RSS Feed TRATON SE</h1> <article> <h1>TRATON GROUP in 2025 with robust incoming orders in Europe</h1> <p>Tue, 03 Mar 2026 23:00:00 GMT</p> <content:encoded><![CDATA[TRATON GROUP in 2025 with robust incoming orders in Europe Incoming orders in 2025 increased by 7% to 281,300 (previous year: 263,600) vehicles, in Europe even by 32% Sales revenue of the TRATON GROUP in 2025 decreased by 7% to €44.1 billion in a difficult market environment Adjusted operating result was €2.8 billion, compared with €4.4 billion the previous year Adjusted operating return on sales came in at 6.3% (previous year: 9.2%) Earnings per share amounted to €3.09 (previous year: €5.61) TRATON’s Executive and Supervisory Boards propose a dividend of €0.93 per share Forecast for unit sales and sales revenue in 2026 between –5 and +7% Forecast for adjusted operating return on sales between 5.3 and 7.3% Forecast for net cash flow in TRATON Operations between €0.9 billion and €1.7 billion Munich, March 4, 2026 – In 2025, the TRATON GROUP was able to limit the decline in sales revenue to 7% despite a 9% decrease in unit sales to 305,500 vehicles (2024: 334,200 vehicles) in a difficult market environment. Sales revenue thus came in at €44.1 billion (2024: €47.5 billion). This was attributable primarily to the decline in unit sales and sales revenue for new vehicles in the TRATON Operations business area, particularly in North America and Brazil. By contrast, the Vehicle Services business reported stable growth. The share of the Vehicle Services business in the sales revenue of TRATON Operations rose from 18 to 21%. TRATON Financial Services increased its sales revenue by 13% year-on-year to €2.2 billion. In contrast to sales revenue, the Group’s incoming orders rose in 2025 by 7% to 281,300 vehicles (2024: 263,600 vehicles), with growth in Europe reaching as high as 32%. This was primarily due to a very strong increase in orders in the truck business in the EU27+3 region, driven by the replacement demand on account of aging vehicles and high utilization. Customers in North America were still holding back due to uncertainty about the impact of US tariff policy and in the wake of the persistent recession in the freight market, which hurt incoming orders for trucks. In South America, a slowdown in momentum was observed in an increasingly challenging economic environment, which originated in Brazil in particular and was reflected in lower truck incoming orders across the entire region in the medium-duty and, above all, heavy-duty truck segments. The book-to-bill ratio, or the ratio from incoming orders to unit sales, improved in 2025 to 0.9 (2024: 0.8). Adjusted operating result of the TRATON GROUP came in at €2.8 billion in 2025 (2024: €4.4 billion). The main reason for the decline were lower truck unit sales, leading to lower capacity utilization at the plants. Additional costs for the US tariffs, and currency effects, especially the appreciation of the Swedish krona, but also expenses in connection with the start of production at the new plant in China also burdened the result. At 6.3%, adjusted operating return on sales was 2.9 percentage points below the prior-year level (2024: 9.2%), yet remained within the forecast range of 6.0 to 7.0%. Christian Levin, CEO of the TRATON GROUP: “We can be proud of the TRATON GROUP’s organizational and strategic development in 2025. We delivered on a key milestone, the establishment of a TRATON Group R&D on July 1, 2025. The team of 9,000 engineers now jointly develop products for customers of all our brands and are thus instrumental in enabling faster and more cost-effective product development. This is particularly crucial for the evolution of the TRATON Modular System (TMS). A common vehicle architecture combined with standardized interfaces enables us to meet the needs of our customers all over the world in the best possible way. Another key milestone that I want to highlight is the bold steps we have taken in China, the world’s largest truck market. We have succeeded in establishing an industrial hub in Rugao. Local development and production in Rugao based on the TMS allow for a further extension of our product and service portfolio and business models to better fit the Chinese long-haul market, and to drive change towards a more sustainable transport system. By being in China, we get access to local R&D expertise and advanced tech capabilities making us stronger globally – especially in areas like electrification, digitalization, automation, and connectivity. Plus, we benefit from “China Speed” and “China Way of Work”, taking advantage of lower factor cost. We also strengthen our regional supply chains and thereby boost our resilience. As a Group, we tackled many challenges in 2025 while defending our market share. The TRATON GROUP responded to the demanding economic and political environment in 2025 with adaptations