Uber -owned JUMP pulled its bikes and scooters from a handful of markets over the last few months. The latest city affected is San Diego, where JUMP’s bikes and scooters will no longer be available as of September 19, with the exception of two naval bases in the city.
“We understand this may have a huge impact on your day-to-day commuting and we regret the fact that we can no longer provide this service to you,” JUMP wrote in an email to its San Diego customers.
The decision was in light of San Diego councilperson Barbara Bry calling for a moratorium on scooters in the city until it could figure out a fiscally responsible and thoughtful plan.
“We agree with local elected officials in San Diego who’ve said current micromobility regulations foster an unsustainable operating environment, which is why we’re ending our operations as of today,” an Uber spokesperson told TechCrunch. “We look forward to working with the city to develop more sensible regulations.”
Earlier this week, JUMP removed its bikes from Providence following acts of vandalism and misuse. This month, JUMP is also removing its bikes from Atlanta after operating in the city for just nine months. Its scooters, however, will remain.
“We are winding down our current JUMP e-bike operations in Atlanta,” an Uber spokesperson told TechCrunch. “We will continue to offer JUMP scooters and look forward to continuing conversations with city leaders on how we can work together to expand transportation options.”
That decision came after Atlanta halted its permitting process for dockless vehicles and implemented a nighttime curfew for them. Meanwhile, JUMP also pulled its bikes from Dallas and San Antonio, with no real explanation. In Staten Island, regulatory hurdles forced JUMP to remove its bikes. Since June, JUMP has pulled its bikes from at least six markets.
“Our goal is to make JUMP electric bikes and scooters a sustainable part of the transportation ecosystem,” an Uber spokesperson told TechCrunch. “We currently have JUMP products in over 25 cities worldwide and we make operational decisions on a case by case basis.”
It’s likely those case-by-case decisions are at least partially fueled by unit economics — looking at everything from ridership to vandalism to theft.
Meanwhile, San Francisco seems to remain a solid market for JUMP bikes. In August, JUMP hit one million rides in San Francisco since launching in January 2018 with a total fleet size of 500 bikes. Earlier this year, JUMP touted its high utilization rates in the city compared to docked bike providers.
Uber’s JUMP, of course, is not the only company facing issues with its micromobility operations. In July, Lyft had to pull its e-bikes from San Francisco following apparent battery fires. Then, in August, a Lime bike caught on fire in Seattle. On the positive side for Uber, at least there have not been any reports of its bikes or scooters catching on fire.
This is all to say micromobility is not an easy business. Between regulatory hurdles, potential vandalism and faulty batteries, there are a number of factors that can stand in the way of success.
In November 2020, America will go to the polls to vote in perhaps the most consequential election in a generation. The winner will lead the country amid great social, economic and ecological unrest. The 2020 election will be a referendum on both the current White House and the direction of the country at large.
Nearly 20 years into the young century, technology has become a pervasive element in all of our lives, and will continue to only grow more important. Whoever takes the oath of office in January 2021 will have to answer some difficult questions, raging from an impending climate disaster to concerns about job loss at the hands of robotics and automation.
Many of these questions are overlooked in day to day coverage of candidates and during debates. In order to better address the issues, TechCrunch staff has compiled a 10-part questionnaire across a wide range of tech-centric topics. The questions have been sent to national candidates, regardless of party. We will be publishing the answers as we receive them. Candidates are not required to answer all 10 in order for us to publish, but we will be noting which answers have been left blank.
First up is former Congressman John Delaney. Prior to being elected to Maryland’s 6th Congressional District, Delaney co-founded and led healthcare loan service Health Care Financial Partners (HCFP) and commercial lender CapitalSource. He was elected to Congress in 2013, beating out a 10-term Republican incumbent. Rumored to be running against Maryland governor Larry Hogan for a 2018 bid, Delaney instead announced plans to run for president in 2020.
1. Which initiatives will you prioritize to limit humankind’s impact on climate and avoid potential climate catastrophe?
My $4 trillion Climate Plan will enable us to reach the goal of net zero emissions by 2050, which the IPCC says is the necessary target to avoid the worst effects of climate change. The centerpiece of my plan is a carbon-fee-and-dividend that will put a price on carbon emissions and return the money to the American people through a dividend. My plan also includes increased federal funding for renewable energy research, advanced nuclear technologies, direct air capture, a new Climate Corps program, and the construction of the Carbon Throughway, which would transport captured carbon from all over the country to the Permian Basin for reuse and permanent sequestration.
2. What is your plan to increase black and Latinx startup founders’ access to funding?
As a former entrepreneur who started two companies that went on to be publicly traded, I am a firm believer in the importance of entrepreneurship. To ensure people from all backgrounds have the support they need to start a new business, I will create nonprofit banks to serve economically distressed communities, launch a new SBIC program to help provide access to capital to minority entrepreneurs, and create a grant program to fund business incubators and accelerators at HBCUs. Additionally, I pledge to appoint an Entrepreneurship Czar who will be responsible for promoting entrepreneurship-friendly policies at all levels of government and encouraging entrepreneurship in rural and urban communities that have been left behind by venture capital investment.
3. Why do you think low-income students are underrepresented in STEM fields and how do you think the government can help fix that problem?
