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The United Auto Workers union is launching an unprecedented campaign to organize 13 non-union automakers in the U.S. after securing record contracts with the Detroit automakers.

The union said Wednesday the drive will cover nearly 150,000 autoworkers across BMW, Honda, Hyundai, Lucid, Mazda, Mercedes-Benz, Nissan, Rivian, Subaru, Tesla, Toyota, Volkswagen and Volvo.

As part of the campaign workers are signing electronic cards in support of union efforts to potentially organize U.S. plants from those automakers.

It is not guaranteed that the union would push to organize every plant or automaker that participates in the campaign. Overall, workers would need to vote in support of UAW representation.

UAW President Shawn Fain has said the union’s next mission after ratifying record contracts with General Motors, Ford Motor and Stellantis was to expand its ranks. The contracts ratified by the “Big Three” Detroit automaker include at least 25% hourly pay raises, the reinstatement of cost-of-living adjustments and enhanced profit-sharing payments, among other benefits.

“To all the autoworkers out there working without the benefits of a union: Now it’s your turn,” Fain said in a video posted online.

Fain previously vowed to move beyond the “Big Three” and expand to the “Big Five or Big Six” by the time its 4½-year contracts with the Detroit automakers expire in April 2028.

Launching major organizing campaigns simultaneously breaks with tradition for the union. Typically, it would spend months, if not years, gaining support of workers inside factories to eventually vote on UAW representation.

But Fain has repeatedly rewritten the rules of engaging with automakers during his short time as UAW president — he negotiated deals with Ford, GM and Stellantis simultaneously, rather than identifying a lead company on which to focus efforts — and organizing non-union automakers would greatly assist the union’s bargaining efforts and scale.

UAW membership has been nearly halved from roughly 700,000 members in 2001 to 383,000 at the beginning of this year. It peaked at 1.5 million in 1979.

Several non-union automakers such as Hyundai, Toyota and Honda announced plans to increase worker wages in the weeks following the UAW deals with Ford, GM and Stellantis.

Fain has called such increases the “UAW bump,” which he said further said stands for “U Are Welcome.”

Still, the UAW has a poor track record with trying to organize non-Detroit automakers.

The UAW has previously failed to organize foreign-based automakers in the U.S. Most recently, plants with Volkswagen and Nissan fell short of the support needed to unionize. The UAW has previously discussed organizing Tesla’s Fremont plant in California, with little to no traction in those efforts.

At the 2023 DealBook Summit in New York later on Wednesday, Musk was asked about the UAW’s aims. He replied: “If Tesla gets unionized it will be because we deserve it and we failed in some way.”

The UAW said Wednesday one of the “strongest campaigns” thus far is Toyota’s assembly complex in Georgetown, Kentucky, where 7,800 workers make the company’s iconic Camry and highly profitable RAV4 and Lexus ES.

“Workers across the country, from the West to the Midwest and especially in the South, are reaching out to join our movement and to join the UAW,” Fain said in the video. “The money is there. The time is right. And the answer is simple. You don’t have to live paycheck to paycheck. You don’t have to worry about how you’re going to pay your rent or feed your family while the company makes billions.”

Alaska Air Group’s executives spent months working on its plan to buy rival Hawaiian Airlines. The airlines’ leaders will now spend many more trying to convince regulators the acquisition should go ahead.

It could be the latest in a string of challenges brought by President Joe Biden’s Justice Department against airline deals it views as anticompetitive.

The $1.9 billion cash and debt deal, announced Sunday, comes less than a year after the Justice Department sued to block another deal: JetBlue Airways’ $3.8 billion cash acquisition of budget carrier Spirit Airlines. The Justice Department argued that the purchase of Spirit would harm consumers in the form of higher fares if the budget airline is absorbed by JetBlue. Earlier this year, the Justice Department successfully broke up JetBlue’s partnership with American Airlines in the U.S. Northeast.

In both that limited alliance and the Spirit acquisition, JetBlue argued it needed to team up to better compete with larger rivals, and grow, when planes and pilots are in short supply.

More than a decade of airline mergers left four airlines — American, Delta, Southwest and United — in control of around 80% of U.S. airline capacity. Alaska has a more than 5% share of U.S. airlines’ capacity and Hawaiian has a less than 2% share, according to Cirium data.

