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Tesla factory workers intensify unionization efforts, file charges with National Labor Board
Tesla has dismissed charges filed by the Unfair Labor Practice with the National Labor Relations Board by two employees as “entirely without merit,” stating that it will respond to the allegations as part of the NLRB process.
In the latest chapter of the fight to unionize the Tesla Fremont factory, the United Autoworkers Union is again attempting to sway employees to the cause by filing an unfair labor practice charge, alleging illegal surveillance, coercion, intimidation and prevention of worker communications by Tesla in an effort to prevent or otherwise hinder unionization of the Fremont factory.
In response to past attempts by the UAW to influence workers at the Fremont factory to form a union, Tesla CEO Elon Musk made his pitch to employees against unionization in a letter to employees where he extolled the benefits Tesla was already providing without a union. The basis behind his argument hinged largely on the valuation of Tesla stock issued to employees and the subsequent increase in price of that stock.
Tesla was called to task in the charges for what is being characterized as an overly broad confidentiality agreement. Tesla has always operated more like a Silicon Valley technology company than a car manufacturer, and its company policy on confidentiality reflects that of technology companies that produce highly competitive, industry shifting tech that are often bound by strict deadlines.
In the midst of leading the disruption of several industries, while making headlines for every move the company makes, it comes as no surprise that Tesla opted for an overly broad confidentiality agreement. However, the confidentiality agreement was deemed to be so broad that the company was contacted by five members of the California legislature and a number of organizations in the Bay Area in a request to loosen up wording of the agreement and ensure it did not infringe upon employee rights. According to a report by Capital and Main, the statement currently includes language requiring confidentiality in relation to “everything that you work on, learn about or observe in your work about Tesla.”
The new charges also call out Tesla for alleged violations in several specific areas, one of which was preventing the distribution of flyers by employees at shift change on company property. After several workers handed out literature about unionization at the factory in February, Tesla fired back with a new policy stating that workers “were not allowed to pass out any literature unless it was pre-approved by the Employer.” The charges make a plea that employees should have the right to bring up issues and to talk about them amongst themselves as a means of driving towards resolution.
The charges will be reviewed by the NLRB which will make a determination after gathering input from all parties involved.
These charges highlight the challenge Tesla faces as it seeks to ramp up factory operations as part of the Model 3 production ramp. With all hands on deck to deliver Model 3, Tesla has its work cut out for it as it seeks to balance the rights, needs and morale of its employees with the needs of the business.
Here’s the full text of Musk’s company wide email that was published by TechCrunch in February that discusses unionization efforts taking place at the factory. We’ve also obtained a copy of Tesla’s confidentiality agreement to employees which we’ve embedded below.
For Tesla to become and remain one of the great companies of the 21st century, we must have an environment that is as safe, fair and fun as possible. It is incredibly important to me that you look forward to coming to work every day. For that, we must be a fair and just company – the only kind worth creating.
This is vital to succeed in our mission to accelerate the advent of a clean, sustainable energy future. The forces arrayed against us are many and incredibly powerful. This is David vs Goliath if David were six inches tall! Only by being smarter, faster and working well as a tightly integrated team do we have any chance of success. We should never forget the history of car startups originating in the United States: dozens have gone bankrupt and only two, Tesla and Ford, have not. Despite the odds being strongly against us, my faith in you is why I am confident that we will succeed.
That is why I was so distraught when I read the recent blog post promoting the UAW, which does not share our mission and whose true allegiance is to the giant car companies, where the money they take from employees in dues is vastly more than they could ever make from Tesla.
The tactics they have resorted to are disingenuous or outright false. I will address their underhanded attacks below. While this discussion focuses on Fremont, these same principles apply to every Tesla facility worldwide.
Safety First
The workplace issue that comes before any other is safety. If you do not have your health, then nothing else matters. Simply due to size and bad luck, there will always be some injuries in a company with over 30,000 employees, but our goal is simple: to have as close to zero injuries as possible and be the safest factory in the auto industry by far. The Tesla executive team and I are absolutely committed to this goal.
