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Berkshire after Buffett: prized energy business faces upheaval

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Berkshire after Buffett: prized energy business faces upheaval

When Berkshire Hathaway announced the acquisition of MidAmerican Energy in 1999, Warren Buffett hailed the Iowa gas and electric utility as squarely in the conglomerate’s “sweet spot”.

Unheralded at the time, the $2bn transaction catapulted Buffett into the energy business, kicking off a quarter of a century of dealmaking that has transformed Berkshire into a major player, operating across 28 states, transporting 15 per cent of America’s natural gas and serving 13mn customers.

The $138bn of assets owned by its subsidiary, Berkshire Hathaway Energy, are varied but the appeal of the businesses — and their place within Berkshire — have gone unquestioned. Its utilities, accounting for the bulk of BHE’s assets, boast the economic moats against competition prized by Buffett and have long been an attractive home for the cash that the conglomerate generates.

But if predictability was hardcoded into the sector’s DNA 25 years ago, global warming is bringing epochal change. The threats confronting Berkshire are multipronged: from billions of dollars in potential damages from wildfires, to criticism over how quickly it plans to retire its coal-fired power stations and the increasing politicisation of climate change in the US.

“I thought the energy business was going to be the place that absorbed a few billion dollars every year and has a consistent and steady return attached to it and it’s protected,” said Darren Pollock, portfolio manager at Cheviot, a California-based investment firm and Berkshire shareholder. “That’s no longer the case.”

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This is the third in a series looking at the future of Berkshire when 93-year-old Buffett is no longer at the helm.

The energy division arguably faces the most fundamental upheaval of any part of the Berkshire empire. When Buffett no longer has the reins, deciding whether to allocate more capital to utilities — or remain in the business at all — will fall to Greg Abel, chair of BHE and the man Buffett has picked as his successor. BHE declined to put any executives up for interviews.

The 61-year-old Abel can expect to be subject to far more public criticism over its controversial parts, such as 28 coal-fired power units, one of the largest such fleets in the US, and a more recent bet on natural gas, than Buffett, the most celebrated American business leader of the past half century.

“People have this vision of Berkshire Hathaway and Berkshire does a great job, honestly, with the PR to elevate Warren Buffett as the face of the company,” said Kerri Johannsen, energy programme director at the Iowa Environmental Council.

The scale of the potential financial threat tied to climate change was laid bare last summer when an Oregon jury found PacifiCorp, the largest electric utility owned by Berkshire, liable for causing a series of deadly wildfires in 2020 by failing to shut off power lines.  

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As claims against the company mount from separate cases, PacifiCorp has estimated it could face more than $8bn in damages, though its lawyers last year outlined a scenario in which the figure could reach $45bn. The company has said it would “vigorously pursue appeals”.

This week PacifiCorp faced an expansion of an existing class action lawsuit, seeking up to $30bn in damages, in the wake of the Oregon judgment. PacifiCorp blasted the move, saying utilities were in danger of becoming “de facto insurers of last resort”.

The Oregon verdict had already prompted Buffett for the first time to cast doubt over the future of the utilities business.

“Berkshire can sustain financial surprises but we will not knowingly throw good money after bad,” he noted in his annual letter to shareholders in February, warning of the “spectre of zero profitability or even bankruptcy” across the industry.

Wildfire lawsuits pushed California’s PG&E into bankruptcy in 2019 and Hawaiian Electric has seen its share price collapse amid mounting lawsuits over devastating fires on the island of Maui last year.

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“I think part of Warren Buffett’s point was that you’re seeing excessive damages being awarded, that means that power companies are essentially underwriting what is a societal risk that is being driven by climate change,” said Pedro Pizarro, chief executive of Edison International, the owner of Southern California Edison, one of the country’s biggest utilities. “That breaks the model.”

A man checks the remnants of his house for anything salvageable in Talent, Oregon in September 2020
A man checks the remnants of his house for anything salvageable in Talent, Oregon. PacifiCorp, the largest electric utility owned by Berkshire, was found liable by a jury in the state for causing a series of deadly wildfires in 2020 by failing to shut off power lines © Chris Tuite/imageSPACE/MediaPunch /IPX/AP

Berkshire is one of several companies pushing states, including Wyoming and Idaho, to pass laws that would cap payouts if a utility is found culpable in the event of a wildfire. Utah recently adopted a law that shifts some of the cost of wildfire claims on to a utility’s customers and caps damages.

If other states passed similar legislation it would mark a “happy ending” for the company, said one big Berkshire shareholder. “They have some leverage with these legislatures to say we need you to change the rules.”