The Alaska-Hawaiian deal comes as Hawaiian has faced a host of challenges including like the Maui wildfires, increased competition in Hawaii from Southwest and a slower recovery of some long-haul Asia routes.

Deal differences

The Alaska-Hawaiian and JetBlue-Spirit deals are different in approach, but the Alaska acquisition could still face hurdles with regulators.

For example, JetBlue plans to remodel Spirit’s tightly packed yellow planes to take out seats and bring on board more amenities like seat-back screens, while getting rid of the Spirit brand and model entirely. Alaska, meanwhile, said it plans to keep separate Hawaiian and Alaska brands, two carriers that are key to the far-flung states they serve.

That’s different from Alaska’s 2016 acquisition of Virgin America, when it spent years getting rid of Virgin’s branding and fleet of Airbus jets in favor of a streamlined Boeing airline.

The Justice Department declined to comment on the Alaska-Hawaii deal on Monday, but some experts said they expect a challenge from regulators.

“The starting point is one of skepticism,” said William Kovacic, a professor at the George Washington School of Law and a former chair of the Federal Trade Commission.

He said the Justice Department’s review of the deal will focus on where Hawaiian and Alaska compete and “consider how the two companies might have expanded service in different ways were it not for the merger itself.”

Alaska and Hawaiian executives have defended their deal, citing little overlap and the ability to expand their reach. The carriers’ CEOs said the deal will help them expand their networks, giving Alaska access to Hawaiian’s network in the Asia-Pacific region and expanding Hawaiian’s current reach with Alaska’s network throughout the U.S., for example.

“We’re confident that this is unique from others that are pursuing combinations,” Alaska CFO Shane Tackett said in an interview with CNBC. “We have very similar product offerings and we have very limited network overlap.” He said that the two carriers have about a 3% overlap with seats and 12 routes.

In the Justice Department’s lawsuit against the JetBlue-Spirit deal, “they really lean heavily on the catalyzing role that Spirit in particular, but that Spirit and JetBlue can play in the market,” said Samuel Engel, a lecturer at Boston University’s Questrom School of Business and senior vice president at consulting firm ICF. “I don’t think anyone has every argued that about Alaska and Hawaiian,” he added.

“That said, the posture of this administration has suggested there are not many mergers they would embrace,” he said.

Alaska and Hawaiian executives said they expect it to take 12 to 18 months to close the deal, a timeframe which would push it beyond next year’s presidential election and potentially into a new administration.

Hawaiian’s stock nearly tripled on Monday to $14.22 a share, though still below the proposed purchase price. Alaska’s shares lost 14.2% to end the day at $34.08.

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SpaceX could attempt a key demonstration for NASA during the third test flight of its towering Starship rocket, according to the federal agency.

A NASA official revealed on Monday that the next Starship flight is expected to include “a propellant transfer demonstration,” though an agency spokesperson noted Tuesday the plan is subject to change, as is often the case in the space industry.

SpaceX last month launched its second Starship flight, a test which saw the company make progress in development of the monster rocket yet fall short of completing the full mission. The propellant transfer demonstration would require that the rocket reach orbit as one of the demo’s goals.

A successful attempt would push Starship beyond its benchmarks reached thus far.

“NASA and SpaceX are reviewing options for the demonstration to take place during an integrated flight test of Starship and the Super Heavy rocket. However, no final decisions on timing have been made,” NASA spokesperson Jimi Russell said in a statement to CNBC.

SpaceX did not respond to CNBC’s request for comment on the plans.

SpaceX CEO Elon Musk said shortly after November’s flight test that hardware for a third Starship launch “should be ready to fly in 3 to 4 weeks.” But that timeline depends on SpaceX’s review of the second flight’s data, preparations on the ground, as well as regulatory sign-off – the Federal Aviation Administration is overseeing a mishap investigation that must be complete before the company launches Starship again.

A key demonstration

The “propellant transfer demonstration” falls under a NASA “Tipping Point” contract that the agency awarded SpaceX in 2020 for $53.2 million. As part of the contract, NASA wants SpaceX to develop and test “Cryogenic Fluid Management” (CFM) technology, which the agency notes is essential for future missions to the moon and Mars.