I think a major part of the problem is that schools serving low-income communities don’t have the resources they need to provide a quality STEM education to every student. To fix that, I have an education plan that will increase investment in STEM education and use Title I funding to eliminate the $23 billion annual funding gap between predominantly white and predominantly black school districts. To encourage students to continue their education after they graduate from high school and ensure every student learns the skills they need, my plan also provides two years of free in-state tuition and fees at a public university, community college, or technical school to everyone who completes one year of my mandatory national service program.
4. Do you plan on backing and rolling out paper-only ballots or paper-verified election machines? With many stakeholders in the private sector and the government, how do you aim to coordinate and achieve that?
Making sure that our elections are secure is vital, and I think using voting machines that create a voter-verified paper record could improve security and increase voters’ confidence in the integrity of our elections. To address other facets of the election security issue, I have proposed creating a Department of Cybersecurity to help protect our election systems, and while in Congress I introduced election security legislation to ensure that election vendors are solely owned and controlled by American citizens.
5. What, if any, federal regulation should be enacted for autonomous vehicles?
I was proud to be the founder of the Congressional Artificial Intelligence Caucus, a bipartisan group of lawmakers dedicated to understanding the impacts of advances in AI technology and educating other legislators so they have the knowledge they need to enact policies that ensure these innovations benefit Americans. We need to use the legislative process to have a real conversation involving experts and other stakeholders in order to develop a comprehensive set of regulations regarding autonomous vehicles, which should include standards that address data collection practices and other privacy issues as well as more fundamental questions about public safety.
6. How do you plan to achieve and maintain U.S. superiority in space, both in government programs and private industry?
Space exploration is tremendously important to me as a former Congressman from Maryland, the home of NASA’s Goddard Space Flight Center, major space research centers at the University of Maryland, and many companies that develop crucial aerospace technologies. As president, I will support the NASA budget and will continue to encourage innovation in the private sector.
7. Increased capital in startups founded by American entrepreneurs is a net positive, but should the U.S. allow its businesses to be part-owned by foreign governments, particularly the government of Saudi Arabia?
I am concerned that joint ventures between U.S. businesses and foreign governments, including state-owned enterprises, could facilitate the theft of intellectual property, potentially allowing foreign governments to benefit from taxpayer-funded research. We need to put in place greater protections that defend American innovation from theft.
8. Will U.S.-China technology decoupling harm or benefit U.S. innovation and why?
In general, I am in favor of international technology cooperation but in the case of China, it engages in predatory economic behavior and disregards international rules. Intellectual property theft has become a big problem for American businesses as China allows its companies to steal IP through joint ventures. In theory, U.S.-China collaboration could advance technology and innovation but without proper IP and economic protections, U.S.-China joint ventures and partnerships can be detrimental to the U.S.
9. How large a threat does automation represent to American jobs? Do you have a plan to help train low-skilled workers and otherwise offset job loss?
Automation could lead to the disruption of up to 54 million American jobs if we aren’t prepared and we don’t have the right policies. To help American workers transition to the high-tech, high-skill future economy, I am calling for a national AI strategy that will support public/private AI partnerships, develop a social contract with the communities that are negatively impacted by technology and globalization, and create updated education and job training programs that will help students and those currently in the workforce learn the skills they need.
To help provide jobs to displaced workers and drive economic growth in communities that suffer negative effects from automation, I have proposed a $2 trillion infrastructure plan that would create an infrastructure bank to facilitate state and local government investment, increase the Highway Trust Fund, create a Climate Infrastructure Fund, and create five new matching funds to support water infrastructure, school infrastructure, deferred maintenance projects, rural broadband, and infrastructure projects in disadvantaged communities in urban and rural areas. In addition, my proposed national service program will create new opportunities that allow young adults to learn new skills and gain valuable work experience. For example, my proposal includes a new national infrastructure apprenticeship program that will award a professional certificate proving mastery of particular skill sets for those who complete the program.
10. What steps will you take to restore net neutrality and assure internet users that their traffic and data are safe from manipulation by broadband providers?
I support the Save Net Neutrality Act to restore net neutrality, and I will appoint FCC commissioners who are committed to maintaining a fair and open internet. Additionally, I would work with Congress to update our digital privacy laws and regulations to protect consumers, especially children, from their data being collected without consent.
GM’s high-end brand unveiled Thursday the 2020 Cadillac CT4, a sporty and small sedan that is designed and priced to attract younger buyers looking to enter into the luxury car market.
The vehicle’s debut also marks an important expansion for GM’s hands-free driver assistance system, Super Cruise. The hands-free driving system has been lauded for its capabilities; it’s also been criticized because of its severe limitations. Today, Super Cruise is available in just one Cadillac model, the full-size CT6 sedan. And even in the CT6, the system is restricted to certain highways.
Super Cruise uses a combination of lidar map data, high-precision GPS, cameras and radar sensors, as well as a driver attention system, which monitors the person behind the wheel to ensure they’re paying attention. Unlike Tesla’s Autopilot driver assistance system, users of Super Cruise do not need to have their hands on the wheel. However, their eyes must remain directed straight ahead.