A decision to eventually abandon utilities would represent a sharp reversal of Buffett’s long-standing enthusiasm. Two years ago, he described the energy business as one of the company’s “four giants”.

BHE generated $2.3bn in operating earnings for Berkshire in 2023, down sharply from $3.9bn the previous year, as the group made provisions for damages. Although the subsidiary accounted for less than 10 per cent of Berkshire’s overall earnings, analysts and investors say this understates its role within the conglomerate.

“It’s a place that Berkshire can take some of their excess cash — a lot of it from their financial businesses — and put it to work every year consistently at scale,” said Steve Fleishman, managing director at Wolfe Research, an investment research group.

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Regulators look at the amount of capital a utility invests when setting the level of returns owners can generate, which has made the sector a perfect fit for Berkshire.

Some utilities have been faulted for not spending more on technology, satellite modelling and sensors that could help them better predict conditions that would spark a wildfire. If such costs are not approved by state public utility commissions, they eat into the profit margins as the utility earns nothing on its spending.

Berkshire estimated it would have to spend more than $1bn over the next three years across its utilities to mitigate the risk from wildfires.

Former industry executives and regulators say that such levels of spending on a permanent basis, alongside the danger of legal risks, would undermine the case for owning utilities.

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“They all are unfortunately financially rewarded by how much money they spend on capital expenditures, so it’s all structured around how much they can spend,” said Jon Wellinghoff, a former chair of the Federal Energy Regulatory Commission. “You can’t fault them for that. That’s the way the system is set up.”

While the PacifiCorp ruling exposed the rising litigation threat from climate change, the increased weight institutional investors are giving to it has thrust a reluctant Berkshire into the spotlight.

A decade ago, MidAmerican won plaudits for pouring money into wind power in Iowa, an investment credited with turning the state into the country’s biggest player in the renewable energy source after Texas. Today, BHE is the largest owner of wind generation among regulated utilities in the US, giving the group a significant renewable energy business.

“We are committed to managing the energy transition in a cost-effective, customer-centric manner,” BHE said in a statement, noting it had invested $39.9bn in renewables through to the end of last year. “We will continue to move forward in the energy transition at a speed our customers can afford and at a pace that allows us to maintain reliable service for our customers.”

But Berkshire has faced pressure from shareholders, including the California Public Employees’ Retirement System, BlackRock and State Street, to provide greater disclosure on the risks the company faces from climate change.

“The company does not meet our aspirations for disclosing a plan for how their business model will be compatible with a low-carbon economy,” BlackRock said last year as it backed more disclosure.

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At this year’s annual meeting on Saturday, the state treasurer of Illinois has tabled a resolution calling on BHE to publish a detailed annual breakdown of its emissions. Berkshire has urged shareholders to vote against the motion, pointing to existing disclosures and arguing that such a report was not “necessary at this time”.

Buffett, who has long adopted a hands-off approach to managing Berkshire’s subsidiaries, has previously labelled calls for a company-wide climate report as “asinine”.

The billionaire has acknowledged that global warming is happening, but in past years he has signalled his reluctance to use it as a factor when deciding whether or not to invest.

“I would hate to have all hydrocarbons banned in three years,” Buffett said in 2021. “We’re going to need a lot of hydrocarbons for a long time . . . but I do think that the world’s moving away from them, too.”

Charlie Munger, who helped build Berkshire and died in November, was more sceptical. Last year he said that he thought there was “a good chance that climate change will be less important than a lot of people think”.

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Last year, Berkshire was given one of the lowest grades for its engagement on climate change in an analysis compiled by Climate Action 100+, a coalition of about 700 global investors including Amundi and Fidelity. Only a handful of companies including Saudi Aramco have received such a low designation.

“Berkshire has been resistant to climate scrutiny,” said Danielle Fugere, president of investor advocacy group As You Sow, which has tabled a number of climate motions at the company.

BHE declined to comment on the analysis by Climate Action 100+. Berkshire Hathaway did not respond to a request for comment.

Steam rises from the coal-fired Jim Bridger power plant outside Rock Springs, Wyoming
PacifiCorp’s coal-fired Jim Bridger power station in Wyoming © Jim Urquhart/Reuters

Under fire from climate campaigners, the decisions that Abel will face over the future of the business are likely to grow more complex as the speed of the transition to renewable energy is reassessed.

As a major shareholder in US oil producers Chevron and Occidental, Berkshire has benefited from an emerging argument, since the energy crisis generated by Russia’s full-scale war on Ukraine, that weaning the world off fossil fuels will take longer than previously expected.