Lockheed Martin and and United Launch Alliance were awarded with similar contracts, worth varying amounts.

Starship’s engines are powered by a combination of two propellants – liquid oxygen and liquid methane – that are kept at cryogenic temperatures.

Reaching orbit around the Earth requires using much of the propellant that was already loaded on the rocket, meaning SpaceX needs to refill Starship with more cryogenic propellant in order to deliver cargo to other planetary bodies.

That requires launching “Starship tankers” to deliver more propellant to orbit and transfer that propellant to the main Starship rocket. The process is similar to aerial refueling, a practice often used by the military to extend the range of jets.

Under the NASA contract, SpaceX’s first demo will involve transferring 10 metric tons of liquid oxygen between tanks within the Starship rocket. While Starship won’t be rendezvousing with another tanker rocket for this demo, NASA considers the test progress in maturing the tech.

“The goal is to advance cryogenic fluid transfer and fill level gauging technology through technology risk assessment, design and prototype testing, and in-orbit demonstration. The demonstration will decrease key risks for large-scale propellant transfer in the lead-up to future human spaceflight missions,” NASA says.

NASA has a major stake in the success of the Starship program, as SpaceX has a contract worth up to $4.2 billion to deliver astronauts to the moon with the rocket under the agency’s Artemis program.

Waymo, Alphabet’s self-driving car unit, is having a relatively good couple of months – at least, compared to one of its key rivals: GM’s Cruise. 

Formerly known as the Google self-driving car project and now an independent subsidiary of Google parent-company Alphabet, Waymo has been operating in some capacity since 2009. Five years ago, the company launched what it billed as the “world’s first commercial autonomous ride-hailing service” in the metro Phoenix area, then last year expanded to San Francisco. The company soon plans to launch commercially in Austin, its fourth city, and also recently began test-driving vehicles in the winter weather of Buffalo, New York. 

For much of this time, Cruise has seemed to be competing neck-and-neck: When Waymo raised funding at a $30 billion valuation in 2020, Cruise followed in 2021 with the same valuation. When Cruise began offering fully autonomous rides in San Francisco in the winter of 2022, Waymo followed in the fall. In August, California regulators voted to approve round-the-clock robotaxi service in San Francisco from both companies, making it the first major U.S. city to allow two robotaxi companies to compete for service “at all hours of day or night.” 

Now, after a barrage of safety concerns and incidents with Cruise self-driving cars in recent months, the landscape looks starkly different. Cruise has paused all public road operations – both supervised and manual, laid off contractors and recalled nearly 1,000 robotaxis after a pedestrian collision. In October, the California Department of Motor Vehicles suspended Cruise’s deployment and testing permits for its autonomous vehicles, effective immediately, and last week, GM announced it would significantly cut spending on Cruise in 2024. 

Amid the news, Waymo’s chief product officer, Saswat Panigrahi, told CNBC that the self-driving car unit hasn’t seen a change in tone from regulators or a shift in the company’s public perception. 

Obviously, Waymo seems to be performing better than some competitors. What, exactly, do you think you’ve been doing differently? 

There are no shortcuts. I mean, this is not a question you’re asking an app or a web page, which is giving you an answer. This is a multi-thousand pound vehicle that’s moving through the physical world – yes, it’s an application of AI but a very different kind of application of AI. And there’s something to be said about time and experience and just rigor that no matter how hard you work, it takes time to do this. 

So I would say that the amount of data you’ve tested yourself against – you could always test more, but the staggering scale of testing that has been brought to bear – I sometimes say that building the Waymo Driver is a hard thing, but it’s almost as hard to evaluate the Driver. The amount of simulation we have had to do… has taken a decade. It took Google’s level of infrastructure because even to simulate at that scale, as you and I are speaking right now, 25,000 vehicles in our simulator are learning to drive better. To bring that, you need incredible infrastructure capability because even if you had the AI capability, without the infrastructure, it’d be very hard to bring that skill to bear – a decade of investment into AI before AI was cool. 

Compute infrastructure, to power those simulations? 