in our roadmap, such as a slower ramp-up of electrification in North America. Furthermore, we have put cost control in focus while continuing to invest in areas that are vital for the future of the Group. This ensures that we will continue to uphold our commitment in the future: ‘Transforming Transportation Together. For a sustainable world.’” Advances in electromobility The TRATON GROUP reached significant milestones on the journey to sustainable transportation in 2025. Scania celebrated the launch of its rapid Megawatt Charging System (MCS) at the industry event EVS38. It allows battery-electric commercial vehicles to be charged up to twice as fast than with the previous standard CCS. With MCS, an eTruck can charge approximately 80% of its battery in less than 30 minutes. MAN started series production of battery-electric heavy-duty trucks at its original plant in Munich in June 2025. From now on, both electric and diesel trucks will be produced in a fully integrated mixed production process on the same line. This increases flexibility in production and capital efficiency at the same time. With the Lion’s Coach E model, MAN was also the first European manufacturer to launch an all-electric coach, which received the “Sustainable Bus of the Year 2026” award in October 2025. After a successful test phase, Volkswagen Truck & Bus (VWTB) started delivering the first batch of 100 units of the new e-Volksbus in São Paulo in December 2025. The battery-electric model will soon be available in other Brazilian cities. At the UN climate conference COP30 in Belém in 2025, Volkswagen Truck & Bus, together with a coalition of logistics companies, infrastructure providers, and the Brazilian government, presented the “e-Dutra” project. This is one of the largest private-sector collaborations to decarbonize freight in Brazil’s transportation industry. By aggregating demand and aligning stakeholders, the initiative aims to reduce the risk of investment in charging infrastructure and accelerate the deployment of zero-emission trucks. Dr. Michael Jackstein, CFO and CHRO of the TRATON GROUP: “In 2025, we were able to limit the decline in sales revenue in a very challenging market environment. At the same time, we have accomplished an enormous organizational project with Group R&D. Our adjusted operating return on sales of 6.3% is within the forecast range. For 2026, our clear ambition is to deliver at least the same margin, although the impact of US tariffs is now expected to weigh on the entire fiscal year, unlike last year. Cost-cutting measures have been implemented throughout the Group to offset the burden as much as possible. We remain committed to reducing industrial net debt to zero by the end of the decade. However, this means we also need tailwinds from the truck markets. At least in Europe, the signs are encouraging. Positive effects could also come from the German government's investment plan. While focusing on net debt reduction on the one hand, we must not neglect investments in the transformation on the other. Key areas in this respect are the TRATON Modular System, battery-electric vehicles, and autonomous driving. By that, we remain competitive and create long-term value for our shareholders. We have a clear dividend strategy that provides for a payout of between 30 and 40% of our net profit. Last year we opted for the lower end of 30%, and we want to maintain this ratio. That is why we will be proposing a dividend of €0.93 per share for fiscal year 2025 to the Annual General Meeting. Of course, we would like to offer our shareholders a higher dividend, but our net debt reduction path is equally important. Ultimately, this will also contribute to creating value for our shareholders.” The TRATON brands in 2025 Scania recorded a moderate reduction in sales revenue to €17.9 billion in fiscal year 2025 (2024: €18.9 billion), primarily due to the overall decline in truck unit sales. While truck unit sales only declined slightly in a weak market in Europe, they were down significantly in Brazil. The resulting impact on sales revenue could only be partially offset by the moderately growing Vehicle Services business. Adjusted operating return on sales was 10.7% (2024: 14.8% ). The volume-related decline in sales revenue, negative currency effects, and expenses for the ramp-up of the new Chinese production site all had a negative impact. Unit sales decreased by 8% to 94,100 vehicles (2024: 102,100 vehicles). By contrast, incoming orders rose by 14% to 92,400 vehicles (2024: 81,000 vehicles). A challenging environment in South America, especially Brazil, with substantially lower incoming orders was more than offset by a very strong increase in the EU27+3 region. MAN Truck & Bus was able to increase its sales revenue slightly to €14.1 billion (2024: €13.7 billion) on the back of higher unit sales of new vehicles. Adjusted operating