Munger was an outspoken defender of the investments, saying last year that “having a big position in the Permian Basin [America’s most prolific oilfield] through those two companies is likely to be a pretty good long-term hold”.

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There are signs that Berkshire is prepared to make a significant wager on a slower pace in the green energy shift, even if it draws criticism.

In 2020, Berkshire paid $8bn for Virginia-based utility Dominion Energy’s natural gas infrastructure business just as some other industry players were seeking to cut exposure to the fossil fuel.

Gas has proved contentious. Advocates point out that it emits less carbon dioxide than coal when burnt and has a significant role to play in weaning countries such as China off the dirtiest fuels. Opponents highlight that natural gas is largely composed of methane, which when it escapes generates more warming than carbon dioxide even if it is shorter-lived in the atmosphere.

The Dominion deal handed Berkshire thousands of miles of natural gas pipelines and a 25 per cent stake in the Cove Point liquefied natural gas terminal in Maryland, a big export facility. Last year, Berkshire paid $3.3bn to take its stake in Cove Point to 75 per cent.

The Biden administration in January indefinitely paused the issue of new permits required to construct LNG export terminals, in a move to win climate conscious voters in an election year and aligned with its UN pledge to cut emissions by about half of their 2005 levels by 2030.

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The pause should benefit existing facilities such as Cove Point, potentially creating a new competitive moat for Berkshire and other operators of export terminals. It also illustrates the combustible mix of politics and a fast-changing landscape that Abel will have to navigate to keep energy part of Berkshire’s sweet spot.

“Everything is changing all at once: the climate is changing; the financial climate is changing; the consumer and shareholder climate is changing,” said Michael Webber, professor of energy resources at the University of Texas at Austin and author of Power Trip: The Story of Energy. “These are big challenges — it will take a change in thinking and companies will have to consider their options.”

With reporting by Attracta Mooney in London

Berkshire Hathaway energy businesses

NV Energy: An electric and gas utility in Nevada comprising two subsidiaries. It serves 1mn power customers in the Las Vegas area.

MidAmerican Energy: Based in Iowa, the electric and natural gas utility has 1.6mn customers in states including Iowa, Illinois, South Dakota and Nebraska.

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PacifiCorp: Headquartered in Portland, Oregon, the electric utility has more than 2mn customers across Utah, Oregon, Wyoming, Washington, Idaho and California. It also trades electricity on wholesale power markets.

BHE Pipeline Group: It operates 21,000 miles of pipelines and transported 15 per cent of all gas consumed in the US last year. It also operates 22 natural gas storage facilities and an LNG terminal.

BHE Transmission: Owner of Altalink in Canada, an electric transmission utility that serves 85 per cent of the population of Alberta.

BHE Renewables: Owns interests in a number of independent power projects in the US, including solar, wind, geothermal, hydropower and natural gas.  

Northern Powergrid: Electricity distribution group serving 4mn customers in the north of England. It also owns an upstream natural gas business developing projects in Europe and Australia and has solar assets.

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This article is part of a series looking at the future of Berkshire Hathaway when Warren Buffett is no longer in charge. To read the other pieces in the series on Berkshire after Buffett click here.

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Mass shooting at Austin, Texas bar leaves at least 3 dead, 14 wounded, authorities say

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Mass shooting at Austin, Texas bar leaves at least 3 dead, 14 wounded, authorities say

Gunfire rang out at a bar in Austin, Texas, early Sunday and at least three people were killed, the city’s police chief said.

Austin Police Chief Lisa Davis told reporters the shooter was killed by officers at the scene. 

Fourteen others were hospitalized and three were in critical condition, Austin-Travis County EMS Chief Robert Luckritz said.

“We received a call at 1:39 a.m. and within 57 seconds, the first paramedics and officers were on scene actively treating the patients,” Luckritz said.

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There was no initial word on the shooter’s identity or motive.

An Austin police officer guards the scene on West 6th Street at West Avenue after a shooting on Sunday, March 1, 2026, in Austin, Texas.

Jay Janner/Austin American-Statesman via AP


Davis noted how fortunate it was that there was a heavy police presence in Austin’s entertainment district at the time, enabling officers to respond quickly as bars were closing.

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“Officers immediately transitioned … and were faced with the individual with a gun,” Davis said. “Three of our officers returned fire, killing the suspect.”

She called the shooting a “tragic, tragic” incident.

Texas Bar Shooting

Austin Police Chief Lisa Davis provides a briefing after a shooting on Sunday, March 1, 2026, near West Sixth Street and Nueces in downtown Austin, Texas.

