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Why one Uber driver loves picking up puking passengers

Uber driver Curtis Preston

Uber driver Curtis Preston learned his lesson about inebriated passengers the hard way. The first time someone got sick in his car he wasn’t prepared, and the mess took him off the road and cost him $140 to get his car cleaned. Uber reimbursed him $150, but he lost a night of work. 

After that first experience, he armored his car against anything a passenger with one too many drinks in them could throw at it.

And he had an important realization: The compensation fee Uber gives drivers whose vehicles get sullied by the boozy or the bilious is designed to cover the cost of getting the car cleaned professionally; if he just did the work himself  he’d be able to keep those cleaning fees and make a little extra money. 

Preston now patrols the streets of San Diego in his grey Toyota Prius, equipped with medical gloves, cleaning solution, a portable wet vacuum cleaner, and most importantly, Febreze. Rather than steering clear of the inebriated, he cheerfully welcomes them aboard with the zeal of a Ferris wheel operator.

It’s not that he seeks out drunk passengers, he insists. Rather, it’s the surge pricing typically in effect during bar closing time that brings him out at that time. But he acknowledges that the customers at that hour tend to be the ones with weak stomachs.

“If you’re drunk enough to need a barf bag, you’re too drunk to use it,” he tells Business Insider, recounting one recent horror story involving a woozy passenger and an ill-fated Taco Bell meal.

Pit stops and photographs

Uber used to charge passengers a flat $250 vomit fee, but recently modified its service charge process. Now, the penalties for purging range between $25 and $150. If a passenger makes a noticeable mess, the driver must take multiple photos and email them to Uber, where the company’s experts carefully evaluate the damage. Uber then compensates the driver for whatever they estimate a professional clean up would cost. 

Curtis PrestonHowever, Uber doesn’t take into account the time that drivers have to spend off the road dealing with the mess — a costly pit stop during peak surge pricing hours. Preston estimates that getting taken off the road for even a half hour during surge hours can easily cost him $50 in lost fares. 

With his new self-cleaning system, and the proficiency he’s developed, Preston says his downtime is minimal. If someone does let their stomach loose in his car today he still has to take time off the road, but if he can quickly find a gas station to park at, he can be back driving within 10 minutes.

He sends in pictures of any mess that requires him to take his supplies out of the trunk. In a blog post, he details the fees he’s been given in return: $50 for melted chocolate on his seats, $80 for spilled dip, and $30 for the girl who ate two Taco Bell meals in under two miles. 

His $40 investment in cleaning supplies was well worth it. Curtis the driver says he made $1500 in cleaning fees last year by having Curtis the cleaner do the work instead of paying for a professional service. 

“Whether you’re going for the fees or not, it’s not a way to make extra money,” he cautions any drivers interested in catering to a similar demographic. But for drivers who aren’t afraid to roll up their sleeves, it’s an ideal system. 


SEE ALSO: Uber employees are conflicted over Travis Kalanick’s resignation — over 1,000 have petitioned for his return

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NOW WATCH: Uber wants to carry you around in a flying car — here’s what it could look like

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This ex-Googler just got another $30 million to help companies with the 'art and science' of hiring exactly who they want

lever ceo sarah nahm

By 2012, Sarah Nahm, a former Googler who had worked as a speechwriter for Marissa Mayer and a designer on the Chrome team, knew she was ready for something different.

There was no “lightning strike” moment of inspiration, Nahm tells Business Insider. She and two colleagues knew they wanted to start a company together. They all had an interest in recruitment and human resources. They just didn’t know exactly what they would do.

Over the course of nine months, the Nahm and her partners worked their networks and embedded within tech companies including Twitter, trying to figure out what problem they could solve.

To Nahm’s surprise, it turned out that she was in the right place at the right time. At all of these companies, they found the same frustrations. The headaches weren’t over anything technical. Instead, the thing these high-growth Silicon Valley companies had a tough time solving was hiring. They wanted the best programmers and the best talent, but the market was just too competitive.

“You’d expect it to be ‘big data’ this or ‘machine learning’ that, but it’s human,” Nahm says.

And so she and her two partners formed Lever. The software startup, under Nahm’s command as CEO, is designed to help with the hiring headaches she saw bubbling up back in 2012.

It seems to be working. Lever counts over 1,000 customers, including Netflix and Cirque Du Soleil, according to Nahm. Lever itself now has over 100 employees. 

