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Recharge Wrap-up: Tesla Model X 0-100 video, Nissan-Renault record EV sales

A video shows that a Tesla Model X can accelerate from 0-100 mph faster than a Model S P85D. DragTimes tested a Founders Edition Tesla Model X P90D with Ludicrous Mode, and found that it did 0-60 mph in 3.178 seconds, which is faster than Tesla's stated 3.2 seconds. The 0-100 mph happened in just 7.98 seconds, which is faster than the 8.3 seconds DragTimes clocked in Model S P85D using Insane Mode. Even more impressive is that the Model X used is a seven-seater with all the boxes ticked, which means that it's lugging a lot of extra weight on the drag strip. DragTimes says it intends to do more tests with other configurations of Tesla models – perhaps we'll get to see how two vehicles with Ludicrous Mode compare. See the video above, and read more at Teslarati. Nissan and Renault saw record sales of electric vehicles in 2015. The two automakers sold 84,754 battery-powered vehicles last year, a rise of 2.5 percent. Nissan Leaf and e-NV200 sales dropped by almost 10 percent, but Leaf sales are expected to improve with the next generation. The Alliance's EV sales, though, were boosted by Renault selling 45 percent more EVs in 2015. Government incentives in France are partially responsible for Renault's success. Since they began selling them, Renault and Nissan have sold 302,000 EVs worldwide by the end of 2015. Read more at Bloomberg Business. A study finds that E20 provides higher peak load capability and thermal efficiency than gasoline in reactivity-controlled compression ignition (RCCI) combustion. The dual-fuel combustion technique uses in-cylinder blending to optimize combustion. The study used E20 ethanol blend or gasoline blended with highway diesel or B20 biodiesel blend and compared the results. In addition to the load capacity and thermal efficiency benefits, E20 also produced fewer hydrocarbon emissions. Read more at Green Car Congress. Related Gallery Renault-Nissan Alliance at COP21 View 22 Photos News Source: Teslarati, YouTube: DragTimes, Bloomberg, Green Car Congress Green Nissan Tesla Renault Alternative Fuels Ethanol Green Automakers Electric Videos recharge wrapup

Workers at Mississippi auto supplier protesting low wages

Workers at an automotive seat factory in Mississippi are protesting what they say are low wages and poor working conditions as they attempt to unionize in what could become a new front for the United Auto Workers in the state. A group of workers and supporters at the Faurecia SA seating plant in Cleveland plans a Tuesday march. "We work an auto job and we're getting paid like Wal-Mart wages," said Jamarqus Reed, a 32-year-old Pace resident who has worked at the plant for almost 10 years. "We're trying to better ourselves." Nationally, the UAW has staked its future on unionizing Southern auto factories, with limited success so far. The union has been trying to organize Nissan Motor Co.'s Canton, MS, plant for years, and lost a 2008 worker vote at a Johnson Controls plant in nearby Madison that French-based Faurecia bought in 2011. The UAW narrowly lost a unionization vote at the Volkswagen AG plant in Chattanooga, TN, last year, but the union has since qualified for a new labor policy at the plant that grants access to meeting space and to regular discussions with management. The policy stops short of collective bargaining rights. The union is also trying to organize Nissan's assembly plant in Smyrna, TN, and Daimler AG's Mercedes-Benz plant in Tuscaloosa, AL. Protesters say Faurecia employees make a top wage of $11.64 per hour, while contract workers make $7.73 an hour. Company spokesman Tony Sapienza said that with overtime, the typical Faurecia employee makes more than the $27,000 a year that is the median wage around Cleveland. Wages are often low in the heavily impoverished Delta. "We are very confident that we are offering a very competitive wage," Sapienza said. Organizers criticize use of lower-paid contract workers Shannon Greenidge, a 44-year-old Cleveland resident, said she worked for a labor agency for more than two years before being hired directly by Faurecia. Greenidge said she makes $9.29 an hour, and can't save for retirement or to send her 11-year-old daughter to college. "That's not going to help me down the line in life," she said. Union supporters say as many as half the workers at the plant work for a contract-labor agency. Sapienza said that while the number varies, the company expects 15 percent of its workforce will be temporary employees this year. The UAW has organized some Southern auto parts plants in recent years, including Faurecia plants in Cottondale, Alabama, in 2012 and Louisville, Kentucky in 2013.

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.