Ricardo B. Brazziell/Austin American-Statesman via AP


Austin Mayor Kirk Watson said his heart goes out to the victims, and he praised the swift response of first responders.

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“They definitely saved lives,” he said.

Davis said federal law enforcement is aiding the investigation.

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A long-buried recording and the Supreme Court of old (CT+) : Consider This from NPR

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A long-buried recording and the Supreme Court of old (CT+) : Consider This from NPR
Recently, movie critic Bob Mondello brought us a story about how he found a 63-year-old recording of his father arguing a case before the Supreme Court. The next day, he bumped into Nina Totenberg, NPR’s legal affairs correspondent, in the newsroom. They were talking so animatedly that we ushered them into a studio to continue the conversation.To unlock this and other bonus content — and listen to every episode sponsor-free — sign up for NPR+ at plus.npr.org. Regular episodes haven’t changed and remain available every weekday.Email us at considerthis@npr.org.
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2 Survivors Describe the Terror and Tragedy of the Tahoe Avalanche

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2 Survivors Describe the Terror and Tragedy of the Tahoe Avalanche

The blizzard blew so fierce that the skier at the head of the line kept disappearing into a whiteout. The winds were gusting over 50 miles per hour. Almost four feet of fresh powder had piled up and more was falling every minute.

At the back of the line was Anton Auzans, trudging behind 12 other backcountry skiers climbing through a clearing high in California’s Sierra Nevada. He had his hood pulled low against the pelting wind.

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Then came a single word yelled by a ski guide somewhere ahead: “Avalanche!”

Mr. Auzans looked up in time to see a wall of white dotted with strange blurs of color. In the moment before it reached him, he realized that the colors were the tumbling skis and clothing of the other skiers.

He dove behind a dead tree for protection, but the snow was surging down the mountain like a raging river. It poured around the trunk, dragged him away and swallowed him in darkness.

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Hundreds of thousands of pounds of snow rushed into the clearing, slowing as it spilled over flatter ground, and settled into a dense pile and a terrible silence. The slide had buried everyone in the group. Almost.

Two men from the group had fallen behind.

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Back in the woods, Jim Hamilton was struggling with a sticky ski binding that had refused to lock onto his boot and caused him to fall behind. He was cursing his bad luck.

He was hustling to catch the group, following their ski track through the woods. With him was a ski guide. Mr. Hamilton expected to catch sight of the others at the next clearing. Instead, their track abruptly ended at a rough berm of snow debris, as if a giant plow had driven through.

Mr. Hamilton had been too far behind to hear the warning or the rush of snow. For a second he was mystified. Where was everybody?

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Then he heard Mr. Auzans yell. “Major avalanche! Major avalanche! We have people buried!” Mr. Auzans’s head had just poked out of the snow.

Anton Auzans and Jim Hamilton are two survivors of the deadliest avalanche in modern California history. This account is based on a number of interviews with the two men conducted over several hours, in which they offered the first eyewitness telling of what happened.

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Jim Hamilton Max Whittaker for The New York Times

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Anton Auzans Lauren Segal for The New York Times

The Feb. 17 avalanche killed nine skiers who were among 15 people on a guided trip high in the mountains near Lake Tahoe, including six women who were all close friends.

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The two men, both lifelong skiers who had never met before the trip, said that as the storm beat down, conditions steadily grew worse, but their guides largely stuck to an itinerary laid out long before the storm, and led the group beneath steep terrain where a massive slide buried nearly everyone. The few skiers who were free dug desperately to save the others, but were overwhelmed by the number of people trapped, and by the unrelenting blizzard that threatened to cause another deadly slide.

In the days since, many in the public, including some veteran backcountry skiers, have raised questions about why four experienced guides left a protected backcountry hut during a historic storm and led their group across avalanche terrain, while not spreading skiers out so that one avalanche would not take out the whole group.

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Those questions remain largely unanswered. The Nevada County Sheriff’s Office and California’s workplace safety agency, Cal-OSHA, are investigating whether there were safety violations or criminal negligence by the company that led the trip, Blackbird Mountain Guides. No findings have been announced.

There were four other survivors: One ski guide, two women in the group and a third man who had signed up for the trip. The surviving women declined to comment through a spokeswoman, as did the other ski client. The guide, a man, could not be reached for comment.

In a statement after the accident, Blackbird Mountain Guides, asked people not to speculate, adding, “It’s too soon to draw conclusions, but investigations are underway.”

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A Welcome Forecast of Heavy Snow

The trip started on a blue-sky day.