result was 6.4% (2024: 6.7%1), slightly lower than in the previous year, mainly due to a change in the product and regional mix and higher production costs. Unit sales were up moderately year-on-year at 101,600 vehicles (2024: 96,000 vehicles), primarily as a result of higher sales figures for buses and MAN TGE vans. By contrast, MAN recorded a very sharp increase of 30% in incoming orders to 100,000 vehicles (2024: 77,100 vehicles). This was due in particular to a very strong rise in demand for trucks in the EU27+3 region. At the same time, demand for the MAN TGE van rose sharply, which is attributable, among other things, to the success of the business’s internationalization strategy. International recorded sales revenue of €8.2 billion (2024: €11.1 billion) in 2025. Soft demand and declining unit volumes led to a strong decrease in new vehicle sales as well as a significant drop in vehicle service revenues. Adjusted operating return on sales was 0.1% (2024: 6.5%1). International’s unit sales amounted to 63,700 vehicles (2024: 90,600 vehicles). Due to the environment, truck customers were extremely cautious. Weaker demand in Mexico also had a negative impact, following the prior year’s temporary boost from Euro 5 prebuy effects. By contrast, International’s bus unit sales rose sharply. The North American market faced uncertainty regarding the impact of import tariffs and the ongoing weakness in the freight markets in 2025, leading to a decline in incoming orders to 46,200 vehicles (2024: 56,600 vehicles). Volkswagen Truck & Bus achieved sales revenue of €2.8 billion (2024: €2.9 billion) in 2025 and maintained adjusted operating return on sales at 11.7% (2024: 11.9%1), virtually on a level with the previous year. Unit sales rose slightly to 46,200 vehicles (2024: 45,800 vehicles). The decline in Mexico was fully offset by higher truck unit sales in Argentina, Chile, and Colombia. In the core market of Brazil, truck unit sales for the year as a whole were on a level with the previous year, despite a slowdown in the second half of the year. Incoming orders came in at 43,000 vehicles (2024: 48,900 vehicles). Especially in Brazil, the market environment was characterized by increased dealer inventories, high interest rates, and inflationary pressure. Outlook for 2026 We anticipate economic growth in 2026 on a par with the previous year. Across all brands and all vehicle classes, we expect that unit sales in the TRATON GROUP development will range between ‒5 and +7%. Sales revenue of the TRATON GROUP and of TRATON Operations should also come in within a range of between –5 to +7%. The Group plans to offset additional costs from tariffs as much as possible through mitigation and cost measures. However, these measures will only take effect successively over the course of the year. As a result, the operating return on sales (adjusted) in the first quarter of 2026 is expected to be below the forecast range for the full year. An operating return on sales (adjusted) of between 5.3 and 7.3% is forecast for full-year 2026. The TRATON Operations business area is expected to generate net cash flow between €0.9 billion and €1.7 billion. As in the 2025 reporting period, we anticipate a positive net cash flow to materialize only in the second half of 2026. The forecast is based on the tariff situation prevailing at the end of 2025. Compared with the previous year, the 2026 forecast reflects significantly greater uncertainty, as seen in the chosen forecast ranges. The forecast is subject in particular to geopolitical risks and unexpected impacts of US trade policy. TRATON’s Executive Board and Supervisory Board will propose the payout of a dividend of €0.93 (previous year: €1.70) per share for fiscal year 2025 at the Annual General Meeting. As in the previous year, it is based on a payout ratio of 30% of the Group's consolidated earnings after tax. The total payout amounts to €465 million (2025: €850 million). The TRATON GROUP’s financial key performance indicators: 2025 2024 Change TRATON GROUP Incoming orders 281,325 263,575 7% of which trucks 224,243 208,519 8% of which buses 27,932 32,235 –13% of which MAN TGE vans 29,150 22,821 28% Unit sales 305,486 334,215 –9% of which trucks 239,783 278,130 –14% of which buses 34,359 28,413 21% of which MAN TGE vans 31,344 27,672 13% TRATON GROUP Sales revenue (€ million) 44,052 47,473 –7% Operating result (€ million) 2,426 4,209 –1,783 Operating result (adjusted) (€ million) 2,773 4,384 –1,611 Operating return on sales (adjusted) (in %) 6.3 9.2 –2.9 pp TRATON Operations Sales revenue (€ million) 42,536 46,182 –8% Operating result (€ million) 2,745 4,601 –1,856 Operating result (adjusted) (€ million) 3,092 4,776 –1,684 Operating return on sales (adjusted) (in %) 7.3 10.3 –3.0 pp Net cash flow (€ million) 1,643 2,834 -1,191 TRATON Financial Services Sales revenue (€ million) 2,188 1,932 13% Operating