That is why I was particularly troubled by the safety claim in last week’s blog post, which said: “A few months ago, six out of eight people in my work team were out on medical leave at the same time due to various work-related injuries. I hear the ergonomics are even more severe in other areas of the factory.”
Obviously, this cannot be true: if three quarters of his team suddenly went on medical leave, we would not be able to operate that part of the factory. Furthermore, if things were really even worse in other departments, that would mean something like 80% or more of the factory would be out on injury, production would drop to virtually nothing and the parking lot would be almost empty. As you know firsthand, we have the *opposite* problem – there is never enough room to park! In fact, we are working at top speed to build more parking. Also, hopefully our darn BART train station will open before all hell freezes over!
After looking into this claim, not only was it untrue for this individual’s team, it was untrue for any of the hundreds of teams in the factory.
That said, reducing excess overtime and improving safety are extremely important. This is why we hired thousands of additional team members to create a third shift, which has reduced the burden on everyone. Moreover, since the beginning of Tesla production at Fremont five years ago, there have been dedicated health and safety experts covering the factory and we hold regular safety meetings with operations leaders. Since the majority of the injuries in the factory are ergonomic in nature, we have an ergonomics department focused exclusively on this issue.
The net result is that since January 1st, our total recordable incident rate (TRIR) is under 3.3, which is less than half the industry average of 6.7.
Of course, the goal is to have as close to zero injuries as humanly possible, so we need to keep improving. If you have a safety concern or an idea on how to make things better, please let your manager, safety representative or HR partner know. You can also send an anonymous note through the Integrity Hotline (this applies broadly to any problems you notice at our company) or you can email safety@tesla.com.
Compensation
At Tesla, we believe it is important for everyone to be an owner of the company. This is your company. That is why, unlike other car companies, everyone is awarded shares and you get to buy stock at a discount compared to the public through the employee stock purchase program. Last year, stock equity grants were increased significantly and it will happen again later this year once Model 3 achieves high volume.
The chart below contrasts the total comp received by a Tesla production team member who started on January 1, 2013 against the total comp received over the same period at GM, Ford, and Fiat Chrysler. A four year period is used because that’s the vesting length of a new hire equity grant. I believe the equity gain over the next four years will be similar. As shown below, a Tesla team member earned between $70,000 and $100,000 more in total compensation than the employees at other US auto companies!
Work Hours
Another issue raised in the UAW blog was hours worked. First, I want to recognize how hard you worked to make our company successful. Those hours mattered to you, to your family and to our company, and I can’t tell you how much I appreciate them.
However, the pace needs to be sustainable. This is why the third shift was established and why we created alternate work schedules based on feedback from various teams in the factory.
These changes have had a big impact. The average amount of hours worked by production team members this year is about 43 hours per week. The percentage of overtime hours has declined by almost 50% since the super tough time we had last year achieving rate on the Model X, which is probably the hardest car to build in history. What an amazing accomplishment! It is also a lesson learned, which is why Model 3 is designed to be dramatically easier to manufacture.
Fun
As we get closer to being a profitable company, we will be able to afford more and more fun things. For example, as I mentioned at the last company talk, we are going to hold a really amazing party once Model 3 reaches volume production later this year. There will also be little things that come along like free frozen yogurt stands scattered around the factory and my personal favorite: a Tesla electric pod car roller coaster (with an optional loop the loop route, of course!) that will allow fast and fun travel throughout our Fremont campus, dipping in and out of the factory and connecting all the parking lots. It’s going to get crazy good ?
Thanks again for all your effort and I look forward to working alongside you to create an amazing future!
Elon
[pdf-embedder url=”http://www.teslarati.com/wp-content/uploads/2017/04/Tesla-Employee-Confidentiality-Agreement.pdf”]
SpaceX’s Raptor engine family has steadily increased sea-level thrust while simultaneously reducing mass, turning iterative engineering gains into substantially higher performance for the Super Heavy booster. CEO Elon Musk shed more light on how powerful Raptor 4 will be, and it’s pretty crazy.