GM is finally starting to expand where the system can be used and bringing it to more models. Earlier this year, the company said it will add another 70,000 miles of compatible divided highways in the United States and Canada to the existing system via a software update. By the end of the year, Super Cruise will be available on more than 200,000 miles of highways.
The automaker plans to bring SuperCruise to other GM brands such as Chevrolet, GMC and Buick after 2020.
The expansion follows other improvements rolled out in 2018, including adding a dynamic lane offset so that a CT6 with Super Cruise activated can adjust slightly over in its lane for driver comfort when passing large vehicles. Gauge cluster messages were also added, to inform drivers why Super Cruise may not be available in certain instances.
Super Cruise isn’t the only feature of note in the 2020 Cadillac CT4 model. Cadillac is offering the CT4 in a few trim levels, all of which will have turbo engines. The standard version will have a an eight-speed transmission and a 2.0 turbo-4 engine that generates 237 horsepower and 258 pound-feet of torque.
The CT4-V, and the premium luxury version the CT4, have a 2.7-liter turbo-4 engine with a 10-speed automatic transmission.
The CT4 will come with unique grilles and bright exterior accents to distinguish the CT4 luxury and premium luxury models. The Sport and V-Series models are differentiated by darker accents and “performance-inspired” details, including unique grilles, fascias, rocker extensions, rear spoiler and exclusive performance design wheels, Cadillac said.
Every version of the CT4 will have LED exterior lighting including headlamps, tail lamps and signature vertical lights at all four corners.
Inside the car, drivers will find an 8-inch touchscreen that is mounted prominently in the center of the instrument panel. GM’s new digital platform, which can handle over-the-air software updates, is integrated into the CT4 as well.
“We developed CT4 to appeal to youthful buyers in the luxury market who may be new to the Cadillac brand,” said Andrew Smith, executive director of global Cadillac design. “The vehicle was intended to draw attention, using a combination of great proportions, taught surfacing and Cadillac family details that hint at the athletic driving experience this vehicle offers.”
Khosla Ventures, Jaguar Land Rover’s InMotion Ventures and Chevron Technology Ventures also participated in the round. The company, which operates a ride-hailing service in retirement communities using self-driving cars supported by human safety drivers, has raised a total of $52 million since launching in 2017. The new funding includes a $3 million convertible note.
Voyage CEO Oliver Cameron has big plans for the fresh injection of capital, including hiring and expanding its fleet of self-driving Chrysler Pacifica minivans, which always have a human safety driver behind the wheel.
Ultimately, the expanded G2 fleet and staff are just the means toward Cameron’s grander mission to turn Voyage into a truly driverless and profitable ride-hailing company.
“It’s not just about solving self-driving technology,” Cameron told TechCrunch in a recent interview, explaining that a cost-effective vehicle designed to be driverless is the essential piece required to make this a profitable business.
The company is in the midst of a hiring campaign that Cameron hopes will take its 55-person staff to more than 150 over the next year. Voyage has had some success attracting high-profile people to fill executive-level positions, including CTO Drew Gray, who previously worked at Uber ATG, Otto, Cruise and Tesla, as well as former NIO and Tesla employee Davide Bacchet as director of autonomy.
Funds will also be used to increase its fleet of second-generation self-driving cars (called G2) that are currently being used in a 4,000-resident retirement community in San Jose, Calif., as well as The Villages, a 40-square-mile, 125,000-resident retirement city in Florida. Voyage’s G2 fleet has 12 vehicles. Cameron didn’t provide details on how many vehicles it will add to its G2 fleet, only describing it as a “nice jump that will allow us to serve consumers.”
Voyage used the G2 vehicles to create a template of sorts for its eventual driverless vehicle. This driverless product — a term Cameron has used in a previous post on Medium — will initially be limited to 25 miles per hour, which is the driving speed within the two retirement communities in which Voyage currently tests and operates. The vehicle might operate at a low speed, but they are capable of handling complex traffic interactions, he wrote.
“It won’t be the most cost-effective vehicle ever made because the industry still is in its infancy, but it will be a huge, huge, huge improvement over our G2 vehicle in terms of being be able to scale out a commercial service and make money on each ride,” Cameron said.
Voyage initially used modified Ford Fusion vehicles to test its autonomous vehicle technology, then introduced in July 2018 Chrysler Pacifica minivans, its second generation of autonomous vehicles. But the end goal has always been a driverless product.
TechCrunch previously reported that the company has partnered with an automaker to provide this next-generation vehicle that has been designed specifically for autonomous driving. Cameron wouldn’t name the automaker. The vehicle will be electric and it won’t be a retrofit like the Chrysler Pacifica Hybrid vehicles Voyage currently uses or its first-generation vehicle, a Ford Fusion.
Most importantly, and a detail Cameron did share with TechCrunch, is that the vehicle it uses for its driverless service will have redundancies and safety-critical applications built into it.
Voyage also has deals in place with Enterprise rental cars and Intact insurance company to help it scale.
“You can imagine leasing is much more optimal than purchasing and owning vehicles on your balance sheet,” Cameron said. “We have those deals in place that will allow us to not only get the vehicle costs down, but other aspects of the vehicle into the right place as well.”
Replica, the data-gathering tool created within Sidewalk Labs that maps the movement of people in cities, is now a company.