result (€ million) 167 205 –38 Operating result (adjusted) (€ million) 167 205 –38 Return on equity (in %) 8.0 10.8 –2.8 pp Video presentation and live Q&A for analysts and the press A video of the presentation of the year-end results 2025 with Christian Levin, CEO of the TRATON GROUP, and Dr. Michael Jackstein, CFO and CHRO of the TRATON GROUP can be found here: https://ir.traton.com/en/financial-dates-events/ Moreover, a live Q&A in English will take place with Christian Levin and Dr. Michael Jackstein on March 4 from 10:30 a.m. CET. The Q&A for analysts will be followed by a second round of questions from journalists. The Q&A will be streamed here: https://ir.traton.com/en/financial-dates-events A recording will be available after the event. Contact Sacha Klingner Head of External Communications T +49 170 2250016 sacha.klingner@traton.com Matthias Karpstein Business Media Relations T +49 172 3603071 matthias.karpstein@traton.com TRATON SE Hanauer Str. 26 / 80992 Munich / Germany www.traton.com With its brands Scania, MAN, International, and Volkswagen Truck & Bus, TRATON SE is the parent and holding company of the TRATON GROUP and one of the world’s leading commercial vehicle manufacturers. The Group’s product portfolio comprises trucks, buses, and light-duty commercial vehicles. “Transforming Transportation Together. For a sustainable world.”: this intention underlines the Company’s ambition to have a lasting and sustainable impact on the commercial vehicle business and on the Group’s commercial growth. Forward-looking statements This media release contains forward-looking statements and information on the business development of the TRATON GROUP. These forward-looking statements and information reflect our current views about future events and are based on assumptions relating to the TRATON GROUP’s business and operations and the development of the economies in the countries in which the TRATON GROUP is active. These forward-looking statements may involve risks and uncertainties, and actual results may differ materially from those forward-looking statements and/or any forecasts. This applies in particular, if any of these or other risks or uncertainties materialize, or if the assumptions underlying any of these statements prove incorrect. Any changes in significant parameters relating to these forward-looking statements, especially with regards to key markets in which the TRATON GROUP is active, or any significant shifts in exchange rates, market regulation, energy and other commodity prices or the supply with parts relevant to the TRATON GROUP will have a corresponding effect on the business development. In addition, there may also be departures from the expected business development if the factors influencing sustainable value enhancement and the risks and opportunities presented develop in a way other than currently expected, or if additional risks and opportunities or other factors emerge that affect the development of the business. TRATON SE does not assume any responsibility for updating forward-looking statements in this media release. This media release does not constitute or form part of any offer or invitation to sell or issue, or any solicitation of any offer to purchase or subscribe for, any securities of Volkswagen AG, TRATON SE, or any company of the TRATON GROUP in any jurisdiction.]]> </article> <article> <h1>Consistency in challenging times: TRATON GROUP extends Antonio Roberto Cortes’ contract</h1> <p>Thu, 26 Feb 2026 23:00:00 GMT</p> <content:encoded><![CDATA[Consistency in challenging times: TRATON GROUP extends Antonio Roberto Cortes’ contract Munich, February 27, 2026 – In an environment that remains challenging for the global commercial vehicle industry, experience, entrepreneurial foresight, and collaboration that is based on trust are more important than ever. Against this backdrop, at its meeting on Wednesday, February 25, 2026, the Supervisory Board of TRATON SE decided to extend the appointment of Dr. h. c. Antonio Roberto Cortes as a member of the Executive Board of TRATON SE by a further two years. As a result, he will continue to be responsible for Volkswagen Truck & Bus until January 2029 and will remain a member of the Executive Board of the TRATON GROUP. Hans Dieter Pötsch, Chairman of the Supervisory Board of TRATON SE, commented: “With his expertise and highly regarded leadership skills, Roberto Cortes has played a key role in shaping the success of Volkswagen Truck & Bus and the TRATON GROUP for many years. We have therefore decided to extend his contract once again and are very pleased that Roberto Cortes will continue to be part of the TRATON GROUP’s leadership team.” Contact Sacha Klingner Head of External Communications T +49 170 2250016 sacha.klingner@traton.com Matthias Karpstein Business Media Relations T +49 172 3603071 matthias.karpstein@traton.com TRATON SE Hanauer Str. 26 / 80992 Munich / Germany www.traton.com With its brands Scania, MAN, International, and Volkswagen Truck & Bus, TRATON SE is the parent and holding company of the TRATON GROUP and one of the world’s leading commercial vehicle manufacturers. The Group’s product portfolio comprises trucks, buses, and light-duty commercial vehicles. “Transforming Transportation Together. For a sustainable world.”: this intention underlines the Company’s ambition to have a lasting and sustainable impact on the commercial vehicle business and on the Group’s commercial growth.]]