Raptor 1 delivered 185 metric tons of thrust at roughly 2,080 kilograms, while Raptor 2 raised that to 230 tons while cutting mass to about 1,630 kilograms. SpaceX data for Raptor 3 lists a target of 280 tons at 1,525 kilograms (with further reductions in associated vehicle hardware), while operational flight ratings have been cited near 250 tons.
This morning, Elon Musk stated that Raptor 4 is expected to reach 300 tons of sea-level thrust at roughly the same mass as Raptor 3. Across these versions, thrust has risen by more than 60 percent from the first engines while engine mass has fallen, producing a sharp improvement in thrust-to-weight ratio. This is a true testament to how great SpaceX engineering has been:
🚀 Elon says Raptor 4 will make 300 tons of thrust at sea level at roughly the same mass as Raptor 3.
How far Raptor has come:
Raptor 1: 185 tf, 2,080 kg
Raptor 2: 230 tf, 1,630 kg
Raptor 3: 250 tf, 1,525 kg
Raptor 4: 300 tf33 on Super Heavy = ~9,900 tf, nearly 3x Saturn V https://t.co/HQDswZhyvL
— TESLARATI (@Teslarati) October 26, 2026
With 33 engines on SuperHeavy, the jump from earlier versions to a 300-ton Raptor 4 would produce roughly 9,900 metric tons of total liftoff thrust, nearly three times the Saturn V’s approximately 3,400 metric tons from its five F-1 engines.
This is not just a larger number on a data sheet, either, as sea-level thrust is the force available the moment the vehicle leaves the pad. This is when it is heaviest and still deep in Earth’s gravity well and dense atmosphere.
Higher levels of sea-level thrust directly improves the initial thrust-to-weight ratio of the full stack. A higher ratio produces faster acceleration off the pad, which shortens the time the rocket has to spend fighting gravity, and gravity losses during the first minute or two of the flight are a major drain on total available delta-v. Every second shaved off of that early climb preserves more propellant energy for reaching orbital velocity or for carrying extra payload.
Because Super Heavy’s engine count is constrained by vehicle diameter and packing density, increasing thrust per engine is the most straightforward way to raise total liftoff performance without redesigning the booster structure or design.
The same-mass target for Raptor 4 is equally important. Holding engine mass roughly constant while raising thrust improves the engine’s own thrust-to-weight ratio and reduces the structural and propellant mass fraction that must be carried solely to support the engines.
Earlier Raptor iterations also simplified or eliminated extensive vehicle-side hardware such as heat shields. These gains compound: more force for less installed mass leaves additional capacity for propellant, payload, or operational margins such as engine-out capability.
For Starship’s architecture, the practical effects are large. Greater liftoff thrust supports heavier vehicles, larger propellant loads, and higher payloads to low Earth orbit, figures SpaceX has targeted in the 100-plus-ton reusable range. That capacity underpins orbital refueling, lunar missions, and eventual Mars cargo and crew flights.
Continued growth in sea-level thrust therefore tightens the gap between theoretical rocket performance and the high flight rates and reusability needed to make large-scale space transport practical.
Tesla has expanded its Tesla Assisted Driving (TAD) suite to its tenth European country, as Latvia joined a growing list of European Union member states authorizing the company’s advanced driver assistance technology.
Tesla Europe announced this morning that the system is now approved in Latvia, with a software rollout to begin soon.
The approval and rollout follow recognition of a provisional European type approval originally granted by the Netherlands’ RDW authority on April 10.
🚨 Latvia has just received approval for Tesla Full Self-Driving (Supervised)
This is the 10th country in the EU to gain approval:
1. Netherlands — 10 April 2026 (original RDW approval)
2. Lithuania — 20 May 2026
3. Estonia — 29 May 2026
4. Denmark — 9 June 2026
5. Belgium — 10 June 2026
6. Slovenia — 7 September 2026
7. Czechia — 21 September 2026
8. Croatia — 29 September 2026
9. Slovakia — 16 October 2026— TESLARATI (@Teslarati) October 26, 2026
Latvia’s Road Traffic Safety Directorate (CSDD) evaluated the Dutch documentation, coordinated with the other national authorities, and reviewed updates from Tesla. These included tightened limits on speed offsets, automatic resets of any manual speed adjustments after each trip, and stronger driver monitoring.
