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Tesla emphasizes factory safety, preempts possible smear campaign by auto union
Tesla released a blog post Sunday evening that reemphasizes the company’s goal to become the safest auto factory in the world. The post comes after the United Auto Workers Union (UAW) attempted to rally support earlier this year from Fremont factory workers in favor of unionizing.
Tesla states that it has received several media inquiries over allegations about safety at its Fremont, California factory. The well-timed nature of the inquiries, and similarity in topic, led Tesla to believe that the UAW was spreading anti-Tesla propaganda to the media in an attempt to provoke a response from the public, and from Tesla employees. In typical fashion, Tesla acted quickly and took to the offensive to defend the company’s approach to manufacturing, and maintaining the health and safety of its employees. The company has gone as far as forming dedicated Ergonomics Teams that have exclusive focus on “improving health and safety and reducing ergonomic risk for current and future production”.
“We are building entirely new vehicles from the ground up, using entirely new technology, production, and manufacturing methods, and ramping them at high volume. Getting this right is extremely difficult, and we deeply appreciate the hard work that all our employees do to help us achieve what most regard as impossible.” says Tesla through its blog post.
Tesla notes that in just 15 years, the company has become the largest manufacturing employer in California with over 10,000 production jobs in the Fremont factory and surrounding Bay Area.
Tesla has a proven track record of putting safety first as made evident by the award-winning safety ratings for its Model S and Model X. Vehicles have taken the brunt of the impact for their occupants, have swerved to avoid accidents and have even accelerated to avoid accidents. The innovative safety features Tesla has built into its vehicles is unsurpassed in the automotive world.
Though Tesla’s safety record to date is already better than industry-average, according to its press release, the company indicates that it continues to learn and apply new production processes aimed at improving employee well-being. Among the improvements are:
- Added 3rd shift to the manufacturing schedule to cut overtime because the employees asked for it and it was the right thing to do.
- Hired dedicated Ergonomist and established an Ergonomics team to ensure that current and future Tesla manufacturing lines are ergonomically friendly for employees.
- Model 3 has been designed with manufacturing employee ergonomics in mind. The Tesla Ergonomics Team works closely with design and engineering teams to catch ergonomics issues before they happen and proactively drive these improvements back into the design of the equipment and the car. Yes, you heard that right. Tesla will redesign the car if it is resulting in ergonomically challenging situations for its manufacturing employees.
- Established safety teams in every department which meets regularly to ensure safety is a top focus in its manufacturing operating departments.
These changes are not just skin deep and the company is seeing the results of the changes already. Tesla says it has collectively reduced 52% in lost time incidents and a 30% reduction in recordable incidents in the first quarter of 2017 versus the same period last year. These more granular metrics support an improvement in the industry standard Total Recordable Incident Rate (TRIR) which at the end of Q1 2017 was 4.6, a full 32% better than the industry standard of 6.7.
Anyone who has worked in an industry where safety is important can tell you that a culture of safety awareness is built day by day, month by month over many years. Tesla has a demonstrated history of superior results. The steps it has outlined to drive further improvements at the factory are evidence of a continued focus on safety and its employees.
The full post from the Tesla Blog reads as follows:
Creating the Safest Car Factory in the World
Earlier this year, the United Automobile Workers (UAW) announced it was attempting to organize workers in Tesla’s Fremont factory. The latest phase of their campaign involves a concerted and professional media push intended to raise questions about safety at Tesla.
We have received calls from multiple journalists at different publications, all around the same time, with similar allegations from seemingly similar sources about safety in the Tesla factory. Safety is an issue the UAW frequently raises in campaigns it runs against companies, and a topic its organizers have been promoting on social media about Tesla.
Some of the publications who have contacted us have rejected covering this “story” because they understand it is a misleading narrative based on anecdotes, not facts. However, there will likely be a few publications that choose to publish stories regardless, so we want to make sure the public also has the facts. Watch for these articles to downplay or ignore our actual 2017 safety data and to instead focus on a small number of complaints and anecdotes that are not representative of what is actually occurring in our factory of over 10,000 workers.
First, some context is important. The difficulty of starting a successful U.S. car company cannot be overstated, as evidenced by the fact that Ford is the only other U.S. car company to have never gone bankrupt. We are attempting to break this trend in order to fulfill our mission of accelerating the world’s transition to sustainable energy.