Yeah, some of it is just raw scale of compute, how many computers can you bring to bear, that kind of thing. But some of it is also – think of the old-school video game versus how realistic video games have become now, that’s a metaphor for how things are. Let’s say we saw a person in Phoenix speeding at 60 miles an hour on a 45 mile-per-hour [street], and then imagine that we saw a very tight intersection in SF – can you realistically mix these two to challenge your driver to a harsher situation that may occur many millions of miles later in the real world?

[On top of that], being able to add rain, for example – all right, you’re safe enough when you’re driving through good weather, through this tight intersection with a speeding agent. Can you do that as well in rain? Can you do that at night? You can’t wait for the rain in real life to occur exactly when you want to push your system in that way, but being able to simulate rain requires that infrastructure but also enough algorithms and realism on top to be able to push this.

Can you get specific about how much compute that requires?

I have worked with pretty high-scale systems before Waymo, at Google and Ericsson, and this is a pretty staggering scale. But the only number I can tell you is 25,000-plus virtual vehicles driving continuously, 24/7, learning from each other, and [tens of] billions of miles in simulations. Think of how much you or I drive in a year – we drive, what, 10,000 miles in any given year…? Now think of billions of miles of experience – close to seven orders of magnitude difference.

Let’s talk about the shift in ridership over the past month. Have you seen an increase? Decrease? 

Things are growing – to give you an idea, this year we have more than 10x’d [trips with public riders]… The ridership is increasing in both Phoenix and SF. We are well ahead of 10,000 trips [in each city] every single week… So it’s going well. We’re taking the time to respond to feedback and thoughtfully expand. 

Tesla faces a growing revolt in Scandinavia after Danish dockworkers joined a sympathy strike with Swedish mechanics, heaping pressure on the electric vehicle giant to grant collective bargaining rights to employees.

Members of Swedish trade union IF Metall have been at loggerheads with Tesla for six weeks, and have garnered support via a secondary strike action from fellow workers across a range of industries in Sweden, including postal workers, painters, dockworkers and electricians.

Tesla CEO Elon Musk bemoaned the blockage of license plate deliveries by postal workers as “insane” and late last month filed lawsuits against both the Swedish Transport Agency and the postal service.

After Swedish dockworkers blocked the reception of Tesla cars into the country, there had been speculation that the company would seek to deliver cars to Danish ports and transport them by truck across to Sweden.

However, IF Metall requested support from Denmark’s largest trade union, which on Tuesday announced a sympathy strike.

Jan Villadsen, chair of Denmark’s 3F Transport union, said Tuesday that IF Metall and Swedish workers are “fighting an incredibly important battle” and therefore have his union’s full support.

“Just like companies, the trade union movement is global in the fight to protect workers. With the sympathy strike, we are now stepping in to put further pressure on Tesla,” Villadsen said in a statement.

“Of course, we hope that they come to the negotiating table as soon as possible and sign a collective agreement.”

In what appeared to be a direct attack on Musk, Villadsen added that “even if you are one of the richest in the world, you can’t just make your own rules.”

“We have some labor market agreements in the Nordic region, and you have to comply with them if you want to run a business here,” he said.

“Solidarity is the cornerstone of the trade union movement and extends across national borders. Therefore, we are now taking the tools we have and using them to ensure collective agreements and fair working conditions.”

All members of 3F Transport are covered by the sympathy conflict, meaning that dockworkers and drivers will not receive and transport Tesla cars to Sweden.

Swedish labor relations, shaped by a series of accords reached throughout the 20th century, mean that almost all pay is subject to collective agreements between companies and labor unions, without any government intervention.

Tesla has so far refused to sign up to one of these collective bargaining agreements, leading around 120 mechanics in Sweden to launch a strike action in late October.

The striking workers are not asking for more pay, but simply for Tesla to honor the principle of collective bargaining. The dispute highlights the potential for an ongoing ideological stalemate not just between Tesla and 120 mechanics, but between U.S. corporate power and the deeply entrenched principles underpinning the Scandinavian economic model.

The extension of solidarity strikes to Denmark could signal further problems for Musk amid the risk of similar solidarity action in Norway and Germany, where collective agreements are also a key tenet of labor relations.

