There’s nothing like a streaming war to bring competitors together.

Walt Disney Co. and Warner Bros. Discovery will offer a new streaming bundle that allows subscribers to access Disney+, Hulu and Max all in one deal, the two companies said Wednesday. The bundle will be available in the U.S. starting this summer and can be purchased through any of the three streaming platforms’ websites.

It will be offered in both ad-free and ad-supported options. Pricing has not been disclosed but will presumably represent a discount of the collective services.

The two companies billed the joint bundle offering as a “first of its kind.” It comes on the heels of Disney’s integration of Hulu into its Disney+ service, which is intended to help increase viewer engagement and reduce churn on Disney+, which has 117.6 million subscribers.

Hulu, meanwhile, has 45.8 million subscribers. Warner Bros. Discovery has 97.7 million subscribers across its streaming platforms, including Max, HBO Max and discovery+, as well as its premium pay-TV services such as HBO.

“This incredible new partnership puts subscribers first, giving them access to blockbuster films, originals, and three massive libraries featuring the very best brands and entertainment in streaming today,” Joe Earley, president of Disney Entertainment’s direct to consumer division, said in a statement.

The Disney-Warner Bros. Discovery team-up comes as media and entertainment companies continue to incur enormous costs to ramp up their own streaming services while subscriber sign-ups have significantly slowed in the last year. Major media companies recognize that they can’t keep spending billions of dollars to bulk up their program offerings — but they need more heft to compete against Netflix and Amazon’s Prime Video.

The decision to offer several services — owned by two media rivals — for one fee is kicking off an expected trend of consolidation in the streaming space. Analysts have long argued that there are too many services.

Even Warner Bros. Discovery Chief Executive David Zaslav was prepared for the possibility back in 2020.

“Will there be three? Will there be four? There’s not going to be seven,” he told CNBC at the time. “We think there will be a re-bundling. Our job is to make sure we’re absolutely essential … But I’m not sure anybody has all the cards.”

Zaslav wasn’t alone in that thinking.

Last fall, Comcast and Paramount Global managers held talks about combining Paramount + with NBCUniversal’s Peacock in the U.S. to bolster their offerings to consumers, according to three people familiar with the talks but not authorized to speak publicly. The talks lapsed because Paramount’s controlling shareholder, Shari Redstone, was interested in pursuing a separate deal to sell the company and didn’t want to encumber an important asset.

The nation’s two largest cable companies, Comcast and Charter Communications, combined forces last fall to offer the Xumo Stream Box, which gives customers a device that allows easier access to subscription-based and ad-supported streaming apps, including Apple TV+, Netflix, Amazon Prime, Disney+, Hulu and Max.

Not to be outdone, Prime Video also offers multiple streaming services as add-ons.

More recently, Disney, Warner Bros. Discovery and Fox Corp. disclosed plans to roll out a sports-centric streaming service this fall. The service has not announced a name, leaving observers to colloquially refer to it as “Spulu,” a portmanteau of “sports” and “Hulu.”

Even as a young child growing up in the small Central Valley town of Dinuba, Dick Rutan knew that he wanted to be a pilot. Whenever he heard an airplane, he would gaze up and it seemed the sky was beckoning him.

“I wanted to get up there in it,” Rutan recalled. “Those contrails of the big jets overwhelmed me. It was my destiny to fly.”

He started lessons at 15, soloed on his 16th birthday and had a flight instructor’s rating by the time he graduated high school. He would go on to fly more than 300 combat missions in Vietnam, but those were the least of his achievements.

In 1986, the decorated airman co-piloted the experimental aircraft Voyager around the world in nine days, taking off from and landing at Edwards Air Force Base in the Mojave Desert without stopping or refueling — one of aviation’s greatest milestones.

“It’s a grand adventure,” a wobbly Rutan said, after the nationally televised landing watched by President Reagan.

Rutan died Friday at a hospital in Coeur d’Alene, Idaho, after suffering from a lung infection. His brother Burt Rutan, an aerospace engineer who designed the spindly Voyager, was at his bedside. Rutan was 85.