We are building entirely new vehicles from the ground up, using entirely new technology, production, and manufacturing methods, and ramping them at high volume. Getting this right is extremely difficult, and we deeply appreciate the hard work that all our employees do to help us achieve what most regard as impossible. While we still have a long way to go, in less than 15 years, we have become California’s largest manufacturing employer, creating more than 10,000 high-quality production jobs in the Bay Area, many of which had previously disappeared with the closure of NUMMI under the stewardship of the UAW.
As we work to achieve our mission, nothing is more important to us than protecting the health and safety of our employees. As we look at our safety record in prior years, we realize that we have not been perfect. No car factory is perfect, but particularly given that Model S and X were the first cars we built at more than tiny volumes, we fully acknowledge that they were not designed for ease of manufacturing – far from it. As would be expected, we have since learned many lessons, including how to improve the production process for the well-being of our colleagues.
Here are just some of the improvements that we have made:
- Historically, depending on production needs, some Tesla employees have worked significant amounts of overtime because it was necessary for the company to survive. However, working overtime can be challenging for employees and their families. Last year, we added a third shift to reduce the overtime burden on each team member and to improve safety. We did this because our employees asked for it, and because it was the right thing to do.
- As a result of this change, the average amount of hours worked by production team members has dropped to about 42 hours per week, and the level of overtime decreased by more than 60%. We hired our first dedicated Ergonomist in 2013, and in 2015 established an Ergonomics Team exclusively focused on improving health and safety and reducing ergonomic risk for current and future production.
- In addition to improving the process of building Model S and X, Model 3 has been designed specifically with ergonomics in mind. Our ergonomics team has worked hand-in-hand with our engineers on the design process. As just one example, we created simulations that showed us where reaching or bending by employees was most likely to occur, which in turn allowed us to redesign the equipment and the car to eliminate these issues as much as possible.
- Each department now has a Safety Team that meets regularly to increase safety awareness and recommend improvements, many of which have already been implemented.
- We are continuing to establish health and safety management procedures to scale with our operational growth.
The third shift, ergonomic improvements and increased safety awareness have collectively led to a 52% reduction in lost time incidents and a 30% reduction in recordable incidents from the first quarter of 2016 to the first quarter of 2017. In addition, through the end of Q1 2017, the factory’s total recordable incident rate (TRIR), the leading metric for workplace safety, is 4.6, which is 32% better than the industry average of 6.7. This data shows that there has been a dramatic improvement in employee safety, we are now significantly better than industry-average, and we continue to improve each day. A few anecdotes in a factory of over 10,000 people can always be given, but these are the facts.
Tesla’s safety record is much better than industry average, but it is not enough. Our goal is to have as close to zero injuries as humanly possible and to become the safest factory in the auto industry. We will get there by continuing to ask our employees to raise safety concerns and to keep proposing ideas that make things even better.
The alternative is to stop improving and to instead do what the rest of the industry, including the UAW, has always done. But being industry average would make our safety 32% worse. We care too much about our team to go backwards.
United Airlines CEO Scott Kirby said that SpaceX’s Starlink satellite internet is its leading competitive advantage in the U.S. airline industry. However, in recent comments, while he described the service as “the biggest competitive advantage” the carrier currently holds, he also acknowledged that the edge is temporary.
“…everybody eventually is going to have high-speed low earth orbit internet connectivity. It’s going to be a must-have. We are going to have a few years of being the only airline that has it at scale, and that’s our mission,” Kirby said. Until everyone has it, United aims to capitalize on its head start by converting trial users into long-term loyal customers.
🚨 United CEO Scott Kirby calls Starlink “the biggest competitive advantage,” but says it’s temporary.
“I think it’s the biggest competitive advantage. And it’s temporary. Like it’s not, everybody eventually is going to have high speed low earth orbit internet connectivity. It’s going to be a must-have. But we are going to have a few years of being the only airline that has it at scale, and that’s our mission.”
“I think we’re going to convince customers that United is the best airline and we’re going to get customers to switch their loyalty, to get our credit card, switch their loyalty to United. Not because of Starlink. They’re going to try us for Starlink and they’re going to stay with all the other technology, and everything else is better, and the technology in particular is so much better than technology other, and it’s accelerating because we’ve got the right tech stack, and because we’re like, our gap is getting wider and wider with our technology every day.”