The newly formed company, which is headed by Nick Bowden, also announced Thursday it has raised $11 million in a Series A funding round from investors Innovation Endeavors, Firebrand Ventures, and Revolution’s Rise of the Rest Seed Fund. The capital will be used to accelerate Replica’s growth through new hires beyond its existing 13-person staff, expansion to new cities and investment in its technology.
Replica will remain connected to Sidewalk Labs, the smart city technology firm owned by Google’s parent company Alphabet. Both Sidewalk Labs and Innovation Endeavors will be on the company’s board.
Replica, which is headquartered in Kansas City with an engineering office in San Francisco, plans to launch in several new regions. Replica is already working with Kansas City, Portland, Chicago and Sacramento, with more cities to come this year.
The Replica tool, which has drawn the ire of some privacy advocates, grew out of Model Lab, a project started two years ago to investigate modeling as a way to address urban problems. Early work focused on meeting with public agencies throughout the world to learn more about the data, processes and other tools they used.
The Replica planning tool was born out what they discovered: public agencies don’t have all the information needed to understand the link and interdependence between transportation and land use. The upshot is a an incomplete picture of how people move within cities, leaving public agencies ill-equipped to make decisions about how land is used and what transportation is needed and where, the company says.
“Answering questions like who uses the street, in which way and why, are critical for city planners as they work to make transit and land use more efficient and sustainable,” Bowden wrote. “But current resources available to city planners to analyze people’s travel in urban areas are less than satisfactory.”
The Replica modeling tool uses de-identified mobile location data to give public agencies a comprehensive portrait of how, when, and why people travel. Movement models are matched to a synthetic population, which has been created using samples of census demographic data to create a broad new data set that is statistically representative of the actual population. The result, Bowden says, is a model that is both privacy-sensitive and extremely useful for public agencies.
Bowden tried to quell privacy worries Thursday in a blog post emphasizing that the data has been “de-identified,” meaning that an individual’s location data would be identifiable. The company says it’s not interested in the movement of individuals. Instead, the modeling tool is used to see and understand patterns of movement.
“For this reason, we only start with data that has been de-identified,” Bowden wrote Thursday. “This data is then used to train a travel behavior model — basically, a set of rules to represent the movement in a particular place.”
Ola, the largest ride-hailing service in India, said today its two-wheeler service — Ola Bike — is now operational in 150 Indian cities and towns and it intends to grow this business by three times in the next year.
The eight-year-old SoftBank -backed firm said Ola Bike is enabling it to reach the “hinterlands of India,” and bring affordable and convenient on-demand transportation to millions of people. The two-wheeler business, which like the cabs business sees someone drive a passenger around, was launched in 2016 and has created livelihoods for close to 300,000 people in India.
The aggressive expansion of Ola Bike, which until last year was in mostly pilot stages in a handful of cities in India, represents India’s growing appetite for picking bikes over cabs and other transportation mediums as they can rush through busy traffic to get to work.
A ride with Ola Bike costs as little as Rs 5 (7 cents) per kilometre. Uber, Ola’s chief rival in India, also maintains a two-wheeler business in India, called Uber Moto. Uber Moto is available in fewer than a dozen cities in India. Both Ola and Uber also offer three-wheeler auto services in the country.
In recent years, a number of startups, including Bounce, Vogo and Yulu, have emerged in the nation and their two-wheeler rental services are being used by tens of thousands of people — if not more — each day.
In a recent interview with TechCrunch, Bounce executives said the startup was clocking about 80,000 rides each day in Bangalore. Bounce offers a mix of gasoline and electric bikes on its platform.
Ola itself has committed about $100 million in scooter rental startup Vogo. Uber earlier this year partnered with Yulu to conduct electric bike trials in Bangalore. In a statement to TechCrunch, an Uber spokesperson in India said earlier this month that the pilot was still operational, but declined to share more.
In a statement, Arun Srinivas, head of sales and marketing at Ola, said Ola aims to “impact over a million Bike-partners in the coming year.” He added, “Ola Bike has enabled citizens from the smallest of towns such as Chapra in Bihar to large metropolitan areas such as Gurgaon with access to quick, reliable and affordable mobility.”
Tesla CEO Elon Musk promised a more powerful powertrain option in future Model S, Model X and the next-generation Roadster sports car that will push acceleration and speed beyond the current high bar known as Ludicrous mode.
Musk tweeted Wednesday evening “the only thing beyond Ludicrous is Plaid,” a teaser to a higher performing vehicle and a nod to the movie Spaceballs.
These new higher performing versions of the Model S, Model X, and Roadster will contain what Musk describes as a Plaid powertrain and is still about a year away from production. This new powertrain will have three motors, one more than the dual motor system found in today’s Model S and X.
Yes. To be clear, Plaid powertrain is about a year away from production & applies to S,X & Roadster, but not 3 or Y. Will cost more than our current offerings, but less than competitors.
— Elon Musk (@elonmusk) September 12, 2019
This Plaid powertrain has already seen some action. Tesla revealed Wednesday that a Model S equipped with a Plaid powertrain and chassis prototype had lapped Laguna Seca racetrack in 1:36:555, a second faster than the record for a four-door sedan.