After 20 years in the Air Force, Dick Rutan joined his younger brother’s Mojave aircraft company as a production manager and chief test pilot, but resigned to found Voyager Aircraft Co. with a single goal in mind: completing the record-breaking flight.

The round-the-world trip was the product of six years of planning, development and testing, supported by grassroots donations when Rutan and his co-pilot, Jeana Yeager, his girlfriend at the time, could not strike a deal for a corporate sponsorship. (Yeager is no relation to famed test pilot Chuck Yeager.)

The twin-engine Voyager was constructed out of a lightweight graphite-honeycomb composite. It had a small cabin and disproportionate wingspan of nearly 111 feet that enabled it to carry more than four times its weight in fuel — 1,500 gallons tipping the scales at nearly 9,000 pounds — making it uncomfortable to sleep in and ungainly to fly.

It took off from Edwards at 8:02 a.m. on Dec. 14, a Sunday, and barely got off the ground, as the tips of its fuel-laden wings scraped the runway. During the trip, Rutan and Yeager traded piloting duties as the other attempted to sleep. Along the way, they battled tropical storms and averted disaster when an engine cut out just 450 miles from home. They were able to restart it.

When they landed 24,986 miles later, thousands cheered, and both pilots were some 10 pounds lighter. They, along with Burt Rutan, would meet the president, who awarded each the Presidential Citizens Medal. The Voyager was chosen by the Smithsonian National Air and Space Museum in Washington for inclusion in its collection of historic aircraft.

“He played an airplane like someone plays a grand piano,” said Burt Rutan of his brother.

Dick Rutan achieved celebrity and was in demand on the speaker circuit but didn’t gain the fortune he had expected after scrimping for years to get Voyager aloft. (His brother would go on to design SpaceShipOne, the first privately funded and crewed craft to enter space, launching an entirely new industry.)

In 1992, Rutan ran for Congress against Democratic Rep. George Brown Jr. in California’s 42nd Congressional District in the Inland Empire. A surprise winner of the Republican primary, Rutan was beaten in the general election.

The pilot never lost his taste for pushing aviation’s limits. In 1998, when he was 59, he and a co-pilot attempted to become the first balloonists to fly nonstop around the world. But the duo had to bail out and parachute to safety when the craft sprang a helium leak shortly after takeoff in New Mexico.

Rutan shrugged it off, noting he had had to bail out of planes twice before, including once in Vietnam when his jet was shot out of the sky. (The global circumnavigation was achieved the next year by a pair of Swiss and British balloonists.)

Not one to turn down an adventure, he got stranded in the North Pole for several days two years later when the Russian biplane carrying him and four others landed and partially sank through the ice. He wasn’t seeking a record but just wanted to check out the pole.

Rutan set another aviation record in 2005 when, in his 60s, he flew some 10 miles in a rocket-powered plane launched from the ground.

Greg Morris, president of Scaled Composites, a Mojave aerospace company founded by Burt Rutan, said when he was about 7 he met the aviation pioneer and over the years always found him generous and welcoming.

“Bigger than life, in every sense of the word,” Morris said, noting Rutan’s legacy with Voyager, as a test pilot and in the military, where he earned a Silver Star, five Distinguished Flying Crosses, 16 Air Medals and a Purple Heart. “Any one of those contributions would make a legend in aviation. All of them together, in one person, is just inconceivable.”

Born July 1, 1938, in Loma Linda, Rutan is survived by his wife of 25 years, Kris Rutan; daughters Holly Hogan and Jill Hoffman, from a previous marriage; and grandchildren Jack, Sean, Noelle and Haley.

The Associated Press contributed to this article.

California’s wealthiest farming family is proposing an expansion of industrial warehousing in Kern County that would fundamentally reshape the economy in the southern San Joaquin Valley.

Outside of Kern, Stewart and Lynda Resnick, the billionaire owners of the Wonderful Co., are better known for pomegranates and pistachios. But for more than a decade, they have also owned a master-planned industrial park in the city of Shafter, northwest of Bakersfield, that is home to distribution centers for Fortune 500 companies like Target, Amazon and Walmart.