IF Metall told CNBC on Tuesday that it has no ongoing talks with Tesla but hopes the U.S. giant will “return to the negotiations table as soon as possible.”

“We are confident that they eventually will realize that collective agreement is beneficial for them as well. We are prepared for a prolonged conflict, but we are hoping for a swift solution,” the union said.

Tesla did not immediately respond to a request for comment

Prices of used electric vehicles are down roughly 30% year over year, according to market research studies using data from September and October.

The cheaper prices might bode well for buyers, but they raise concerns that low resale values could hurt EV adoption among mainstream consumers. The falling prices also add fuel to a debate over whether EV demand is faltering.

″The mainstream appeal of these cars is still not there,” said Karl Brauer, executive analyst for iSeeCars, a search engine for used cars. “They’re still too expensive, and they’ve got too many limitations in terms of how you use them.”

Still, EVs are making up a larger share of total new car sales — more than 8% through October of this year, according to J.D. Power — and some say fears of a slowdown are overblown.

“People are broke, interest rates are high,” said Scott Case, CEO of Recurrent, which provides vehicle history reports that focus on battery life. “The demand for EVs is not the issue. It’s the affordability.”

Several studies indicate what many EV supporters insist: The vehicles are cheaper to own than gasoline-burning cars — owners don’t have to shell out for gas, and maintenance costs tend to be lower because EVs have fewer moving parts.

But a car’s residual or resale value is a big factor in determining the total cost of owning it. Edmunds, which provides a range of automotive data services, said in its Q3 2023 Used Vehicle Report that “the low resale values for used EVs could become a major deterrent to new EV purchases and EV adoption more broadly.”

Watch the video to learn more.

The U.S. is running out of miners. More than half the nation’s mining workforce, about 221,000 workers, is expected to retire by 2029, according to the Society for Mining, Metallurgy & Exploration, and the number of candidates willing to fill those slots is shrinking.

“Our workforce is aging,” said Bold Baatar, chief executive of copper at Rio Tinto. “There is a lot of baby boomers that will be looking to retire or are already retiring, and we’re continuing to rely on their expertise.”

At the same time, demand for rare earth minerals such as lithium, cobalt and copper, critical components used to make batteries for electric vehicles and smartphones, is on the rise.

Globally, at least 384 new mines will need to be built to meet demand for electric vehicles by 2035, according to Benchmark Mineral Intelligence.

To better understand the role miners play in the transition to green energy, CNBC got a behind-the-scenes look at Rio Tinto’s copper mining operation in Utah.

Watch the video to learn more.

DETROIT — The United Auto Workers has filed unfair labor practice charges with the National Labor Relations Board against Honda Motor, Hyundai Motor and Volkswagen, accusing the automakers of unlawfully interfering with worker organizing, the union said Monday.

UAW alleges management at three facilities — for Honda in Greensburg, Indiana; Hyundai in Montgomery, Alabama; and Volkswagen in Chattanooga, Tennessee — have participated in illegal “union-busting as workers organize to join the UAW.”

Hyundai and Honda refuted the allegations. Volkswagen said it takes such “claims like this very seriously and will investigate accordingly.”

The union alleges the activities range from surveillance of workers at Honda to confiscating, destroying, and prohibiting “pro-union materials in non-work areas during non-work times” at Hyundai.

At VW, the UAW alleges management has “harassed and threatened workers for talking about the union; confiscated and destroyed pro-union materials in the break room; attempted to intimidate and illegally silence pro-union workers; and has attempted to illegally prohibit workers from distributing union literature and discussing union issues in non-work areas on non-work time.”

“These companies are breaking the law in an attempt to get autoworkers to sit down and shut up instead of fighting for their fair share,” UAW President Shawn Fain said in a statement. “But these workers are showing management that they won’t be intimidated out of their right to speak up and organize for a better life.”

Spokespeople for Honda and Hyundai disputed the union’s claims, while citing it’s up to workers on whether to join a union.

“The union’s characterization of events in its press statement do not present an accurate picture, and we look forward to having a fair opportunity to present the facts through our participation in the legal process,” Hyundai said in a statement.