*~ Some personal news ~*
We lapped Laguna Seca @WeatherTechRcwy in 1:36.555 during advanced R&D testing of our Model S Plaid powertrain and chassis prototype
(That’s a second faster than the record for a four-door sedan) pic.twitter.com/OriccK4KCZ
— Tesla (@Tesla) September 12, 2019
The “Plaid” powertrain will not be offered in the lower cost Model 3 or Model Y, which isn’t expected to go into production until late 2020. Musk also promised that this plaid powertrain will cost more than “current offerings, but will be less than competitors” without explaining what that means.
Cclose followers of the automaker might recall hints of a three motor powertrain in the past.
When Tesla unveiled a new Roadster prototype in November 2017, Musk said it would have three motors and be able to travel a whopping 0 to 60 miles per hour in 1.9 seconds and a top speed of 250 mph or even more. The Roadster isn’t expected to go into production until 2020.
What is new are Tesla’s plans to make this more powerful three-motor powertrain available in the Model S and Model X. And it stands to be an important option, if it does in fact materialize. The Model S has been around since 2012 and since the introduction the cheaper Model 3, sales have dipped.
And yet, Musk has said the X and S won’t be getting a major refresh. If Tesla hopes to maintain demand for either of its higher margin luxury vehicles, new trims like this plaid powertrain will be essential.
Tesla first announced Ludicrous mode in its Model S vehicles way back in July 2015. As shareholders and customers awaited the Model X to arrive, Musk unveiled several options for the company’s Model S sedan, including a lower priced version, longer battery range and “Ludicrous mode” for even faster acceleration.
Ludicrous mode, which improved acceleration by 10% to let drivers go from 0 to 60 mph in 2.8 seconds, came about as a result of an improved battery fuse. This new fuse, Musk explained in a blog post at the time, has its own electronics and a tiny lithium-ion battery that monitors current and protects against excessive current.
Tesla also upgraded the main pack contactor with a high-temperature space-grade superalloy instead of steel. This enabled the battery pack to remain “springy” under the heat of heavy current. In the end, the max pack output increased from 1300 to 1500 Amps.
Ludicrous was a $10,000 add on for new buyers. Tesla did reduce the price for existing Model S P85 owners for the first six months following the announcement and sold them the pack electronics upgrade needed for Ludicrous Mode for $5,000.
Musk joked in this 2015 blog post that there is “one speed faster than ludicrous, but that is reserved for the next generation Roadster in 4 years: maximum plaid.”
Assembly Bill 5, the gig worker bill opposed by the likes of Uber, Lyft and DoorDash, has passed in the California State Senate. This comes shortly after California Governor Gavin Newsom officially put his support behind AB 5 in an op-ed.
AB5 would ensure gig economy workers are entitled to minimum wage, workers’ compensation and other benefits.
The state Senate passed the bill in a 29 to 11 vote this evening. The state Assembly, which previously approved the legislation, will now vote on amendments to AB5. If the Assembly passes the legislation, which it is expected to, it will go to Gov. Newsom who has expressed support for the measure.
“AB5 is only the beginning,” Gig Workers Rising member and driver Edan Alva said in a statement. “I talk daily to other drivers who want a change but they are scared. They don’t want to lose their only source of income. But just because someone really needs to work does not mean that their rights as a worker should be stepped all over. That is why a union is critical. It simply won’t work without it.”
The bill, first introduced in December 2018, aims to codfiy the ruling established in Dynamex Operations West, Inc. v Superior Court of Los Angeles. In that case, the court applied the ABC test and decided Dynamex wrongfully classified its workers as independent contractors based on the presumption that “a worker who performs services for a hirer is an employee for purposes of claims for wages and benefits…”
Those who work as 1099 contractors can set their own schedules, and decide when, where and how much they want to work. For employers, bringing on 1099 contractors means they can avoid paying payroll taxes, overtime pay, benefits and workers’ compensation.
According to the ABC test, in order for a hiring entity to legally classify a worker as an independent contractor, it must prove the worker is free from the control and direction of the hiring entity, performs work outside the scope of the entity’s business and is regularly engaged in an “independently established trade, occupation, or business of the same nature as the work performed.”
Uber and Lyft, two of the main targets of this legislation, are adamantly against it. Last month, Uber, Lyft and DoorDash amped up their efforts to do whatever they can to prevent it from happening. That’s in part due to the fact that the companies cost of operating would increase.
“Today, our state’s political leadership missed an important opportunity to support the overwhelming majority of rideshare drivers who want a thoughtful solution that balances flexibility with an earnings standard and benefits,” a Lyft spokesperson wrote in an emailed statement. “The fact that there were more than 50 industries carved out of AB5 is very telling. We are fully prepared to take this issue to the voters of California to preserve the freedom and access drivers and riders want and need.”
Uber, Lyft and DoorDash each put $30 million toward funding a 2020 ballot initiative that would enable them to keep their drivers as independent contractors.
Assuming Gov. Newsom signs the bill, it will go into effect Jan. 1, 2020.
AB5 has passed through the Senate! We thank @LorenaAD80 for championing this in the legislature and celebrate with drivers from across the state who have spent years organizing. Up next: a real union for drivers!
— Gig Workers Rising (@GigWorkersRise) September 11, 2019
California legislators have passed a bill that would treat workers at so-called gig economy companies such as Uber and Lyft as employees, giving them access to improved wage and benefit protections.