> </article> <article> <h1>TRATON Finans AB</h1> <p>Thu, 26 Feb 2026 16:42:59 GMT</p> <![CDATA[TRATON Finans AB TRATON Finans AB]]> </article> <article> <h1>TRATON GROUP and WWF Sweden publish WWF-authored industry-first study on nature</h1> <p>Mon, 16 Feb 2026 23:00:00 GMT</p> <![CDATA[TRATON GROUP and WWF Sweden publish WWF-authored industry-first study on nature Munich, February 17, 2026 –The TRATON GROUP and the World Wide Fund for Nature (WWF) Sweden have released a new WWF-authored study titled “Looking beyond greenhouse gas emissions—Interlinkages between the commercial vehicle sector and nature.” WWF and TRATON GROUP also announced a three-year partnership, with the aim to accelerate and deepen TRATON’s, efforts to address biodiversity-related risks with a focus on resource use, water and circularity. The study serves as a foundation for this partnership. It explores how the commercial vehicle sector both depends on and impacts nature. With risks of biodiversity loss, resource scarcity, and climate change accelerating, companies across the value chain are increasingly exposed to nature-related risks. The transition to cleaner technologies marks important progress in reducing greenhouse gas emissions, thus addressing a key area of impact on nature. It may also introduce new environmental challenges—particularly around resource extraction, land use change, and pollution related to battery production and waste. The growing demand for battery metals such as lithium, nickel, and rare earth elements is not limited to the commercial vehicle sector; it is shared across other industries undergoing parallel transitions, such as the renewable energy industry. This cumulative demand increases pressure on ecosystems and underscores the urgency for more sustainable, cross-sector approaches. Calling for a collective effort across the industry to navigate these challenges, the study highlights some areas where industry players can work together to reduce their impact on nature and build long-term resilience. First, sustainable sourcing involves partnering with suppliers certified according to standards that help minimize harm to the environment and local communities. Second, expanding recycling and embracing a circular economy can reduce waste and pollution, especially in components that have a high environmental footprint. Third, innovation in materials and design can lower dependency on scarce natural resources by rethinking how products are developed. Lastly, collaboration across the entire value chain is essential—by working together, stakeholders can contribute to driving meaningful progress. “Nature loss poses real risks to business. Addressing nature challenges safeguards business from long-term risk, strengthens supply chains and opens new market opportunities. This study provides a first step in enabling companies in the commercial vehicles sector to understand why and how action is needed,” says Mats Landén, Senior Manager Corporate Partnerships at WWF Sweden. Andreas Follér, Chief Sustainability Officer at the TRATON GROUP, adds: “Through this collaboration, we have deepened our understanding of how our sector interacts with nature. The transition to electric vehicles can be made more sustainable and needs leadership and cooperation from sector players. Moving forward, this study will not only provide insights on nature-related actions for TRATON but also for all industry players.” The full report is now available at the following link: https://traton.com/dam/jcr:400d327f-337b-4a37-a2ea-349342143b0e/20260217_WWF-Report_Looking-beyond-greenhouse-gas-emissions.pdf Contact Sacha Klingner Head of External Communications T +49 170 2250016 sacha.klingner@traton.com Claudia Fuhrmann Media Relations T +49 152 08636978 claudia.fuhrmann@traton.com TRATON SE Hanauer Straße 26 / 80992 München / Deutschland www.traton.com WWF Mats Landén Senior Manager Corporate Partnerships T +46 73 3116806 mats.landen@wwf.se Erika Reje Communications Manager T ++46 85 4657533 erika.reje@wwf.se About the TRATON GROUP With its brands Scania, MAN, International, and Volkswagen Truck & Bus, TRATON SE is the parent and holding company of the TRATON GROUP and one of the world’s leading commercial vehicle manufacturers. The Group’s product portfolio comprises trucks, buses, and light-duty commercial