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Mr. Auzans and Mr. Hamilton arrived at Donner Pass, where Interstate 80 cuts through a gap in the mountains, on the morning of Sunday, Feb. 15. The weather was mild and snowy peaks were shining under a clear sky.

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Sunday: Groups skied to huts

The plan was to ski three miles over a high mountain ridge east of the highest summit in the area, Castle Peak, to a hidden subalpine basin called Frog Lake. There, at 7,600 feet, sat a cozy collection of backcountry huts that would provide the skiers with hot meals, warm beds and a launching point for human-powered climbs up remote mountains to ski untracked slopes.

A monster winter storm was set to move in that night and drop up to eight feet of snow over four days. The local avalanche forecasting office warned of possible “widespread avalanche activity” and slides large enough to bury people in the days ahead. But the skiers viewed the weather not as a concern, but as a stroke of good luck.

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For six weeks the region had gone without a significant storm, leaving the snow thin and crusty and not much fun to ski. The storm promised to bring what the skiers had hoped for, what they had each paid almost $1,500 for: bottomless fresh powder.

At the pass, the two clients were greeted by their guides from Blackbird Mountain Guides, — Andrew Alissandratos, 34, and the guide who survived — and by the third man.

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A second group had also hired Blackbird to head to the huts that day: Eight friends, all women in their 40s or early 50s, who had been taking backcountry trips together for years. Many of them also liked to surf. Most had high-powered jobs and impressive résumés. Both groups were led by Blackbird, and had signed up for the same hut trip, but each group had their own pair of guides.

The four guides from Blackbird all had extensive experience and formal training. They checked that everyone had the required safety gear — an avalanche beacon for locating people who are buried; a long, folding probe to pinpoint them under the snow; and a shovel for digging them out. Mr. Auzans and Mr. Hamilton had both taken basic avalanche safety classes, but neither had experienced an avalanche before.

When the topic of the impending storm came up, Mr. Hamilton said the guides told him not to worry, they knew how to pick safe terrain. They would have to stay on treed slopes and avoid the steep inclines that many skiers love, but he said one guide told him there would be so much powder that no one would care.

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The groups put climbing skins on the bottom of their skis to grip the snow and climbed up to a ridge on the side of Castle Peak, about 1,700 feet above the freeway.

Mr. Hamilton snapped pictures of views that spilled out seemingly forever. He was 65, a software engineer and grandfather, and had moved to California from Massachusetts a year before. He had only been backcountry skiing four times and would never have attempted a trip like this without expert guides. But he wanted to experience the renowned deep Lake Tahoe backcountry powder, so he had looked online and found the Frog Lake trip on Blackbird’s website. There was one slot left.

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“Wow,” he had said to himself, “it’s meant to be.”

On the ridge, the skiers took off their climbing skins for a long ski down an open bowl to a steep snow gully called Frog Lake Notch that cut beneath a granite summit called Perry’s Peak.

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On a big powder day, Frog Lake Notch would be a natural avalanche path, but that Sunday, the old snow was firm and safe. By early afternoon, they had reached the huts at Frog Lake.

It was just the kind of experience Mr. Auzans was hoping for.

A 37-year-old electrician in the Bay Area with a young son, he had grown up snowboarding at nearby resorts and in recent years had grown increasingly interested in the backcountry.

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He loved the serenity and beauty of the mountains. In summer he backpacked and camped. In winter, backcountry skiing offered the same solitude and grandeur, with the added bonus of primo powder.

At the same time, he knew there was added danger. On the handful of backcountry day trips he had taken, he always went with guides because he did not completely trust himself.

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A Rising Danger

Frog Lake’s main hut had a fully stocked kitchen and big leather chairs set in front of a crackling fire. After a dinner of ravioli, the men settled in by the hearth.

Mr. Auzans cracked open the book he had brought on the history of the Donner Party. He was, by his own admission, obsessed with stories of disaster and survival, and wanted to learn about the group of pioneers, who in 1846, tried to cross the Sierra Nevada and got trapped by heavy snowfall. Nearly half of them died and some, stranded for months by deep snow, resorted to cannibalism. Donner Pass still bears their name.

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The book sparked a discussion around the fire about the disaster, then other historic disasters.

As they talked, one of the men observed that most disasters aren’t caused by just one thing, but by a series of small events that led to a catastrophe.

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On Sunday night it started to snow hard. By the next morning, the huts were covered by nearly a foot of fresh powder and it was still dumping.

The three male clients and the group of women gathered in the main hut for breakfast. While they ate, the four guides met in a separate room to make a plan for the day.