Next: LAX becomes United’s first 100% Starlink hub in the first half of next year, and the United app will show your Starlink odds for each flight. https://t.co/hToyFWaWj7
— TESLARATI (@Teslarati) October 27, 2026
United has moved faster than its rivals on Starlink installations. As of mid-to-late October 2026, the system was on roughly 43 percent of its fleet, with plans to reach 61 percent by year-end, 87 percent by June 2027, and full fleet coverage by the end of next year.
The airline already operates more Starlink-equipped flights than the rest of the U.S. industry combined. Los Angeles International Airport is scheduled to become United’s first 100 percent Starlink hub in the first half of 2027, and the carrier’s app will display the likelihood that any given flight has the service.
Kirby has pointed to early evidence that the offering influences booking decisions. Some passengers loyal to other airlines are already switching flights for Starlink connectivity, something the airline, along with American Airlines, has tried to leverage against competing airlines. Both companies used status-match programs, and some of those customers are pursuing company-specific credit cards, which signals an intent to stay.
Once onboard, these customers encounter the airline’s broader investments in aircraft, larger seat-back screens, oversized bins, connection tools, and a mobile app that Kirby says outperforms competitors. Wi-Fi satisfaction scores on Starlink-equipped planes have been reported to be nearly double those on aircraft with other systems.
Competitors are moving slowly to do the same. Southwest Airlines began installations in 2025 and expects to complete them soon. Delta is pursuing Amazon’s Leo system, while American expects to start Starlink work in early 2027 and has not yet detailed regional-fleet plans. This timeline gap gives United a multi-year window in which it remains the only major U.S. carrier offering Starlink at scale.
Kirby has framed the strategy as pressing that advantage while simultaneously widening gaps in other technology areas so that customers who try United for the Wi-Fi remain for the overall experience.
The approach reflects a calculated bet that superior in-flight connectivity can accelerate share gains and support longer-term financial targets, including a 10 percent pre-tax margin goal.
High-speed internet is particularly valued by premium and business travelers who can work or stream reliably. As low-Earth-orbit service becomes ubiquitous, the temporary nature of the pure connectivity edge means United’s retention will depend on whether its other product and operational improvements keep pace.
Tesla Cybercab skips the traditional paint shop entirely, marking an unorthodox process for coloring the fully autonomous vehicle. However, the decision was a smart one, as it slashed factory costs, floor space utilization, and complexity, since Tesla relied on specialized alloys and in-mold coloring.
Munro Live was given the opportunity to do a factory walkthrough with Tesla Vice President of Vehicle Engineering Lars Moravy, who explained and detailed how Cybercab production at Giga Texas eliminates one of the automotive manufacturing industry’s most expensive and space-hungry elements.
A conventional paint line can cost hundreds of millions of dollars and require a million man-hours to build. Moravy framed the choice around Tesla’s core rule: “Question the requirements: why do you need paint?”
🚨 Super cool quote from the Cybercab breakdown on the decision to avoid traditional paint:
“One of the most expensive parts of the factory is a paint line… a few hundred million dollars, a million man hours to build one… rule number one at Tesla, question the requirements. Why do you need paint?… the alloys we use in the castings… don’t oxidize and reduce strength over time.” -@larsmoravy
Model Y and Cybertruck bodies are fully coated and painted. On Cybercab, only the side pieces get the anti-corrosion dip coat, and there’s no paint shop at all, which helps cut factory floor space per car by about 50%.
— TESLARATI (@Teslarati) October 26, 2026
The structural answer lies in material selection. The aluminum alloys used in Cybercab’s front and rear castings do not oxidize and lose strength over time, the way many common automotive aluminum alloys do. Only the side modules, built around hot-stamped boron-steel door rings, receive an anti-corrosion e-coat, or dip coat. Front and rear modules skip coating altogether.
Model Y and Model 3 bodies, by contrast, are fully coated and painted.
Exterior colors come from the plastics shop, which Tesla engineers described as “our paint shop” for the Cybercab. Body panels are produced via reaction injection molding, referred to as RIM. Color is then mixed into a polyurethane resin at the mix head immediately before injection, so the panel emerges already colored with a Class-A surface.