vehicles. “Transforming Transportation Together. For a sustainable world.”: this intention underlines the Company’s ambition to have a lasting and sustainable impact on the commercial vehicle business and on the Group’s commercial growth. About WWF WWF is the world’s largest and most experienced independent conservation organization, with over six million supporters and a global network active in more than 100 countries. WWF’s mission is to stop the degradation of the planet’s natural environment and to build a future in which humans live in harmony with nature. We will do this by conserving the world’s biological diversity, ensuring that the use of renewable natural resources is sustainable and promoting the reduction of pollution and wasteful consumption. As part of its effort to achieve this mission, WWF works in partnership with companies based on a common understanding of issues, shared ambitions or activities, and a willingness to speak out in public. About the study The study is based on global, public data from the commercial vehicle industry (medium and heavy duty) that has been analyzed via WWF's Risk Filter Suite, a tool that maps a company's – and in this case, an entire industry's – risk areas linked to nature. The study looks at different types of risks, such as increasing deforestation due to increased production of natural rubber and increasing commodity prices, or brands being scrutinized for their high environmental impact. Experts at WWF Sweden have created the contents for the report. The TRATON GROUP contributed input regarding the commercial vehicle sector.]]> </article> <article> <h1>TRATON strengthens modular strategy through cross-brand battery collaboration</h1> <p>Wed, 28 Jan 2026 23:00:00 GMT</p> <![CDATA[TRATON strengthens modular strategy through cross-brand battery collaboration Engineers from MAN and Scania jointly develop production processes for future battery platforms across the Group. TRATON is advancing its transformation towards a common modular system for the entire Group. A central element of this strategy is the development of modular battery packs, designed for use across multiple brands and vehicle applications. To support this ambition, TRATON is establishing a battery production network with facilities in Södertälje and Nuremberg. In parallel, cross-brand teams are working on the production processes required to enable standardized and globally applicable battery platforms. One such collaboration brings together experts from Scania and MAN, reflecting TRATON’s approach to leveraging Group-wide expertise to drive industrialization and technological development. “Given our common TRATON component, it's crucial for the production community to ensure standardized and stable production processes. By having Scania and MAN collaborate, we effectively double our expertise and experience, which is essential for accelerating the industrialization of future product platforms,” says project leader Matilda Wickström. Combining expertise across brands Battery production engineers Christina Brunhardt (MAN) and Aswin Ravikumar (Scania) are part of the team developing production solutions for future battery platforms. Although based in Nuremberg and Södertälje respectively, they cooperate closely in a shared project structure. Cross-brand collaboration enables the team to approach challenges from different perspectives and evaluate alternative solutions more efficiently. “When the two brands work together, we can look at the same problem with different eyes, coming up with two different solutions,” says Aswin Ravikumar. This shared approach also improves problem-solving speed and robustness. “If one of us has a problem or finds a fault, we can help each other troubleshoot, because we are working on the same solutions,” adds Christina Brunhardt. A collaborative model for future technologies According to the engineers, differences in processes and ways of working between the brands are not obstacles but valuable inputs that support innovation. “We can draw on two individual ways of doing things, and thus pick the best one,” says Christina Brunhardt. The project is characterized by a strong learning culture, transparency, and structured knowledge sharing, including regular “lessons learned” sessions. “Everybody in the project has a thirst for knowledge. The environment is collaborative, not competitive. We truly have a team spirit,” says Aswin Ravikumar. As TRATON and the wider automotive industry navigate a period of technological transition, cross-brand collaboration plays a key role in building robust, future-ready solutions. By developing battery production capabilities together at Group level, TRATON reinforces its modular strategy and strengthens its ability to scale new technologies across brands. Related articles]]> </article> <article> <h1>TRATON GROUP and PlusAI expand global