Early Monday, the Sierra Avalanche Center, which forecasts backcountry snow conditions in the region, posted an update: “Avalanche danger is rising. Backcountry travelers could easily trigger large avalanches today.” The center added: “Consider avoiding avalanche terrain in areas where clues to unstable snow are present.”

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The forecast now said that the hazard, on a scale of 1 to 5, had increased to Level 3, with “considerable” danger, up from Level 2, with “moderate” danger, on Sunday. But the center continued to warn that, by Monday night, the hazard could increase to Level 4, with “high” danger.

Whether the guides checked those forecasts or conferred with Blackbird headquarters is unclear, the two men said in interviews, because the guide meeting happened behind closed doors. Mr. Hamilton said that the huts did have an internet connection. Blackbird Mountain Guides said in a statement, “Guides in the field are in communication with senior guides at our base, to discuss conditions and routing based upon conditions.”

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Most avalanches occur on slopes between 30 and 45 degrees. The guides told the group that they would climb about 800 feet through the trees on the east side of another nearby summit, called Frog Lake Peak, and ski a 25-degree slope that would be safe.

The guides did not ask for feedback or if anyone had misgivings, Mr. Hamilton and Mr. Auzans said, and no one spoke up.

Avalanche prediction has improved dramatically since the 1980s, but knowing when snow is likely to slide has not led to a drop in fatalities. Many backcountry users continue to go into dangerous terrain, even when advised of the risk.

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That has caused avalanche safety experts in recent decades to recognize that accidents have as much to do with failures in human decisions as they do with failures in snow layers. In response they have shifted education toward helping people spot human factors that push them to take dangerous risks.

Backcountry users are taught to recognize a group of human decision-making traps that can make getting caught in an avalanche more likely, said Sara Boilen, a psychologist in Montana, an avid backcountry skier and a snow safety researcher who regularly gives an avalanche safety talk.

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People skiing familiar terrain — such as experienced guides on home turf — are more likely to assume a familiar route is safe. Skiers who see an opportunity as scarce or fleeting — such as a long-awaited trip or fresh powder — are more likely to downplay the danger. Individuals wanting to fit in with the group may be reluctant to speak out. Novices are prone to defer to someone they see as an expert, and not question their decisions.

In groups of six to 10, statistics show, the risk grows substantially, as numbers give the illusion of safety and unspoken competition pushes the tolerance for risk.

Over time, Dr. Boilen said, taking risks can become normalized.

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“It’s very hard to avoid. I’ve seen it in my friends, I’ve seen it in myself,” she said. “You can creep past a red line you would never intentionally step across.”

The ski from the Frog Lake huts on Monday turned out to be fantastic. The guides chose enjoyable runs. The snow was deep and soft. There were no signs of avalanches. Both groups returned to the huts wet, tired and happy, Mr. Hamilton said.

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“It was everything you thought it would be. Just epic. And I never once felt like we were in danger,” he said. “I remember watching the women fly by me and they are having a blast.”

Fleeing Into a Storm

By Monday night the snow was hitting harder than ever.

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At midnight, the wind started blowing steadily from the southwest, gusting over 40 m.p.h. It howled through the trees and shook the huts.

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Monday: Strong winds caused snow to drift

The wind drove snow across the bare peaks above Frog Lake, depositing tons of loose powder on northern slopes in deep, unstable piles. On Perry’s Peak, just above the huts, a pile started to accumulate on a bare slope with an angle of about 35 degrees. It was prime avalanche terrain. It was also right above the path the skiers would take to try to get back to their cars on Donner Pass.

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When the skiers woke on Tuesday, the chance of avalanches had increased from possible to likely, according to the Sierra Avalanche Center forecast.

The guides once again held a morning planning meeting in a separate room while their clients had breakfast. When they came out, they told the skiers the groups had to cancel a planned ski lap and leave before conditions got worse.

“‘We have to get out of here now,’” Mr. Auzans recalled them firmly telling the groups.

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Returning the way they came in, through Frog Lake Notch, was a no go. The steep slopes were now too dangerous. That left several alternatives, some seemingly riskier than others.

The website for the Frog Lake Huts offered an alternative path down a tree-covered slope to the southeast. There was also a one-lane road to the huts, closed in winter, that went east through safe terrain. Both routes were longer, and would have left the skiers far from their cars.

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Tuesday: Skiers returned to trail

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A third possibility was to stay in the huts, which had food and water and plenty of room. But the guides never mentioned the option, the men said. Instead, a fourth alternative was chosen by the guides. The groups would head for the cars, retracing much of their path in, but would avoid Frog Lake Notch by going around the back of Perry’s Peak.