Robots trim overflow to control sink marks and flow lines. The process avoids conventional spray-paint defects like orange peel and paint bleed. Scratches can still be repaired with compatible coatings that behave “basically like paint.” Because color is integral rather than a surface layer, shallow scratches do not expose a contrasting undercoat.
The secret behind Tesla’s Cybercab Gold goes well beyond just the color
Tesla has also explored related approaches, including in-mold lamination and painted films on stamped panels.
The manufacturing payoff is substantial because removing the paint shop, combined with the “unboxed” modular process that builds and tests front, rear, side, and center modules in parallel before a short final assembly, cuts factory floor space per vehicle by about 50 percent.
Final assembly itself uses only about 25 automated stations, far fewer than the typical Model Y line, and the overall line runs at about 78 percent automation, Moravy said. The approach also eliminates volatile organic compound emissions associated with traditional spray painting for these panels and shortens the coloring cycle from hours to minutes.
Cybercab’s paint strategy is clearly less about aesthetics than about systematically deleting capital-intensive, energy-heavy, and space-consuming steps once material science and process design make them unnecessary. It is a concrete example of Tesla applying first-principles questioning to one of the auto industry’s most entrenched factory requirements.
Investor's Corner
Tesla has a Cybercab problem nobody saw coming
Tesla’s Cybercab line now builds robotaxis faster than Tesla can deploy them, Lars Moravy says.
Tesla’s Cybercab line in Texas can now build the two seat robotaxi faster than the company can put it into service, according to Lars Moravy, Tesla’s Vice President of Vehicle Engineering. “We don’t run every day because the line can run so fast. It’s currently outpacing our deployments,” Moravy said in a new Cybercab deep dive from Munro Live. “So, it’s a bit of a race right now. Who’s going to go faster? Right now the manufacturing line’s ahead.”
Tesla’s official Robotaxi account shared a Cybercab analysis video on X on Monday, calling it a “Cybercab engineering deep dive.” Moravy’s comments go further than what he told analysts on the Q3 earnings call last week, when he said the Cybercab line’s listed capacity of more than 125,000 units a year undersells what it can actually run.
The tour shows where that speed comes from. Tesla’s unboxed process splits the Cybercab into front, rear, side and center modules that are built and tested on their own before they meet on a short final line. That final line has just 25 fully automated stations, which Tesla’s team estimated is a fifth to a tenth of what a Model Y needs. The full line is about 78% automated, the framing line is already at 100%, and the layout uses roughly 50% less floor space per vehicle. The stated goal is “100% automation in 10 second cycle time,” or one finished Cybercab every 10 seconds.
Tesla also deleted the paint shop. Only the side modules are coated, and the exterior panels get their color inside the molding machine. Engineers said the car is designed to run at least 500,000 miles, which matters for a vehicle that will spend most of its day carrying riders.
The battery got the same treatment. The Cybercab uses an 88S6P pack of 4680 cells in a steel enclosure, a first for Tesla, with each module potted separately so a single failed module can be swapped instead of the whole pack. Wireless battery management boards replace a wiring harness, and new contactors are fast enough to drop the pyro fuse entirely. Tesla’s battery director graded the pack an A minus, compared with a D for the Model Y structural pack and a B minus for Cybertruck. Up front, the drive unit runs an 11:1 gear ratio versus roughly 9:1 on most Teslas, since the Cybercab does not need a high top speed.
Cybercab engineering deep dive — Robotaxi (@robotaxi) October 26, 2026
The deployment side is now the bottleneck Moravy described. Tesla had more than 50 Cybercabs working the Formula 1 weekend in Austin, and Texas records show 463 Cybercabs registered. Tesla said on its earnings call that Cybercab service will launch in Dallas next month, and Moravy said the company is aiming to get Cybercabs to customers by the end of 2026. Every unit built so far has gone into Tesla’s own fleet since the line moved into volume production in April.
Munro Live also asked when it could get a Cybercab to tear down. Tesla’s answer: “Not yet.”
Starlink is ‘biggest competitive advantage,’ but it’s temporary, United CEO says
Tesla Cybercab’s unorthodox paint process explained