In Europe, the feature is marketed as Tesla Assisted Driving after a recent rule change that labeled the name “Full Self-Driving” as misleading.
The system remains an SAE Level 2 driver assistance tool, not unsupervised autonomy. It can control speed, steering, braking, lane changes, and intersections while following a navigation route. Drivers need not keep their hands on the wheel at all times, yet they must continuously monitor the road and be prepared to intervene immediately.
The sequence of EU recognitions began with the Netherlands in April and continued through Lithuania, Estonia, Denmark, Belgium, Slovenia, Czechia, Croatia, and Slovakia. Most have relied on mutual recognition of the single Dutch provisional approval rather than independent national testing.
These national clearances do not yet constitute bloc-wide authorization. An EU-wide decision requires a qualified majority in the Technical Committee on Motor Vehicles: at least 15 of 27 member states representing 65 percent of the EU population. Larger markets, like Germany, France, and Italy, remain under review, and a vote is expected this December.
However, for Latvian Tesla owners with compatible vehicles and software, the imminent rollout expands access to the supervised system while underscoring that attentive human oversight remains essential.
Tesla expanded its Robotaxi geofence in Houston, Texas, today, enlarging the service area and drawing a new rocket-shaped boundary across the city’s northwestern and central parts.
Although CEO Elon Musk said it was just a coincidence, the expansion seems to be an ode to SpaceX and its potential merger with Tesla.
🚨 Tesla has just expanded its Robotaxi geofence in Houston
It looks a lot like a rocket — we all remember the shape in Austin 🤣 https://t.co/cFOPEuiJ4u
— TESLARATI (@Teslarati) October 26, 2026
The official Tesla Robotaxi account announced the change with the lines “Houston, we have liftoff” and “Bigger service area now live,” pairing them with a map overlay.
The prior white geofence, roughly 25 square miles covering Jersey Village, Harvest Bend, and the Willowbrook corridor along U.S. 290 and State Highway 249, now sits inside a larger blue zone that stretches southeast toward Bellair and closer to central Houston.
Houston’s Robotaxi service launched on April 18, 2026, the same day as Dallas, as Tesla’s first unsupervised public expansion beyond Austin. From the start, the vehicles were Model Ys running without anyone in the front seats, booked through the dedicated Tesla Robotaxi app and open to the public inside the geofence.
Trackers measured the initial zone at about 25 square miles; by late September it had not grown substantially. Community and registry data indicated a modest local fleet of unsupervised Model Ys, while dozens to nearly 200 Cybercabs, the purpose-built, steering-wheel-free two-seaters, have been spotted staging and testing in Houston lots, though public Cybercab rides remain limited to Austin for now.
Across the broader Robotaxi program, Tesla began public Robotaxi rides in Austin in June 2025, as a small geofence and vehicles with safety monitors became available for a ride-hailing service. Later on, Tesla removed the monitors and steadily expanded the service area until it covered most of the Austin metro area.
Unsupervised Robotaxi services now run in six cities: Austin, Dallas, Houston, Miami, Orlando, and Tampa. Cumulative driverless miles reported by the company have reached several million. The Cybercab entered public service in Austin in early September 2026 and has scaled rapidly there. The company has also said that Dallas is next for Cybercab rides in November, with further cities and 24/7 hours targeted by year-end, plus fleet-operator sales of the vehicle.
Waymo also operates a fully driverless service in Houston, which has been open to the public since August of this year.
The Houston expansion continues Tesla’s pattern of starting with tightly controlled validation zones before widening coverage as real-world data accumulates, while the rocket motif on the map underscores the company’s habit of injecting visual flair into its autonomy rollout.
Riders inside the new boundary can request unsupervised Model Y trips in the Robotaxi app; exact operating hours and further Cybercab availability remain subject to app updates and company statements.
How SpaceX Is raising Raptor’s sea-level thrust while holding engine mass steady
Tesla Assisted Driving expands to tenth EU country