The 29-11 vote passed on late Tuesday sends the bill back to the State Assembly for final approval. Democratic Governor Gavin Newsom, who has maintained his support for the bill, is expected to approve it.
The proposal, expected to go into effect January 1, had drawn sharp opposition from ridesharing companies and on-demand delivery firms. When Uber, which posted a record $5.2 billion in loss last quarter and laid off hundreds this week, filed to become a public company, it told the SEC that its business would be “adversely affected if drivers were classified as employees instead of independent contractors.”
The bill says that if a contractor’s work is part of a company’s regular business, then they must be designated as employees. And thus, these workers will get access to more protections such as minimum wage, the right to unionize, and overtime.
Ford unveiled a range of hybrid vehicles Tuesday at the Frankfurt Motor Show as part of its plan to reach sales of 1 million electrified vehicles in Europe by the end of 2022.
Ford introduced hybrid and plug-in hybrid versions of the Mondeo wagon, Puma compact crossover, Kuga (shown below) and Explorer SUVs as well as the new Tourneo “people mover” at the show.
But more are coming. Ford said earlier this year it plans to bring eight electrified vehicles to market this year and another nine that will be produced by 2024. One of those, an all-electric Mustang-inspired SUV, will come to market in 2020. The electric SUV with Mustang styling has a targeted range of 600 km (more than 370 miles) calculated using the World Harmonised Light Vehicle Test Procedure (WLTP), and fast-charging capability.
Ford expects that electrified vehicles will account for more than 50% of its car sales in Europe by 2022, surpassing combined sales of conventional petrol and diesel models.
Ford’s upcoming portfolio is part of its broader plan to make its Europe division leaner and more profitable. The company said in June it will cut 12,000 jobs and consolidate its manufacturing footprint to a proposed 18 facilities by the end of 2020. Most of the job cuts, 2,000 of which are salaried position, will occur through voluntary separation programs.
The automaker also announced Tuesday partnerships with six energy suppliers in Europe, including Centrica in the U.K. and Ireland, to install home charging wall boxes and provide green energy tariffs. A partnership with NewMotion aims to help drivers locate and pay for charging more easily at more than 118,000 charging points in 30 countries.
“With electrification fast becoming the mainstream, we are substantially increasing the number of electrified models and powertrain options for our customers to choose from to suit their needs,” Ford of Europe President Stuart Rowley said in a statement.
Electrified doesn’t mean every vehicle will be solely powered by electricity. The term means the vehicles can use hybrid, plug-in hybrid or battery-electric technology. The showcase Tuesday supports the automaker’s earlier commitment that every new Ford passenger vehicle will include an electrified option.
While some automakers have stuck to an all-electric strategy, Ford plans to produce a range of hybrids, plug-in hybrids and battery electric vehicles.
“There is no ‘one-size-fits-all’ solution when it comes to electrification – every customer’s circumstances and travel needs are different,” said Joerg Beyer, executive director of engineering at Ford of Europe. “Our strategy is to pair the right electrified powertrain option to the right vehicle, helping our customers make their electrified vehicle experience easy and enjoyable.”
Ford isn’t doing this alone. The automaker announced in July a partnership with Volkswagen Group that covers collaboration on electric vehicles and development of autonomous technology via a $2.6 billion investment by VW into Argo AI.
Under the EV part of the tie-up, Ford will use VW’s MEB platform, the underlying architecture for its upcoming line of passenger electric vehicles, to develop at least one fully electric car for Europe. VW debuted Monday the ID.3, the first model with MEB platform.
The Volkswagen ID.3 that debuted ahead of the IAA International Motor Show in Frankfurt looks like a compact hatchback. And it is.
But inside customers might feel like they’re sitting in a bigger car, thanks to how engineers and designers took advantage of the electric architecture. Without having to contend with an internal combustion engine, there was more room to play around with. A high-voltage flat battery is in the underbody to save space, as well as auxiliary units, such as air conditioning compressor or steering rack, that have been integrated into the vehicle front end.
The ID.3 is as long as a VW Golf, but because it has shorter overhangs, the wheelbase is larger.
Here’s an up close look at the interior.
As a quick recap, the five-seater ID.3 will go into production this year. The all-electric vehicle, which is not coming to the U.S., will start landing in customers’ hands in spring 2020.
The first vehicle to go into production is a special edition called the ID.3 1ST. The special edition will come with a 58 kWh-battery pack with a range of up to 420 kilometers, or about 260 miles, and be offered in three equipment variants. The ID.3 1ST will start under 40,000 euros ($44,200).
Volta Charging, the San Francisco-based company that combines outdoor digital advertising with charging stations to give electric vehicle owners free power, has added another $20 million in a follow-on to its Series C round.
The company’s Series C round is now closed at $100 million. Schneider Electric Ventures, SK Innovation, Energize Ventures and a number of existing partners participated in the follow-on Series C round. Volta Charging also borrowed $44 million from Energy Impact Partners and CION.
Volta, which launched in 2010, partners with businesses and real estate owners to install EV chargers in high-traffic areas such as grocery stores, entertainment venues and shopping centers. Instead of charging EV owners, the power is provided for free. Volta makes money on the outdoor advertising that is a centerpiece of the charger design.
