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Recharge Wrap-up: utility sells discounted Powerwall, Nissan-Renault builds 340K EVs

Vermont electric utility Green Mountain Power is selling discounted Tesla Powerwalls to its customers in hopes of balancing the grid. The battery packs would be used not just to help customers store renewable energy for home solar systems or as backup power, but also to occasionally discharge power back to the grid when needed. In addition to this decentralized energy storage being useful to customers, it also benefits the utility by taking demand off energy generating infrastructure during periods of peak demand. The pilot project will put 500 Tesla Powerwalls in customers' homes. Learn more at Green Car Reports, or in the story from Vermont Public Radio. Together, Nissan and Renault have built 340,000 electric cars. The allied Japanese and French automakers hit 100,000 EVs in July 2013, 200,000 in November 2014, and a quarter million in June of 2015. The Nissan Leaf, which first went on sale at the end of 2010, makes up the bulk of the EVs the Renault-Nissan Alliance has sold. Renault delivered its 50,000th Zoe EV in April 2016. Leaf sales have declined in the US in recent months, due at least in part to the anticipation of the Chevrolet Bolt and Tesla Model 3. Nissan, however, is expected to update the Leaf with a 200-mile driving range in the coming years. Read more at Green Car Reports. Students at the Bearys Institute of Technology (BIT) in Karnataka, India have built what they call the Hybrid Water Car. The car uses a system to electrolyze hydrogen from water and add it to the fuel for more efficient combustion. The system has been placed into a chopped up, lightweighted Maruti Omni. While the benefits of onboard hydrogen electrolyzers have been debated for some time, the BIT students don't plan to stop there, as their next project car will be fueled completely by hydrogen. Read more from Car and Bike. Facebook has hired Rich Heley away from Tesla. The former Tesla VP of Product Technology is making the move to the social media giant's new Building 8 research lab. Heley joined Tesla in November 2013 after working at Apple. Read more at Automotive News.

Nissan puts Le Mans prototype program under review

Nissan had a challenging time developing its GT-R LM Nismo, then it faced enormous challenges at Le Mans, the race it designed the car for, and now the race outfit is dealing with challenges in the boardroom. While the outfit gets ready for a test at the Circuit of the Americas, Sportscar365 reports that Nissan executives in Japan are deciding how to proceed with their LMP1 program. The meetings were presaged last month by CEO Carlos Ghosn, who said at last month's Formula E race in London that "we must assess the strategy. We wanted to be different and competitive, we have only been different." Both Ghosn's wording and that of the Sportscar365 piece make it seem that company bosses are wrangling over continuing with "the current specification" of the GT-R LM Nismo, not the entire two-year race program. If that's the case and the decision goes against, we could see a more traditional Nissan racer in La Sarthe next year. While it's easy for us to say this, we think that would be a shame. Le Mans is hard enough to win with a massive budget and a traditional race car - just ask Peugeot and Toyota, and remember that Porsche didn't go home covered in laurels its first year back, either. Given just how different Nissan's car is, a year in the deep weeds at the world's biggest and least forgiving endurance race against veteran competition isn't an outrageous outcome. And remember, persistent issues prevented the team from using the car's hybrid system, robbing the GT-R LM Nismo of half its horsepower and rear-wheel drive. That was never going to go well. Can the engineers get the GT-R LM Nismo to work properly? We don't know. But we'd like to see them get a proper chance to get it right. Related Video:

Suppliers love Toyota and Honda: Why that matters to you

You might think that a survey of automotive suppliers and their relationship with OEMs is the automotive equivalent of nerd prom. In some ways that's what the North American Automotive OEM-Supplier Working Relations Index (WRI) is. The study, the 17th annual conducted by Planning Perspectives Inc., is based on input from 652 salespeople from 108 Tier One suppliers, or, PPI points out, 40 of the top 50 automotive suppliers in North America. Suppliers to General Motors, Ford, FCA, Toyota, Honda, and Nissan. But the results have consequences in terms of tens of millions of dollars for OEMs - and in the quality, technology, and cost of the next vehicle you buy. There are a couple of ways to look at the results of the WRI. One is, "So what else is new?" And the other is, "Damn! How did that happen?" The study looks at five relationship areas — OEM Supplier Relationship; OEM Communication; OEM Help; OEM Hindrance; Supplier Profit Opportunity — within six purchasing areas — Body-in-White; Chassis; Electrical/Electronics; Exterior; Interior; Powertrain. In the overall rankings, Toyota is on top for the 15 th time in 17 years, with a score of 328. Honda, the only company to best Toyota (in 2009 and 2010), comes in second, at 319. Those two companies, explains John Henke, president of PPI, have collaborative working arrangements with colleagues and suppliers alike built into the very fabric of their cultures. This, however, is not a situation where one can readily conclude it is about "Japanese companies," because the third company with headquarters on the island of Honshu, Nissan, came in dead last. This is the "How did that happen?" portion. The Nissan score of 203 puts it 125 points behind Toyota. There hasn't been a number that low since the then-Chrysler Corp. scored 187 in 2010, when the company was clawing its way out of the recession. Clearly, the suppliers don't feel particularly engaged by the buyers at Nissan. Henke explains that whether a company does well or not on the WRI is rather simple. All people do things based on what they're measured on. "If you're measured on taking 10% out of your annual buy, you immediately know how to do it. But if you're also measured on improving relations, suddenly there is a new dynamic as to what you can do to achieve both.