And investors like what they’re seeing from the company. On Thursday, Lever plans to officially announce that it’s raised $30 million in a Series C venture round. That brings the total amount its raised from venture investors to $62 million. 

Nahm says the big question for Lever now is: “How can we connect human potential to meaningful work?

Tools for a changing time

Lever’s launch and growth have come as the very idea of employment is changing, for better or for worse.

Millennials, especially, have earned a reputation for “job-hopping,” jumping from position to position and company to company every year or two as they pursue their own non-linear paths to success.

In Silicon Valley and beyond, there’s a veritable talent war for top-tier engineers. And as software continues to eat the world, even blue-collar jobs like farm work are requiring a growing array of computer skills

“The future of work is changing, and it’s a pretty dramatic shift,” says Nahm. “People are out here looking for a deeper meaning.”

lever hire

Lever’s goal is to give its customers tools to manage that shift. Its service is designed to help HR departments proactively identify the best people for open positions and figure out the best ways to convince those candidates to join their companies. It also is designed to help companies retain their workers by offering recommendations for how they can keep the employees happy.

Through its tools, Lever is advancing the “art and science” of recruiting top talent, Nahm says.

A big enough lever

What really sets Lever apart, says Nahm, is that it makes hiring collaborative. When people in a company identify a potential job candidate, they can use Lever’s service to flag that person for their colleagues. Lever’s tools will also help figure out who within the company would be best placed to reach out to the candidate.

The system is designed to try to find the person with whom the candidate might best identify and who might stand the best chance of convincing the person to join the company. For example, instead of talking to a recruiter, a hotshot programmer might want to hear from another hotshot programmer about what drew her to the company. 

Lever’s analytical tools provide tips to hiring managers about how often they should contact candidates and who on their team might be the most effective at getting through to them. Lever’s service can even give insight on the average time it will take to fill a position.lever screen

The service is a far cry from what Nahm calls the “dark ages,” when companies would post a job listing and just hope that the right person responded — a process Nahm dubs “post and pray.” Lever is built around the notion that with data and better candidate tracking tools, companies can fill jobs much more intelligently.

‘That’s what I live for’

One of the benefits of Lever’s service is that it can be used by anyone in the company, not just the recruiting team. Opening up recruiting to all workers can help expand the pool of would-be candidates for jobs. And it can help yield a more diverse pool of candidates.

That’s a huge potential benefit, particularly in an era when the tech industry’s lack of diversity has become such a hot topic. Lever itself says that its employees are 50% women and 40% non-white. 

Lever plans to use the cash it just raised to make its service even smarter, boosting its analytics and helping companies identify the talent they need, Nahm says. To Nahm, connecting companies to the right people at the right time is a design problem, similar to ones she’s faced in the past.

“That’s what I live for,” says Nahm.

SEE ALSO: Google is escalating its war with Facebook with its own version of the news feed

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NOW WATCH: A former Google and Apple exec explains the key to politely firing an employee

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OVERSTOCK EXEC: 'It's crazy that so many retailers don't accept bitcoin'

unnamed 1

The price of bitcoin has been on a tear over the last year, but the number of top merchants who accept the cryptocurrency as a form of payment has retreated.

That’s puzzling to Jonathan Johnson, the president of Medici Ventures, the venture capital subsidiary of online retailer Overstock. Johnson played an integral role in getting the retailer known for its furniture stock to accept the cryptocurrency.

He told Business Insider that Overstock has seen a “modest” uptick in the number of bitcoin transactions taking place on the site, and he thinks it’s “crazy that so many retailers don’t accept bitcoin.”

The cryptocurrency is accepted at just three of the top retailers monitored by Internet Retailer, according to a recent research note by Morgan Stanley. That’s a decline of two from last year. 

“The disparity between virtually no merchant acceptance and bitcoin’s rapid appreciation is striking,” the bank said. 

Costly transactions is one reason the bank says retailers have been slow to accept bitcoin, but Johnson thinks this is a moot point. 

“The cost of accepting bitcoin is very low,” Johnson said. “It’s actually cheaper for us to complete a bitcoin transaction than it is to complete a credit card.”

To be sure, that’s likely because the transaction cost for bitcoin falls on the consumer, not the retailer. Johnson thinks if customers are willing to pay for that cost, then they should have the option. 