partnership to accelerate autonomous truck on-highway commercialization</h1> <p>Sun, 25 Jan 2026 23:00:00 GMT</p> <content:encoded><![CDATA[TRATON GROUP and PlusAI expand global partnership to accelerate autonomous truck on-highway commercialization TRATON GROUP reinforces commitment to accelerate scaled commercial deployment of SuperDrive™-enabled, factory-built autonomous trucks in the U.S. and Europe. TRATON commits up to $25 million in dedicated R&D funding and will nominate a member to the initial PlusAI Board following its planned public listing. Partnership builds on 2025 milestones across Scania, MAN, and International, including fleet trials in Texas, a precision demonstration together with Red Bull, NVIDIA-powered Level 4 development, and driverless safety maneuver validation. Munich, January 26, 2026 – The TRATON GROUP, one of the world’s leading commercial vehicle manufacturers, and PlusAI, a leader in AI-based virtual driver software for autonomous trucks, today announced to expand their global partnership to accelerate the development and scaled deployment of on-highway autonomous trucking solutions in the U.S. and Europe. Under an expanded agreement, TRATON would commit up to $25 million in non-dilutive R&D funding to PlusAI to accelerate factory integration of SuperDrive™ into autonomous trucks of TRATON’s brands. In connection with PlusAI’s planned public listing, TRATON will nominate a representative to the initial PlusAI Board of Directors to further align the organizations as they prepare for a planned U.S. commercial launch. “Autonomous trucking is a strategic pillar of TRATON’s long-term technology roadmap,” said Niklas Klingenberg, Member of the Executive Board, responsible for Research & Development in the TRATON GROUP. “From day one of our collaboration, PlusAI’s technical capabilities and commercial execution have exceeded our expectations, giving us even greater confidence that we have chosen the right partner. Autonomy represents a meaningful opportunity to deliver higher uptime and greater value for our fleet customers while strengthening the long-term competitiveness of our brands. Our expanded partnership will reflect both this confidence and our shared goal of bringing factory-built on-road autonomous trucks to market at scale.” This expanded partnership builds on the collaboration first announced in 2024, when PlusAI’s virtual driver system, SuperDrive™, was selected as the on-highway autonomous driving platform for TRATON’s brands, including Scania, MAN, and International. Since then, the companies have achieved multiple technical and operational milestones toward delivering Level 4 autonomous trucking capabilities. Notably, International initiated autonomous fleet trials in Texas with one of the largest logistics and transportation operators in North America, marking a significant step toward scaled commercial deployment. “Together with TRATON, we’ve moved autonomy from the lab to factory integration and now to real-world operations,” said David Liu, CEO and Co-Founder of PlusAI. “We have a common Level 4 software stack operating in Europe and the U.S., proven integration on truck platforms of TRATON’s brands, successful driverless validation, and customer pilots underway. The expanded partnership allows us to build on this momentum and accelerate towards scaled commercial deployment.” Expanded partnership to accelerate autonomous truck commercialization A definitive agreement governing the terms of the arrangement is under negotiation, and the following terms of the TRATON commitment are currently subject to a non-binding agreement: Dedicated R&D funding: TRATON will provide up to $25 million in dedicated research and development (R&D) funding for the advancement of SuperDrive™, deeper integration across truck platforms of TRATON’s brands, expansion of safety cases, and commercialization programs in the U.S. and Europe. The agreement also includes the potential for additional funding as the partnership progresses and milestones are achieved, reflecting TRATON’s long-term commitment to autonomy development. TRATON to nominate a member to the PlusAI Board: In connection with PlusAI’s public listing, TRATON will nominate a member to the initial PlusAI Board of Directors, subject to customary approvals. This nomination will reflect TRATON’s strong strategic support for PlusAI and further aligns the companies on product development, market rollout, and customer adoption, while maintaining PlusAI’s independent governance structure. Warrants linked to PlusAI revenue milestones: TRATON will be eligible to receive private warrants tied to initial deployment revenue milestones based on revenue earned by PlusAI from commercial deployments of TRATON-branded trucks equipped with SuperDrive™. Joint deployment, manufacturing scale-up, and customer expansion: TRATON and PlusAI will continue advancing