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The United Auto Workers’ contract with the Big Three automakers is almost up. Its replacement is going to be hotly contested.

One of the dirty little secrets of the electric vehicle boom is that many of its workers are paid less and enjoy fewer benefits than those who manufacture the nation’s gas guzzlers. But if unions have their way, that won’t be the case for long.
On September 14, the United Auto Workers' contract with the Big Three automakers — GM, Ford, and Stellantis — will expire. Negotiations for a new agreement are set to begin in July, and electric vehicle jobs will be a defining issue with potential to put the 380,000-member union on strike this fall. The union’s leadership team held a town hall late last month where they laid out the stakes.
“To be clear, I and the UAW leadership support this transition, but it must be a just transition,” said vice president of the union Mike Booth. “These must not only be union jobs, but they must be jobs that maintain the wages, benefits, and safety standards that generations of UAW members have fought for.”
So far, the industry has been trending in the opposite direction. Booth pointed to the Ultium battery cell manufacturing plant in Lordstown, Ohio, which is a joint venture between GM and LG. Workers there currently start at $16.50 per hour, and can work their way up to $20 per hour after seven years. That’s well below the $32 per hour that union workers made at a nearby GM assembly plant that closed in 2019. “Meanwhile the company is receiving billions in government subsidies. This is not a just transition, and this is not an acceptable standard to set,” said Booth.
The Big Three are facing pressure to keep EV costs down amid inflation, materials scarcity, and increasing competition from international automakers — particularly from China. They also must contend with the fact that workers for other preeminent players in the nascent industry — Tesla and Rivian — aren’t unionized, although movements are cropping up to change that. While Elon Musk argues Tesla pays its workers more than their unionized counterparts, his company has been accused of serious labor violations and the National Labor Relations Board has ruled it illegally fired a worker involved in labor organizing.
The upcoming negotiations are a bellwether for many on the left's belief that the transition to clean energy can and should “create millions of good, high-wage jobs.” But as Booth’s remark suggests, union members aren’t just frustrated with the automakers, but with Biden. His signature climate policy, the Inflation Reduction Act, has begun fueling the growth of a domestic electric vehicle manufacturing industry with billions of dollars in incentives and little support for organized labor.
According to a database of clean manufacturing announcements maintained by Jack Conness, a policy analyst at the nonprofit Energy Innovation, companies have announced upwards of $70 billion in investments in U.S. battery and electric vehicle manufacturing since the law was passed.
The IRA has been hailed by labor advocates for including wage and apprenticeship requirements for many of its subsidies. But those provisions are geared at construction jobs, not manufacturing jobs. For example, while automakers must pay prevailing wages and hire apprentices to build their battery factories in order to qualify for the full “Advanced Energy Project Credit,” they do not have to make similar commitments to the workers who will actually make the batteries.
The only relevant labor requirements for those workers came in federal guidance on the tax credit for the manufacturing of clean energy parts that was published last month. It noted that the Internal Revenue Service would only consider projects recommended by the Department of Energy. That agency must base its endorsements on a set of criteria that includes having a “clear and appropriately robust plan” to engage with labor unions.
These kinds of provisions, like requiring developers to put their plans for workforce and community engagement in their applications, may help give unions a leg up. David Madland, a senior fellow at the Center for American Progress, a liberal D.C. policy think tank, pointed to the recent unionization of the Blue Bird electric school bus factory in rural Georgia. The company received funding from the EPA that required it to be “committed to remain neutral in any organizing campaign.”
“The Biden administration is doing a lot to ensure the jobs created by industrial policy are good jobs,” Madland told me in an email. “But more work needs to be done.”
Recently-elected insurgent president of the UAW Shawn Fain sent a memo to the union’s 380,000 members in early May warning that the shift to EVs was “at serious risk of becoming a race to the bottom.” He stated that the union would not endorse Biden for re-election until he does more to support labor standards in the transition.
It’s not yet clear whether the transition to EVs will result in a net loss or gain of manufacturing jobs. Industry studies have noted that electric vehicles have fewer parts, and will therefore require fewer workers, than internal combustion engine vehicles. Ford CEO Jim Farley made waves in November when he said the job required 40% less labor, a statistic that echoes a similar warning by the UAW back in 2020
But some researchers and analysts have contested the idea. Carnegie Mellon engineers analyzed production data from leading automotive manufacturers and found that although EVs have fewer parts, their components collectively require more labor-hours than conventional vehicle parts. But the researchers note that despite this, the shift to electric vehicles could still lead to job losses in certain regions depending on where companies choose to locate new battery factories.
While the IRA has seemingly given automakers enough incentives not to move these facilities abroad, many of them are building their plants in southern states where organized labor has always struggled to gain a foothold.
Outside analysts predict the negotiations will break down and lead to a strike. Four years ago, when the union went on strike against GM for 40 days during the last round of negotiations, it cost the company $3.6 billion. Workers lost nearly $1 billion in wages.
UAW leadership began to prepare its members for that possibility during its town hall last month.
“I want to be clear on this, and I know this might sound crazy, but the choice of whether or not we go on strike is up to the Big Three,” said UAW Secretary-Treasurer Margaret Mock. “We are clear about what we want.”
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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.”