Retailers might be weary to accept bitcoin because of its wild price swings. Ethereum, another cryptocurrency, flash crashed on June 21. It tumbled from about $296 to a low of $0.10 in a matter of minutes before recouping its losses. It stands to reason that retailers are nervous. They don’t want to take in coins that could potentially lose nearly all of their value.

“But that reason doesn’t make any sense,” Johnson opined.”It is easy enough at the time of transaction to turn it into fiat currency.”

When Overstock first started accepting bitcoin the firm kept 90% bitcoin and converted 10% in cash.

“Today we keep 50% in bitcoin,” Johnson said. 

Cryptocurrency fanatics have been clamoring for more retailers to accept bitcoin. At least 2,100 petitioners on want Amazon to join Overstock in accepting bitcoin as a form of payment., a bitcoin and blockchain news site, sent $100 in bitcoin to the financial directors at 20 of the top online retail brands including Amazon and Airbnb. Airbnb, thus far is the only firm that has accepted the coins, according to an article penned Thursday.

Johnson thinks those firms should pay attention. 

“I don’t know why a CEO wouldn’t want to make it easier for folks to spend money,” he said.

SEE ALSO: Bitcoin is embroiled in a civil war — here’s one way it can unfold

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NOW WATCH: Warren Buffett lives in a modest house that’s worth .001% of his total wealth — here’s what it looks like

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Check out the LCAC: The massive Navy hovercraft that hauls Marines into battle

US Navy landing craft air cushion LCAC

The US Navy’s Landing Craft, Air Cushion, or LCAC, is designed to haul 60 to 75 tons of cargo over the water and across the beach during amphibious operations.

The LCAC’s air cushion allows it to access 70% of the world’s coastline, outstripping conventional landing craft, which can only handle about 15%.

The LCAC first deployed aboard the USS Germantown dock-landing ship in 1987 and continues to serve the Navy, hauling everything from personnel and equipment to landing craft and M1 Abrams tanks to shore.

Over the weekend, LCACs aboard amphibious-assault ship USS Bonhomme Richard took part in an amphibious-landing rehearsal as part of Talisman Saber 17, a US-Australian bilateral exercise done every two years off the coast of Australia.

In footage released by the US Defense Department, LCACs can be seen entering and exiting the Bonhomme Richard’s well deck and zipping across the water, performing exercises to “increase naval proficiencies in operating against blue-water adversarial threats” during littoral operations.

The Navy has 91 LCACs in service, and a Service Life Extension Program is underway to add 10 years of life to 64 of them by the end of the program in 2018. A contract has already been issued for the LCAC’s replacement, the Ship to Shore Connector.

The USS Kearsarge, another of the Navy’s amphibious-assault ships, can carry up to three LCACs alongside a full complement of about 2,000 Marines and their gear.

USS Kearsarge 6.JPG

Assault Craft Unit Four, an LCAC on the Kearsarge that Business Insider toured during Fleet Week, can carry up 72 tons and hit speeds close to 60 mph. Fully loaded, it has just a 2-foot-7-inch draft.

Assault Craft Unit Four, which has its own Facebook page, is manned by a crew of 5 and undertakes humanitarian and disaster relief, oil-spill response, and community outreach missions in addition to military operations.

USS Kearsarge 11.JPG

LCACs’ propulsion is generally provided by four gas-turbine engines — two propulsion and two lift — with two shrouded pitch propellers. The crafts also have rudders and thrusters for control.

LCACs’ armaments typically include .50-caliber machine guns and 40 mm grenade launchers.

USS Kearsarge 14.JPG

SEE ALSO: Step aboard the USS Kearsarge, the US Navy workhorse that takes Marines to war

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NOW WATCH: Watch this US Navy aircraft carrier make some incredible high speed turns in the Atlantic Ocean

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THE INSURANCE AND THE IoT REPORT: How insurers are using connected devices to cut costs and more accurately price policies


This is a preview of a research report from BI Intelligence, Business Insider’s premium research service. To learn more about BI Intelligence, click here.

Insurance companies have long based their pricing models and strategies on assumptions about the demographics of their customers. Auto insurers, for example, have traditionally charged higher premiums for parents of teenage drivers based on the assumption that members of this demographic are more likely to get into an accident.