Why the guides chose that course of action was not clear to the two men. There was no discussion with clients, Mr. Hamilton and Mr. Auzans said, and no clients openly raised concerns.

“I didn’t say anything,” Mr. Auzans recalled. “I’m not an expert and so I decided to trust the plan.”

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An Attempt to Get Out

Winds were gusting at over 50 m.p.h. when they left. At times the skiers could not see more than a few feet.

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The women’s and men’s groups combined into one party with four guides, and started zigzagging up a gentle slope to the ridge of Perry’s Peak, 500 feet above the huts.

The snow was hip deep without skis on. The guides took turns in the lead, packing a trail for the others to follow, but it was slow going. An hour later, they had covered less than a mile.

As they trudged uphill, skiers naturally bunched up behind the leader. At points on the climb the guides stopped the group and sent skiers one at a time across steeper slopes.

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At around 10 a.m. they reached the ridge, stopped in the howling wind to pull off their climbing skins, and skied down the north side.

Mr. Hamilton watched the women, all veteran powder skiers, slip along effortlessly. He was not as graceful. He fell and struggled to get up. By the time they regrouped at the bottom, it was about 10:45 a.m.

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The group now faced a mile-long climb up a gentle valley beneath Perry’s Peak. Beyond it was a long downhill glide to the cars. No part of the path crossed steep slopes. The group appeared to be home free.

The women put on their climbing skins ahead of the men and left with the lead guide to break trail. Mr. Auzans and the third client soon followed.

Mr. Hamilton tried to hurry, but could not get his boot into his binding. The guide at the rear of the group waited with him. Finally, they heard it click into place and moved up the trail.

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Tuesday: Minutes before avalanche

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A Scream, and Then Silence

At about that moment, the wind-piled mass of snow on the north side of Perry’s Peak failed. Untold tons rushed down like a tsunami, picking up speed as it tumbled the equivalent of 40 stories.

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What triggered the avalanche may never be determined. The careful investigation that might provide answers, experts say, would be difficult because the storm and efforts by rescuers to stop further avalanches likely covered signs in the snow that could have provided clues. But the impact was immediately clear.

Directly in the path of the avalanche, the other 13 skiers were climbing a gentle slope through a clearing. Nearly all of them were bunched up behind the lead guides who were breaking trail. Mr. Auzans was last in line.

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The skiers were not spread out to cross avalanche terrain. The clearing did not pose an obvious danger. The slope was only about 20 degrees — not steep enough for snow to slide. It remains unknown if, in the blowing snow, the guides realized that a steep slope towered just above them to the left.

“Avalanche!” was all Mr. Auzans heard.

By the time he looked up, the rest of the group had already been swallowed. The snow pushed him over and dragged him down. As he was being buried, the survival stories he loved to read flashed in his mind and he put his hands over his face to try to make an air pocket.

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Everything went black. He was packed too tightly to move. He knew from his training that he had to get out soon or he would likely die.

If people buried in an avalanche are rescued within 20 minutes, accident data shows, 90 percent live. But in the next 15 minutes, carbon dioxide from their own breathing builds up in the snow, the heat of their breath can form an ice shield that blocks all air, and the survival rate drops to 30 percent. It then drops steadily as time goes on.

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Trapped in the snow, Mr. Auzan thought about his 3-year-old son and never seeing him again. He said a rage built up inside him and gave him the strength to push his hands free. Suddenly, he was looking at daylight.

He struggled to make the hole bigger, broke through and sat up. He was expecting to see a commotion of rescue activity. There was only silence.

“This is bad,” he thought.

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Moments later, Mr. Hamilton and the guide that was at the rear came through the trees.

“We have people buried!” Mr. Auzans shouted. He pointed to the last spot he had seen anyone.

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The guide pulled his avalanche beacon from his jacket, unfolded his probe and hurried toward the signal.

Mr. Auzans was stuck — his boots were still attached to his skis, which were buried in the snow. He dug to work himself free.

Mr. Hamilton spotted a ski pole sticking up from the debris. It started to wave. He skied over and saw an arm of the third male client. He had made an airway with one arm, and was able to talk through the hole.

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Don’t worry about me, I’m OK, Mr. Hamilton remembers him saying. Go look for other people.

Minutes were ticking by. Mr. Auzans dug himself out, grabbed his shovel and went to help the guide whose probe had found a skier about four feet under the snow.