Now, looking to capitalize on the seismic shift to online shopping, the Resnicks want to position Kern County as a new frontier for the industrial-scale warehousing that is key to connecting customers with their goods. Wonderful is pushing to more than double the size of its industrial park by converting 1,800 acres of its own almond groves into additional warehousing space.

And it’s pursuing costly infrastructure projects that company leaders say will mitigate the impacts of that expansion.

Wonderful says its vision for a scaled-up Wonderful Industrial Park is wholly different from the thousands of sprawling distribution centers that have swallowed up neighborhoods in California’s Inland Empire. The influx of mega-warehouses in Riverside and San Bernardino counties has generated thousands of jobs — but also relentless truck traffic and poor air quality that have given rise to a backlash.

Wonderful’s industrial park sits along railroad tracks on more than 1,600 acres of former farmland several miles outside the Shafter town center. With the exception of a cluster of homes on the other side of the tracks, the surrounding acreage is primarily agricultural. Wonderful describes the park as a job creator in a region hard hit by economic shifts in agriculture and oil.

The company is working with local officials on plans for a new highway that would route trucks away from central Shafter. It also plans to funnel at least $120 million into an inland rail terminal, expected to be completed next spring. The goal is to move more products from coastal ports by rail to Shafter, reducing traffic on State Route 99, already one of the busiest truck routes in California.

If all goes according to plan, Shafter would be transformed from a small town, population 20,162, into an international trade hub; and Kern County — a region that long has prized what’s extracted from the ground — would become ground zero for the growing global goods movement.

Many Shafter residents say the opportunity for steady, relatively well-paying work in areas other than farming and oil would come as a welcome addition. But some are concerned that doubling-down on an industry that will bring more truck and train travel to one of the nation’s most polluted corridors can’t help but have negative consequences.

“I understand that company says it will bring jobs; this is true to some extent,” said Gustavo Aguirre, assistant director of the Delano-based Center on Race, Poverty & the Environment. “But it is also true that it’s going to bring health and environmental impacts that are going to impact the neighbors who live near the industrial park.”

The way John Guinn tells it, the Wonderful Industrial Park was created out of necessity.

Several decades ago, as big-box retailers moved into San Joaquin Valley towns, Main Street shoe shops and dry goods stores struggled to survive. Town officials were looking to create employment opportunities.

“The world was changing,” said Guinn, who worked as city manager in Shafter for 17 years. “We had to find a way to do something different.”

So Shafter rezoned a portion of land between Highway 99 and Interstate 5, along the BNSF rail line, and that became the industrial park. The first tenant was Target, which built a warehouse of roughly 2 million square feet in 2003.

In 2011, the Resnicks’ real estate arm bought the development. Guinn retired from the city in 2014 and joined Wonderful as executive vice president and chief operating officer for the real estate team. It’s a role, he said, that will allow him to bring his broader vision for Shafter to light.

Today, the Wonderful Industrial Park typically builds and leases million-square-foot warehouses. Just over half of the 1,625 acres already zoned for industrial buildings have been developed.

It’s proved a profitable form of diversification for Wonderful — which also owns Fiji Water and Justin Vineyards — at a time when almond prices are falling and water supplies are tight.

According to Wonderful, the industrial park has generated about 10,000 jobs, including warehouse employees, truck drivers and services handling shipping logistics. With the planned expansion, company leaders said, the complex eventually could support 50,000 jobs.

Warehouses are quickly becoming more mechanized, meaning more robotics and less need for people. “Warehouses are both job creators and job destroyers,” says UC Riverside’s Ellen Reese.

(Myung J. Chun / Los Angeles Times)

Marco Avendaño, 27, has worked for nearly a year as a forklift operator for CJ Logistics in the industrial park. Avendaño, who didn’t go to college, said he’s learned new skills and now finds himself interested in pursuing a management role with the company.

“Even though it just started as a job for me, it made me get a career mindset,” he said.

His schedule — 9:30 p.m. to 6 a.m. — works well for him and his fiancee, a librarian, who are raising three children. By his working nights, he said, “we still grow that bond with our family.”