But those assumptions are inherently flawed, since they often aren’t based on the actual behaviors and characteristics of individual customers. As new IoT technologies increasingly move into the mainstream, insurers are able to collect and analyze data to more accurately price premiums, helping them to protect the assets they insure and enabling more efficient assessment of damages to conserve resources.

A new report from BI Intelligence explains how companies in the auto, health, and home insurance markets are using the data produced by IoT solutions to augment their existing policy pricing models and grow their customer bases. In addition, it examines areas where IoT devices have the potential to open up new insurance segments.

 Here are some of the key takeaways:

  • The world’s largest auto insurers now offer usage-based policies, which price premiums based on vehicle usage data collected directly from the car.
  • Large home and commercial property insurers are using drones to inspect damaged properties, which can improve workflow efficiency and reduce their reliance on human labor.
  • Health and life insurance firms are offering customers fitness trackers to encourage healthy behavior, and discounts for meeting certain goals.
  • Home insurers are offering discounts on smart home devices to current customers, and in some cases, free devices to entice new customers.

In full, the report:

  • Forecasts the number of Americans who will have tried usage-based auto insurance by 2021.
  • Explains why narrowly tailored wearables could be what’s next for the health insurance industry.
  • Analyzes the market for potential future insurance products on IoT devices.
  • Discusses and analyzes the barriers to consumers opting in to policies that collect their data.

To get your copy of this invaluable guide to the IoT, choose one of these options:

  1. Subscribe to an ALL-ACCESS Membership with BI Intelligence and gain immediate access to this report AND over 100 other expertly researched deep-dive reports, subscriptions to all of our daily newsletters, and much more. >> START A MEMBERSHIP
  2. Purchase the report and download it immediately from our research store. >> BUY THE REPORT

The choice is yours. But however you decide to acquire this report, you’ve given yourself a powerful advantage in your understanding of insurance and the IoT.

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Uber's business is still growing despite months of bad news, scandals and turmoil

Travis Kalanick ping pong

Uber’s business appears to be surviving the string of scandals that have plagued the ride-hailing giant.

According to a report from Bloomberg, the company told investors during a 15-minute call on Tuesday that its gross bookings for rides were up 10% from the previous quarter. Uber’s losses also narrowed during the time, although the actual amount of the loss was not clear.

A source familiar with the matter confirmed the Q2 performance results to Business Insider.

The call was meant to soothe anxious investors after months of scandals have sent the $69 billion company into turmoil, culminating with CEO Travis Kalanick’s resignation last month. Uber’s long-time business chief Emil Michael was forced to resign last month. And Uber fired more than 20 employees as a result of an investigation into bad behavior in the workplace that includes sexual harassment.

The internal turmoil, along with a string of scandals that reportedly caused 200,000 users to delete their accounts earlier in the year, have put Uber’s business in the spotlight. To judge by the recent results however, the problems have not taken a major toll on Uber’s financial performance.  Uber expects to hit over $8.25 billion in gross bookings — the total value of rides before Uber pays its drivers — in the last quarter, according to Bloomberg.

Uber also hinted on the call that a settlement with Waymo, Google’s self-driving car spinout, could be on the horizon, although nothing is currently in the works. A jury trial in the trade theft lawsuit is scheduled for October.

SEE ALSO: Apple is hiring a barista – here’s why it might be a very stressful job

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NOW WATCH: Travis Kalanick’s resignation as CEO of Uber comes after a firestorm of scandals

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Elon Musk bought back the website name from his second-ever company, which he left in 2002 (TSLA, PYPL)

peter thiel elon musk early paypal

Way back in 1999, Elon Musk started, his second-ever company.

It was an online bank that would go on to become PayPal. In 2001, he stepped aside, leaving behind both the company and the domain name. 

Now, over 16 years later, Musk and are back together: PayPal confirms with Business Insider that Elon Musk has repurchased the domain name. The news was first reported by Domain Investing.

“We are delighted to sell the domain back to its previous owner, Elon Musk,” says a PayPal spokesperson.

To be clear, he hasn’t purchased PayPal, or even a sliver of PayPal. All he purchased was, a highly-desirable single-letter website address, and he can now whatever he wants with it.

PayPal didn’t disclose how much Musk paid for the domain name. Right now, there’s nothing so much as a placeholder at 

Maybe this is just for nostalgia. Maybe Musk has plans to start a new company using a classic name. Or maybe he could use it to promote one SpaceX, his space-faring company, or Tesla’s Model X SUV.

