable of producing electricity for the grid. At its core are a set of milestones — mostly aimed at developing cheap, mass-manufacturable components — that Inertia says it must clear before those individual systems can be integrated into a working plant. This road is not necessarily linear, however, as various teams will likely be working on many of these goals simultaneously.
At least the physics of Inertia’s approach are already proven, the startup’s CEO Jeff Lawson told me, pointing to the fusion experiments at Lawrence Livermore’s National Ignition Facility as a proof-of-concept. The lab’s demonstration of net energy gain caps more than six decades and $30 billion (in 2026 dollars) of U.S. fusion research. The remaining challenges, he argued, are all engineering-related, requiring “elbow grease, hard work, and smart people” rather than breakthroughs in fusion science.
"It seems to us like a startup or a commercial company of any variety should be focused on commercializing a proven scientific result, as opposed to actually trying to demonstrate the basic science to begin with," Lawson told me. Basic science, he argues, is better left to national labs and universities, where researchers can pursue "unbounded problems" that don’t align with the expectations and timelines of venture-backed startups.
Indeed, no fusion startup has yet achieved scientific breakeven, the milestone Lawrence Livermore first hit in 2022, and has since repeated numerous times. But leading players such as Commonwealth Fusion Systems and Helion Energy maintain that it’s only a matter of time before they validate the physics behind their own reactor designs, which they claim will be highly cost-competitive.
Lawson, on the other hand, readily acknowledged that Lawrence Livermore’s tech is uneconomical in its current form. His bet is simply that the more predictable path to a commercial reactor is to drive down the cost of the lab’s validated fusion approach, known as inertial confinement. This system relies on high-powered lasers firing at a millimeter-scale pellet of fusion fuel, compressing it to extreme temperatures and pressures until the atoms fuse. Today, the National Ignition Facility makes each individual fusion target by hand, a workable solution given that it only uses about a dozen per year.
That production model, however, isn’t remotely plausible for a grid-scale power plant. Because each fusion reaction lasts just a fraction of a billionth of a second, a commercial facility must fire its lasers at a fresh target about 10 times per second to generate continuous electricity — requiring the production of hundreds of millions of targets each year.
Scaling production to roughly a million pellets per day and making them inexpensive enough for commercial operation without compromising the strength or precision required for fusion ignition is central to Inertia’s roadmap. That includes goals five, seven, eight and nine — industrializing the manufacturing of the carbon shells that hold the fusion fuel, making the thin films that hold those carbon shells both durable and cheap, scaling up and automating fusion target assembly, and speeding up how fast targets are filled with the requisite deuterium-tritium fuel.
The other central focus of the roadmap is the laser system, which will ultimately consist of 1,000 individual units operating in concert to compress and heat the fusion fuel. Key priorities include reducing the system’s cost (goal two), dramatically increasing its firing cadence (goal three), and bolstering its durability to withstand high-intensity operations (goal four). Goal six also complements these efforts, calling for the development of a control system capable of tracking moving fusion targets to precisely align each laser shot.
Goals one and 10 bookend the journey with some broader milestones. The first focuses on increasing the fusion target’s energy gain — the ratio of fusion energy produced to laser energy delivered — to more than 25 times ignition. Today, the National Ignition Facility’s best-performing laser shot has yielded a gain of just over four times what it took to start the reaction. Goal 10 then zooms out to the ultimate objective: integrating all these technologies into a commercially viable power plant that can deliver either electricity or industrial heat to end customers.
To reach that point, Inertia has embarked on an industrial engineering hiring spree, recruiting folks with experience taking complex hardware systems from prototype to mass production, “not unlike the processes that are used in the semiconductor or consumer electronics world,” Lawson explained. The company has been making progress on its component development goals since the beginning of the year, he told me, and expects to announce the successful demonstration of a few of these milestones in the coming months. Lawson ultimately expects Inertia to complete the core components of its laser and target manufacturing systems by the middle of next year.
The team will spend the next two to three years integrating these individual pieces into two fully operational subsystems, a prototype laser system and a target manufacturing line. Around 2030, the company will begin combining those subsystems into a first-of-a-kind fusion power plant, which will also serve as the proving ground for the target chamber, tritium fuel breeding system, and power conversion system that turns fusion heat into electricity. By the middle of the next decade, Inertia aims to be generating power from this first plant, setting the stage for the company to build and connect additional grid-scale commercial power plants.
There are plenty of engineering trade-offs that the company will have to solve for. Take the decision around how to size the target chamber, for example. “If you make it bigger, your walls have an easier time and survive longer, but it’s more expensive. If you make it smaller, your walls have a tougher time because they’re closer to all the heat and energy that the fusion reaction is creating, but now your power plant costs less to build.”
But to Lawson, this represents exactly the type of problem Inertia was built to solve: complex engineering issues that come to the fore once scientists have demonstrated the fundamental physics are sound. He thinks other fusion companies may someday reach this stage, as well — though he’s unwilling to hazard a guess on exactly what approach or startup is best positioned to do so.
“There have been generations of scientists who’ve made their predictions about fusion energy and gotten it wrong,” he told me. “I’m not going to pretend to be smarter than them. All I’m here to say is, just knowing that one did work, we can commercialize it.”