More than 45 million free electric miles have been given to EV drivers to date, the company said.
The company’s first charging stations popped up in Hawaii. Since then, Volta has expanded to San Diego, Los Angeles, San Francisco and Silicon Valley in California as well as Chicago and its suburbs, Phoenix, and Dallas and Houston.
The funds will be used to expand the company’s network of free, advertiser sponsored charging stations. Volta is focused on adding more chargers to cities where it already has a presence as well as moving into new markets.
“As the electric vehicle industry continues to grow, Volta is well-positioned to build out an economically viable charging network needed to facilitate the shift from gas to electric,” Volta CEO and founder said Scott Mercer said in a statement. “We continue to rapidly scale our business to meet the growing demands of drivers, real estate partners and sponsors. This capital injection will accelerate our mission of mainstreaming electric vehicles.”
Rivian, the adventure-minded electric automaker that plans to produce a pickup truck and SUV, has raised $350 million from global automotive services company Cox Automotive.
The two companies said Tuesday they will also “explore partnership opportunities in service operations, logistics, and digital retailing.” Further details weren’t provided. However, a statement from Rivian founder and CEO RJ Scaringe suggests the partnership will help the EV startup provide services to its customers.
“We are building a Rivian ownership experience that matches the care and consideration that go into our vehicles,” Scaringe said. “As part of this, we are excited to work with Cox Automotive in delivering a consistent customer experience across our various touchpoints. Cox Automotive’s global footprint, service and logistics capabilities, and retail technology platform make them a great partner for us.”
And Cox Automotive, as well as its parent company Cox Enterprises, has the reach Rivian is looking for. Cox Enterprises owns nearly 30 automotive brands, including Autotrader, Kelley Blue Book, Pivet, RideKleen and Manheim, which transports, services, and auctions vehicles across more than 150 global locations.
The Cox Automotive partnership follows two other eye-popping investments this year. In February, Rivian raised $700 million in a round led by Amazon. Two months later, the company announced a $500 million investment from Ford Motor.
Despite all of these big-name investors, Rivian says it will remain an independent company, a desire repeated to TechCrunch on several occasions over the past year by Scaringe. Cox Automotive will add a representative to Rivian’s board.
“With the electrification of vehicles set to play a significant role in the new mobility future, this partnership opens another channel of discovery and learning for Cox Automotive,” Joe George, president of Cox Automotive Mobility Group said in a statement. “Advancements in battery technology and the electrification of fleets are two of our primary focus areas, and we believe this relationship will prove to be mutually beneficial.”
Rivian spent the majority of its life in the shadows until November 2018 when it revealed its all-electric R1T pickup and R1S SUV at the LA Auto Show. Scaringe launched the company as Mainstream Motors in 2009. By 2011, the name changed to Rivian and moved out of Florida. Today, the company has more than 750 employees split between four development locations in the U.S. and an office in the U.K. The bulk of its employees are in Michigan to be close to an expansive automotive supply chain.
The company also has operations in San Jose and Irvine, Calif., where engineers are working on autonomous vehicle technology. Rivian also owns a factory in the Normal, Ill. that was once owned by Mitsubishi in a joint venture with Chrysler Corporation called Diamond-Star Motors.
Deliveries of these vehicles to customers in the U.S., which use a flexible skateboard platform, are expected to begin in late 2020.
Volkswagen introduced Monday the ID.3, the first model in its new all-electric ID brand and the beginning of the automaker’s ambitious plan to sell 1 million EVs annually by 2025.
The ID.3 debut, which is ahead of the IAA International Motor Show in Frankfurt, is an important milestone for Volkswagen. The company upended its entire business strategy in the wake of the diesel emissions cheating scandal that erupted in September 2015. Now, four years later, VW is starting to show more than just concept vehicles for its newly imagined electric, connected and carbon-neutral brand.
Information about the ID.3, which was unveiled alongside a new VW logo and brand design, has trickled out for months now. Monday’s reveal finally fills in some much-needed details on the interior, battery, infotainment and driver assistance systems.
The upshot: Everything about the ID.3, from its size and styling to its battery range and pricing, is aiming for the mass-market category.
The electric hatchback is similar in size to the VW Golf. But this is no VW Golf. The aim here, and one Volkswagen just might have achieved, was to signal the beginning of a new brand.
Numerous details in the special edition version of the ID.3, including a panorama tilting glass roof edged in black and interactive LED headlights that have “eyelids” that flutter when the driver approaches the parked vehicle, help drive the future-is-here point home.
The ID.3 will only be sold in Europe and have a starting price under €30,000 (about $33,000). North America’s first chance at an all-electric VW will be the ID Crozz, which is coming to the U.S. at the end of 2020.
The four-door, five-seater hatchback is as long as a Golf, but thanks to its shorter overhangs, its wheelbase is larger than that of any other vehicle in its category, according to the company. This gives the ID.3 a roomier interior.
The company is starting with the ID.3 1ST, a special edition version that will come with a 58 kWh-battery pack with a range of up to 420 kilometers, or about 260 miles, and come with three equipment variants. The ID.3 1ST will start under €40,000 ($44,200).