We don’t know. What we do know is that Musk — the founder of Tesla, SpaceX, OpenAI, and the Boring Company — rarely sits still for very long.

“I guess you can say that I’m a serial entrepreneur,” Musk said when he left in 2001.

SEE ALSO: The incredible story of Elon Musk, from getting bullied in school to the most interesting man in tech

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NOW WATCH: Tesla’s Model 3 is coming on Friday and it’s going to be the ‘largest consumer-product launch ever’

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Here's the simple reason why planes have winglets

Why planes have winglets_top

Ever look out the window of a plane or watch as it pulls up to the gate?

Have you ever wondered why some planes have pointy bits at the ends of the wings?

What you see are “winglets,” and they have essentially become standard equipment on all new airliners.

Why are they there?

“Winglets help reduce the drag associated with the creation of lift,” Robert Gregg, Boeing’s chief aerodynamicist, told Business Insider.

That’s the technical answer.

Gregg said the practical reason behind winglets is easier to comprehend.

Winglets allow the wings to be more efficient at creating lift, which means planes require less power from the engines. That results in greater fuel economy, lower CO2 emissions, and lower costs for airlines.

Boeing claims that winglets installed on its 757 and 767 airliners can improve fuel burn by 5% and cut CO2 emissions by up to 5%. An airline that installs winglets on its fleet of 58 Boeing 767 jets is expected to save 500,000 gallons of fuel annually.

Winglets help mitigate the effects of “induced drag.” When an aircraft is in flight, the air pressure on top of the wing is lower than the air pressure under the wing. Near the wing tips, the high-pressure air under the wing rushes to the lower-pressure areas on top, which results in the creation of vortices. The vortices flow in a three-dimensional manner over the wings. They not only pull air up and over the wing, but they also pull air back. That third component is induced drag.

With the advent of winglets, the aircraft is able to weaken the strength of wingtip vortices and, more important, cut down on induced drag along the whole wing.

Why planes have winglets

Induced drag can be overcome by making the wing longer.

In fact, the general rule is, the longer the wingspan, the lower the induced drag, Gregg said.

But in many instances, airplane makers simply don’t have the option of making the wings longer. For example, narrow-body airliners such as the Boeing 737 and 757 often operate from gates at airports designed for short- to medium-range domestic flights. Since these flights usually require smaller aircraft, they have less room apportioned to them. As a result, wingspan is effectively limited by the size of the parking space the plane is allotted at the gate.

So instead of the adding wingspan by making the wings longer, Boeing adds wingspan by going vertical with winglets.

In some instances winglets aren’t necessary, because there are no constraints on space. For example, Boeing’s hot-selling 777 wide-body airliner does not have winglets. According to Gregg, that’s because the 777 operates from international terminals designed for larger jumbo jets. As a result, Boeing found the performance it was seeking without the need for vertical extensions.

Boeing 777Since they were first developed by Richard Whitcomb at NASA’s Langley Research Center in 1976, airplane makers have steadily worked to improve the design and effectiveness of winglets.

According to Gregg, the first-generation winglets fitted to aircraft such as the Boeing 747-400 and the McDonnell Douglas MD11 offered up to 2.5% to 3% improvement in fuel burn compared with aircraft not equipped with the option.

Second-generation winglets, such as those found on Boeing’s workhorse 737, 757, and 767 aircraft are much larger than the first-gen models, with greater curvature. Second-generation winglets offer a 4% to 6% improvement in fuel burn.

Boeing’s new 737 Max airliners are equipped with third-generation winglets that offer a 1% to 2% improvement over the second-gen models.

Dragan Radovanovic contributed to this post.

SEE ALSO: RANKED: The 20 best airlines in the world

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NOW WATCH: NASA is the reason airplane wings bend up at the end

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Trump may halt a visa rule that would allow entrepreneurs to start companies in the US — here are 14 major US companies that were created by immigrants

Axios’ Jonathan Swan reports that the Trump administration is gearing up to block a rule, called “The International Entrepreneur” rule, from taking effect on July 17. The rule was created by former president Barack Obama, and its purpose is to help foreign entrepreneurs come to the US to start their own companies. Though Trump has not yet made a final decision, the tech community is already up in arms about the possible rollback. 