Avendaño previously held two other jobs in the industrial park — at a manufacturing plant that has closed and for a contractor at the Walmart warehouse. In his current job, he said he’s received several raises and is making $22.69 an hour — “more than I’ve ever made hourly.”

As the park expands, the number of jobs created with each warehouse is likely to slow. Warehouses are quickly becoming more mechanized, meaning more robotics and less need for people. The advancements in technology could stymie Wonderful’s job projections.

“Warehouses are both job creators and job destroyers,” said Ellen Reese, co-director of the Inland Empire Labor & Community Center at UC Riverside. She noted that automation is reducing the number of warehouse employees, but not necessarily making jobs safer.

“A lot of the research actually suggests that more automated warehouses have higher injury rates than less automated warehouses,” she said.

Guinn acknowledged that more efficient warehouses will require less labor. But the remaining jobs, he said, will be more technically skilled and require higher pay.

Inside Walmart’s warehouse, for example, an automated system builds pallets tailored to the needs of individual stores more quickly and accurately than a team of humans could. The facility employs just 400 people across all shifts, many of whom are highly skilled equipment operators trained to troubleshoot technical problems. The average salary is between $28 and $29 an hour.

“I don’t think it’s bad if we’re able to do twice as much with half as much labor,” Guinn said. “What I think is bad is to have a whole lot of folks that don’t have a job, or have jobs that aren’t very good.”

Wonderful says it’s helping ease the transition with an on-site career center that trains workers for the higher-skilled jobs.

Two men take part in an apprenticeship program at the Wonderful Career Center in Shafter, using VR headsets that simulate forklift operations.

(Myung J. Chun / Los Angeles Times)

On a March morning, Luis Chapa wore virtual reality goggles inside a classroom at the career center and simulated driving a stand-up forklift. He’s training as a maintenance technician and earning on-the-job experience and college credits through a free year-long program.

Before enrolling in the apprenticeship program, Chapa, 37, worked for two and a half years in Bakersfield’s oil industry. The work on a demolition crew was strenuous and dirty, and Chapa, a father of two, said his pay stalled at $26 an hour.

He decided to make a career change and is confident the training will lead to a better-paid position with Wonderful or another company at the industrial park.

“My cap-off in the oil fields would pretty much be my starting point where I’m heading,” said Chapa.

Along with their farming empire, Stewart and Lynda Resnick are known for their philanthropy, which includes major gifts for climate research, as well as money for scholarships and wellness centers in the valley towns where many of their workers live. So Wonderful is acutely aware of the optics as the company positions the park for a much bigger footprint.

Guinn and others maintain that, with the right planning, the expansion doesn’t have to mirror the trade-offs in the Inland Empire.

The company envisions building the Wonderful Pacific Terminal at the industrial park, so that trains can ferry cargo from California ports directly to the facility. Once built, Guinn estimates that 20% of imported containers could arrive by rail, with each train replacing the equivalent of 240 trucks.

The Wonderful Company, co-owned by billionaires Stewart and Lynda Resnick, says expanding its industrial park in Shafter will generate new jobs in a region shaken by economic shifts in oil and agriculture.

(Myung J. Chun / Los Angeles Times)

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Wonderful is also touting plans for a six-lane highway, the Central Valley Green Pass, that would act as a relief valve for Highway 99.

Both projects are still in the planning phase and in need of multiple approvals.

As another carrot, Wonderful has agreed to create a fund for the local park district if Shafter officials approve the company’s rezoning application. New warehouse tenants would pay 2 cents per square foot per month — or $240,000 annually for a million-square-foot warehouse — into a fund dedicated to enhancing sports programs, arts and crafts and community events.

Aguirre, with the Center on Race, Poverty & the Environment, is helping negotiate a broader community benefits agreement intended to ensure the people who live in and near Shafter get more than jobs out of the deal.

“The residents recognize that [this project] could bring jobs, but they come with a price,” Aguirre said. “Because of this, they say, ‘What are you going to do for our community?’”