The ID.3 1ST will have fast-charging capability that will allow it (when using a DC fast charger) to add 180 miles to its battery in 30 minutes, a longer range than had previously been possible in the compact vehicle segment, VW said Monday.
Buyers of the special edition will be offered free charging for one year up to 2,000 kWh. This free-charging deal only applies to stations linked to WeCharge, which includes the Ionity network of more than 100,000 charging points throughout Europe.
Volkswagen, which owns a stake in the joint venture Ionity, aims by 2020 to install along main European routes 400 ultra-fast charging stations that use 100% renewable energy.
All 30,000 special edition ID.3 vehicles have been reserved. The first ID.3 vehicles will be delivered to customers in Germany in spring 2020.
The series production version of the ID.3 will have two additional battery options, including a 45 kWh-pack that has a range of 205 miles and a 77 kWh-pack that can travel 341 miles on a single charge, in accordance with WLTP. The WLTP, or Worldwide Harmonised Light Vehicle Test Procedure, is the European standard to measure energy consumption and emissions, and tends to be more generous than the U.S. EPA estimates.
The ID.3 will come with an advanced driver assistance system-supported multifunction camera mounted on the windshield. This camera will be able to identify road signs.
The ADAS will include an emergency braking system, pedestrian monitoring, multi-collision brake feature, lane-keeping and lane change systems, and a parking assist that uses a rearview camera. There also will be a keyless access system featuring illuminated door handles.
A park distance control feature is designed to prevent impending collisions or to reduce the severity of collisions by triggering an emergency braking maneuver at the latest possible point.
Inside the ID.3, customers will find a 10-inch touch display. A feature called ID. Light will display an LED strip during navigation that can signal drivers to take actions, such as prompting them to brake.
VW is also offering an optional augmented reality head-up display that will project relevant information directly onto the windshield. All controls are operated using touch functions featuring touch-sensitive buttons. Only the electric windows and hazard warning lights are still operated using tactile switches, the company said.
The ID.3 comes equipped with intelligent natural voice control. Drivers or front passengers can speak to the ID.3, simply by saying “hello ID.” Visually, ID. Light signals to whom the ID.3 is currently responding.
The ID.3 along with others that will join its eventual portfolio of more than 20 full-electric models are built on VW’s flexible MEB platform.
The MEB, which was introduced in 2016, is a flexible modular system — really a matrix of common parts — for producing electric vehicles that VW says make it more efficient and cost-effective.
The first vehicles to use this MEB platform will be under the ID brand, although this platform can and will be used for electric vehicles under other VW Group brands such as Skoda and Seat. (The MEB won’t be used by VW brands Audi or Porsche, which are developing their own platform for electric vehicles.)
Uber Freight is establishing its headquarters in Chicago as part of Uber’s broader plan to invest more than $200 million annually in the region, including hiring hundreds of workers.
Uber said Monday it will hire 2,000 new employees in the region over the next three years; most will be dedicated to Uber Freight .
Uber Freight, which helps truck drivers connect with shipping companies, has become an important piece to Uber’s larger business strategy to generate revenue from all forms of transportation, including logistics for packages. The announcement comes on the heels of a disappointing quarter for Uber that included a stunning $5.2 billion loss.
Since launching in May 2017, Uber Freight has grown from from limited regional operations in Texas to the rest of the continental U.S. and to Europe.
Uber made Uber Freight a separate business unit in August 2018. Since then, the company has redesigned the app, adding new navigation features that make searching for and filtering loads easier to customize and more intuitive, as well as other features, including an updated map view and a search bar across the top of the screen.
It has also made some key hires, one of which intimated the company’s global ambitions. The company hired Andrew Smith, one of Box’s early employees, to head up global sales at Uber Freight, and Bar Ifrach, formerly of Airbnb, to lead its marketplace team.
With signs of some success, Uber is doubling down on the trucking business.
Uber Freight has more than 400,000 drivers in its carrier network and 1,000-plus shippers as customers, including AB Inbev, Niagara Bottling and Land O’Lakes, according to the company. Uber Freight also has more than 50,000 carriers on the platform.
“I believe this makes Uber Freight the biggest virtual fleet in the United States,” Lior Ron, head of Uber Freight, told TechCrunch in a recent interview.
The company has been relatively quiet as it has scaled up, Ron said, noting that this announcement marks a turning point for Uber Freight.
“This is really a graduation moment for us and where we can share that because the business is doing so well we are doubling down on our investment,” he said.
The new Uber office located in The Old Main Post Office in the historic Chicago River area will serve as Uber Freight headquarters and its first engineering hub outside of San Francisco.
“Trucking represents an enormous opportunity for Uber, and this milestone is a testament to our long-term commitment to our Freight business,” Uber CEO Dara Khosrowshahi said in a statement. “Chicago is the heart of America’s transportation and logistics industry, and there is no better place to open our dedicated Freight HQ. Uber has long recognized the incredible history, innovation, and talent that Chicago has to offer, and we’re excited about the thousands of new jobs our Freight business will help bring as we become one of the city’s largest technology employers.”
As part of its new investments in the region, Uber is collaborating with the Chicago Cook Workforce Partnership (CCWP) to help with workplace diversity. Uber will start onboarding new employees in 2020 and will work with CCWP to develop a process for identifying potential candidates through their system.