“Honda encourages our associates to engage and get information on this issue.  We have not and would not interfere with our associates’ right to engage in activity supporting or opposing the UAW,” a company spokesman said in an email.

The filings were not immediately available on the NLRB’s website, but the union provided them to CNBC.

The actions that prompted the allegations against the employers occurred during the last six months, according to the filings, which were signed by UAW outside counsel Benjamin Dictor, an attorney with New York-based Eisner Dictor & Lamadrid.

The charges come roughly two weeks after the UAW said it was launching an unprecedented campaign to organize 13 nonunion automakers in the U.S. after it secured record contracts with the three Detroit automakers — General Motors, Ford Motor and Stellantis.

During an online broadcast Monday night, Fain detailed additional measures of the organizing campaigns, including a “30-50-70 strategy,” referring to voting percentages in support or union organizing.

Fain said when organizing committees can get 30% of plant workers to sign UAW cards in support of representation, then they are ready to go public with their campaign; at 50%, Fain will visit the location for a rally; and, at 70%, the UAW will demand the company recognize the union or take it to a vote.

UAW membership has been nearly cut in half since 2001, from about 700,000 that year to 383,000 at the beginning of 2023. It peaked at 1.5 million in 1979.

Fain has vowed to move beyond the “Big Three” and expand to the “Big Five or Big Six” by the time its four-and-a-half-year contracts with the Detroit automakers expire in April 2028.

Like with the union’s negotiations with the Detroit automakers and the union’s “Stand Up Strike,” Fain said no single company is the target for the UAW.

“They’re all the target,” he said.

DETROIT — Ford Motor will cut planned production of its all-electric F-150 Lightning pickup roughly in half next year, marking a major reversal after the automaker significantly increased plant capacity for the electric vehicle in 2023.

The new production plans call for average volume of around 1,600 F-150 Lightnings a week at Ford’s Rouge Electric Vehicle Center in Dearborn, Michigan, starting in January, according to a source familiar with the decision. The automaker most recently planned to produce roughly 3,200 of the vehicles on average per week.

“We’ll continue to match production with customer demand,” a Ford spokeswoman said Monday.

Ford executives have recently said the automaker will match production to demand, as the company cancels or postpones $12 billion in upcoming EV investments.

The production cuts for the F-150 Lightning were first detailed in a planning memo to suppliers obtained by Automotive News. The memo cited “changing market demand” for the cuts, according to the publication.

EV demand has been slower than many expected, as prices and interest rates remain high. Automakers are working to cut costs of producing all-electric vehicles, while rethinking production and product plans for the years ahead.

Ford spent six weeks earlier this year to increase capacity of the F-150 Lightning at the Michigan plant, which was expected to be capable of producing 150,000 of the all-electric trucks, three times its initial planned output.

Sales of the F-150 Lightning have steadily increased in 2023, notching a monthly record of roughly 4,400 sold in November. The company has only sold 20,365 of the trucks this year through November, up 54% from a year earlier.

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DETROIT — Cadillac plans to round out its upcoming lineup of all-electric SUVs with a three-row vehicle called the Vistiq, a replacement for its current gas-powered XT6.

The General Motors luxury brand on Thursday released images of the Vistiq, which is expected to be its fifth EV, and slot between the company’s current all-electric Lyriq and upcoming Escalade IQ.

Cadillac declined to disclose pricing, availability and other specifics of the 2026 Vistiq, which is expected to go on sale in the U.S. in 2025.

“Our brand now has an EV entry in most luxury segments, offering customers a range of choices, and Cadillac EVs will cover most luxury SUV segments across critical global markets in the next two years,” John Roth, vice president of Cadillac, said in a release.

With confirmation of the Vistiq, Cadillac’s forthcoming EV lineup now matches its traditional internal combustion engine vehicle lineup, aside from an extended ESV version of the Escalade.

The electric SUVs — Optiq, Lyriq, Vistiq and Escalade IQ — are expected to replace their gas-engine counterparts in Cadillac’s lineup by 2030, when the brand has said it will exclusively offer EVs. It’s also producing a bespoke $300,000-plus Celestiq hatchback.

Cadillac has yet to reveal EV replacements for its two current CT4 and CT5 sedans.

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