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Uber promises 100% electric cars by 2040, commits $800 million to help drivers switch

Uber Technologies Inc on Tuesday said every vehicle on its global ride-hailing platform will be electric by 2040, and it vowed to contribute $800 million through 2025 to help drivers switch to battery-powered vehicles, including discounts for vehicles bought or leased from partner automakers. Uber said that vehicles on its rides platform in the United States, Canada and Europe will be zero-emission by 2030, taking advantage of the regulatory support and advanced infrastructure in those regions. Uber, which as of early February said it had 5 million drivers worldwide, said it formed partnerships with General Motors and the Renault-Nissan-Mitsubishi alliance. In addition to the vehicle discounts, Uber said the $800 million includes discounts for charging and a fare surcharge for electric and hybrid vehicles, the cost of which would be partially offset by an additional small fee charged to customers who request a "green trip." The deals with GM and the Renault alliance focus on the U.S., Canada and Europe. Uber said it was discussing partnerships with other automakers. Uber's plan follows years of criticism by environmental groups and city officials over the pollution and congestion caused by ride-hail vehicles and calls for fleet electrification. Lyft Inc, Uber's smaller U.S. rival, in June promised to switch to 100% electric vehicles by 2030, but said it would not provide direct financial support to drivers. Uber said its goal is to reduce the overall cost of ownership for electric vehicles, which are currently more expensive than gasoline cars. The company also released data on its emission footprint and said it would publish reports going forward. Before the pandemic, electric cars accounted for only 0.15% of all U.S. and Canadian Uber trip miles — roughly in line with average U.S. electric car ownership. At around 12%, the share of plug-in hybrid and hybrid cars was roughly five times as high as the U.S. average. Ride-hail trips overall account for less than 0.6% of transportation-sector emissions, according to U.S. data, but the total number of on-demand vehicles has significantly increased since Uber's launch nearly a decade ago, with 7 billion trips last year, according to Uber's February investor presentation. Uber said its U.S. and Canadian trips with a passenger produce 41% more carbon dioxide per mile than an average private car once miles spent cruising between passengers are included. Uber's plans could be a boon to the auto industry.

Mitsubishi Outlander PHEV selling well in Netherlands

Talk about a Dutch treat. Mitsubishi says sales of its Outlander Plug-in Hybrid are brisk in Europe, helped in a big way by plug-in vehicle tax incentives in the Netherlands that are getting more people there to buy the world's first production plug-in hybrid CUV. The Japanese automaker has taken more than 12,000 orders for the model from Europeans and had delivered about 8,200 of them as of the end of last year, all but 200 of which were to the Netherlands. Mitsubishi will start broader sales throughout the continent this year and is also expected to start sales in the US by next year. The company is looking for plug-ins to account for 20 percent of its global sales by the end of the decade. Mitsubishi, which also sells the model in Norway, Sweden and Switzerland, hopes to reach an annual production rate of 50,000 Outlander PHEVs by the end of the year. Last August, the company resumed full-scale battery production after shutting things down for a few months for a safety probe stemming from a short-circuiting issue. The Outlander PHEV can run for 32 miles on electric power alone and gets a European-rated 124 miles per gallon. Check out Mitsubishi's press release on its Euro sales below. MITSUBISHI OUTLANDER PHEV CY13 SALES – EUROPEAN INAUGURATION With a plan for EVs and EV-derived PHEVs to represent 20% of its global sales by 2020, Mitsubishi Motors Corporation has set itself an ambitious, yet realistic target. More so in Europe, Mitsubishi Motors' largest market for these technologies. 12,000+ orders / 8,000+ deliveries In this respect, the successful sales launch of Outlander PHEV in Europe – MMC's first plug-in hybrid electric vehicle and forerunner of a wider PHEV range – tends to vindicate the Corporation's objectives. First launched in selected markets (The Netherlands, Sweden, Norway and Switzerland) from October 2013,Outlander PHEV has collected over 12,000 orders in Europe and these have already translated into 8,197 deliveries to end-customers by the end of December, of which 8,009 units for The Netherlands, the latter boosted by a tax scheme favourable to eco-friendly technologies such as low-emission vehicles. With more cars currently on their way to Europe, Mitsubishi Motor Sales Netherlands will soon be able to deliver the 11,000+ orders currently in its books and growing.

Ghosn's legacy: one of the auto industry's most effective execs

"Bob Lutz ... estimated that carrying out the Nissan operation would be the equivalent, for Renault, of putting $5 billion in a container ship and sinking it in the middle of the ocean." So wrote Carlos Ghosn in "SHIFT: Inside Nissan's Historic Revival," which was published in the U.S. in late 2004. Two points about that observation: It is in keeping with Lutz's "Often wrong but never in doubt." It shows that Ghosn is a remarkable executive, given that he was able to take Nissan from the edge of financial oblivion to one of the foremost automotive companies (although with alliance partners Renault and, more recently, Mitsubishi). In 1999, Ghosn created what was named the "Nissan Revival Plan." It could have just as well been called the "Nissan Resuscitation Plan." Things were that bad. Now Ghosn is in the midst of legal trouble, accused of financial improprieties of some sort. There is no indication that this is at anything near the scale of what happened at Volkswagen Group. There's malfeasance. And then there's malfeasance. It is likely that this is going to be the end of Ghosn's career, but at age 64, and as a man who has spent nearly the past quarter-century essentially on airplanes, it is probably a good time to leave the stage. What his next act will be — to court or even prison — is an open question. But arguably, Ghosn's performance in the transformation of Nissan and Renault, which also needed some strong medicine to keep it from collapse in the early '00s (although one suspects that the French government would have done its damnedest to keep it propped up), makes him one of the all-time most-notable executives in the auto industry. Ghosn closed plants in both France and Japan and he worked to dismantle the Nissan keiretsu network of interlocked companies, things that were absolutely unthinkable. He established plans with stretch goals in their titles, like the "20 Billion Franc Cost-Reduction Plan," and worked with his people to achieve them, despite the pushback that seemed to come along with the announcement of the plan. As in, as he recalled in SHIFT, "Some people said, 'He's off the deep end. He's raving mad. Doesn't he know that at Renault you set the most conservative goals possible so you can be certain to reach them?' My answer to that sort of thinking was 'You're going to get what you ask for. If you set the bar too low, you'll be a low-level performance.