American companies, and particularly technology companies, have a long history of being built by foreign founders. A report from venture capital firm Kleiner Perkins Caufield & Byers found that 25% of the top 25 tech companies were founded by first or second generation Americans.

And 40% of Fortune 500 companies were founded by either immigrants or the children of immigrants, according to The Atlantic.  

Free Enterprise, a website backed by the US Chamber of Commerce, broke down a number of powerful US-based companies that were built by people born outside the US. 

Take a look at 14 of those below:

immigrant infographic

SEE ALSO: What to do when someone keeps saying your name wrong, without making it awkward

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NOW WATCH: A Hungarian mayor made an action movie telling immigrants to stay out of his town

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Volvo's all-out assault on Tesla's turf is as much about its future as its past (TSLA)

Volvo S90

Volvo Cars says its entire lineup will either become electric or hybridized by 2019.

For cynics, Volvo’s announcement is a mere PR stunt designed to capitalize on the propulsion method du jour. After all, Tesla, a company that sells less than 80,000 electric cars a year now boasts a market cap on par with General Motors.

On the other hand, proponents of electric mobility applaud Volvo for being a mainstream automaker brave enough to take the plunge. 

While I am neither cynic nor e-mobility evangelist, I think Volvo’s decision to go electric makes perfect sense.                      

Of all of the world’s mainstream automakers, Volvo’s all-out assault on electric mobility is the least surprising. And it has much to do with the future as it has with the past.

For most of Volvo’s 90-year history, the Swedish automaker offered its loyal legions of customers well-built, safe, and practical transportation with a certain Scandinavian flair.

2015 Volvo XC90 It’s a company that has always been willing think outside of the box when it comes to automotive tech. Even when its styling department made its money by embracing squared off edges. Over the years, Volvo pioneered everything from the three-point seat belt to radar and camera-based pedestrian detection technology. 

As powertrains go, Volvo has always marched to the beat of its own drum. In the 1990s and early 2000s, the company stuck with its signature turbocharged five-cylinder engines while other luxury brands moved towards larger six, eight, and even 12 cylinder powerplants.

In 2015,  as the industry looked to downsize its engines amid tightening fuel economy and emissions regulations, Volvo took that to the extreme by debuting the diminutive Drive-E family of four-cylinder engines that will power the company’s entire lineup.

All of that is to say Volvo’s latest proclamation falls perfectly in line with the company’s modus operandi.    

Volvo Drive EOn a practical level, Volvo’s decision to hitch its wagon to the electric revolution also makes a tremendous amount of sense. With Drive-E engines under the hood of all new Volvos, the company is far less invested in internal combustion than the vast majority of mainstream automakers. 

In order to get Drive-E’s small displacement engines to deliver the output necessary to power a luxury vehicle, Volvo turned to modern turbo- and supercharger technology. In fact, some Drive-E engines are both turbocharged and supercharged.  However, there is a limit to the amount of extra boost Volvo can run to make more power before the engine’s fuel economy and long-term reliability are compromised. That’s where hybridization comes into play. Currently, Volvo uses a hybrid drive system to give its top-of-the-line XC90 T8 SUV a 100 horsepower boost and to create a virtual all-wheel-drive system by mounting an electric motor on the rear axle. 

When applied across its lineup in non-all-wheel-drive applications, a hybrid drive system’s electric motors deliver valuable low-end torque, which is often times missing from small displacement engines.

Volvo XC90 COTYAnd then there’s China. As part of China’s Geely Group, Volvo’s presence in the Middle Kingdom has increased exponentially in recent years. In fact, China has become Volvo’s single largest market. However, the country is confronting major pollution and congestion issues — especially in the megacities that dot its eastern coast. In these cities, where much of China’s wealth and Volvo’s customers reside, government regulations have been put in place to favor hybrid and pure electric vehicles. In places such as Shanghai, it is virtually impossible to register a new license plate for a car that doesn’t have some sort of electrification. 

At the end of the day, Volvo’s decision to go electric is once again a reminder that the Swedish automaker is busy at work nudging the industry forward as it has for nearly a century.

SEE ALSO: The Mercedes-Benz G-Wagon is a beautifully flawed automotive legend

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NOW WATCH: Tesla’s Model 3 is coming on Friday and it’s going to be the ‘largest consumer-product launch ever’

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