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The digging was hard. The slide had compacted the snow into something less like powder and more like cement. It took a number of minutes to get down to the skier.

They uncovered the face of a woman. As they brushed away the snow they kept asking if she was OK. She only moaned, but that meant she was breathing. The guide and Mr. Auzans immediately moved to try to find more skiers, leaving all but the area around the woman’s face still buried.

A few feet away the probe found a second skier. They dug steadily, hacking at the hard snow. As they dug, Mr. Hamilton went back to the other male client and began to dig him out, hoping he could help with the rescue.

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About four feet down, the guide and Mr. Auzans found a second woman. Brushing the snow from her face, they saw her eyes blink. She moaned. Breathing. They told her they needed to go look for more survivors.

Somewhere in the blur of digging, Mr. Auzans called 911. It was 11:30 a.m. He reported a slide with multiple people buried. Rescuers immediately went into action.

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At least 30 minutes had passed since the slide, Mr. Auzans estimated. Time was running out.

While shoveling to the second woman, they had encountered someone’s leg and another person’s backpack. The group seemed to all be buried close together.

Within minutes they had uncovered the head of a third skier. It was one of the male guides. But when they tried to revive him, they got no response.

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Without stopping, they dug down to a fourth skier. A woman. She, too, appeared lifeless.

‘We Had to Save the People We Knew Were Alive’

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Now the men above the snow faced a bleak decision.

It was about noon. About an hour had passed since the slide. There were seven people still unaccounted for, but the chances of finding them alive seemed slim.

The storm was still hitting with savage force. Another avalanche could hit at any moment. The two women who were alive were still mostly buried. They seemed to drift in and out of consciousness as snow blew in on their faces.

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The men knew if they did not rescue the women and move to safety that they all might die. They made the decision to stop the search.

“We were all in danger. We did as much as we could. We pushed until we started finding people that were deceased. Making the decision to stop the search was one of the hardest things I’ve ever had to do,” Mr. Auzans said afterward. “What are our priorities? We had to save the people we knew were alive.”

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The group turned their efforts to freeing the women. When they pulled the first one up to the surface, she slumped over and mumbled that she just needed to sleep. Mr. Auzans got her standing, but found that she could barely walk.

The guide pulled the second woman out, and she started to cough up blood.

They knew they had to move out of the avalanche path. They led the women into the woods, leaving the clearing and the people buried there.

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The decision has weighed on both men in the days since.

“I honestly tried my best. I tried my best,” Mr. Auzans said in an interview from his home on Monday, less than a week after the avalanche. “I was buried. I helped to save three people.”

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He said he wished they could have saved them all, adding, “My heart goes out to all the families of the deceased.”

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Tuesday: Waiting for rescue

At about 12:30 p.m., Mr. Auzans texted 911 that they were moving to safety. The guide dug a snow pit, then laid a tarp over the top to make a crude shelter and put the women inside in sleeping bags. They began a long wait.

Rescuers knew where the group was, but with the storm, a helicopter was not an option. Snowmobiles and snowcats could not reach them. The group thought there was a good chance they would have to spend the night.

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They put their water in their jackets to keep it from freezing. They built a larger snow pit where everyone could stay warm.

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After the avalanche, the group made a shelter for the two women who survived. Jim Hamilton

For hours they waited in the storm. Some kept their emotions at bay by keeping busy, others broke down, overwhelmed by the enormous loss and the thought of the devastation ahead for the many loved ones of the dead.

At about 5:30 p.m., just as it was getting dark, about a dozen rescuers arrived on skis.

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With avalanche conditions still high and daylight fading, the rescuers decided the priority was to get the survivors out.

The only way was on skis. The women had regained enough strength to move on their own. The rescuers found skis for them in the pile of debris.

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In the dark, using headlamps, the rescuers led the five survivors back over to the ridge on Perry’s Peak, and down to the huts, where snowcats and an army of other rescuers were waiting.

Left behind on the dark mountain were the six friends who traveled together: Carrie Atkin, Liz Clabaugh, Danielle Keatley, Kate Morse, Caroline Sekar and Kate Vitt. And the three veteran guides: Andrew Alissandratos, Nicole Choo and Michael Henry.

It would be days before the storm relented and rescuers could return to retrieve them.

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A view from the shelter to the avalanche area, which was behind the trees. Jim Hamilton

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Methodology

The positions of the skiers and the extent of the avalanche path are approximate based on survivor accounts, an avalanche report from the Sierra Avalanche Center and avalanche experts. New York Times journalists built the 3-D model of the area using a 2021-2022 laser scan from the United States Geological Survey.

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