customer fleet trials, preparing TRATON’s manufacturing systems for scaled production of SuperDrive™-enabled trucks, and coordinating deployment planning across priority freight corridors. The companies will jointly define routes and operational design domains (ODDs) for commercial service in the U.S., while laying the groundwork for expansion into key European markets. Contact Sacha Klingner Head of External Communications T +49 170 2250016 sacha.klingner@traton.com Claudia Fuhrmann Media Relations T +49 152 08636978 claudia.fuhrmann@traton.com TRATON SE Hanauer Straße 26 / 80992 Munich / Germany www.traton.com With its brands Scania, MAN, International, and Volkswagen Truck & Bus, TRATON SE is the parent and holding company of the TRATON GROUP and one of the world’s leading commercial vehicle manufacturers. The Group’s product portfolio comprises trucks, buses, and light-duty commercial vehicles. “Transforming Transportation Together. For a sustainable world.”: this intention underlines the Company’s ambition to have a lasting and sustainable impact on the commercial vehicle business and on the Group’s commercial growth. About PlusAI PlusAI is an artificial intelligence company pioneering AI-based virtual driver software for factory-built autonomous trucks. Headquartered in Silicon Valley with operations in the United States and Europe, PlusAI was named by Fast Company as one of the World’s Most Innovative Companies. Partners including TRATON GROUP’s Scania, MAN, and International brands, Hyundai Motor Company, Iveco Group, Bosch, and DSV are working with PlusAI to accelerate the deployment of next-generation autonomous trucks. PlusAI announced in June 2025 that it plans to go public via a merger with Churchill Capital Corp IX (Nasdaq: CCIX).]]> </article> <article> <h1>TRATON GROUP records total unit sales of around 305,500 vehicles in 2025 in a weak market environment</h1> <p>Mon, 19 Jan 2026 23:00:00 GMT</p> <content:encoded><![CDATA[TRATON GROUP records total unit sales of around 305,500 vehicles in 2025 in a weak market environment Munich, January 20, 2026 – In a weak and uncertain market environment, the TRATON GROUP’s unit sales decreased by 9% in 2025 compared to the previous year. Based on preliminary figures, a total of 305,500 vehicles were sold in 2025, down from 334,200 vehicles last year. By contrast, unit sales of all-electric vehicles increased by 86% to 3,230 vehicles (2024: 1,740). Unit sales of the TRATON GROUP: Q4 2025 Q4 2024 Delta FY 2025 FY 2024 Delta TRATON GROUP 81,000 88,800 ‒9% 305,500 334,200 ‒9% of which all-electric vehicles 1,160 610 91% 3,230 1,740 86% Scania Vehicles & Services 25,700 28,000 ‒8% 94,100 102,100 ‒8% of which all-electric vehicles 220 80 188% 600 270 126% MAN Truck & Bus 30,000 26,800 12% 101,600 96,000 6% of which all-electric vehicles 880 350 150% 1,970 740 168% International Motors 15,800 23,800 ‒34% 63,700 90,600 ‒30% of which all-electric vehicles 50 150 ‒66% 590 610 ‒3% Volkswagen Truck & Bus 9,500 10,100 ‒6% 46,200 45,800 1% of which all-electric vehicles 10 30 ‒73% 60 130 ‒49% Percentage changes are based on unrounded figures Scania Vehicles & Services sold 8% fewer vehicles in 2025 than in the previous year. While truck unit sales only declined slightly in a weak market in Europe, they were much lower in Brazil. The Brazilian truck market continues to be characterized by rising interest rates and high inflation. This is particularly affecting Scania due to its focus on heavy duty trucks. By contrast, bus unit sales increased both in Europe and South America. MAN Truck & Bus grew unit sales by 6% in 2025, benefiting from its strong market positioning as a full-liner in Europe. The rise in unit sales was due in particular to a strong development in the business with buses and vans. Despite the weak European truck market, MAN managed to slightly improve unit sales of trucks in Europe. Overall, truck unit sales remained roughly at the prior-year level. International Motors recorded a year-on-year decline of 30% in unit sales in 2025. The US market remained weak in 2025 amid tariff-related uncertainties and an ongoing freight recession, leading to continued caution among truck customers. By contrast, bus unit sales rose strongly. Volkswagen Truck & Bus (VWTB) recorded a slight year-on-year increase of 1% in unit sales in 2025. The weakening momentum in the Brazilian truck market also increasingly affected VWTB in the second half of the year. As a result, full-year truck unit sales remained virtually on a level with the previous year. Unit sales of buses developed positively. The TRATON GROUP will publish its 2025 Annual Report, which also includes more detailed information on unit sales, on March 4, 2026. It will be available here: https://ir.traton.com/en/publications/ Contact Sacha Klingner Head of External Communications T +49 170 2250016 sacha.klingner@traton.com Matthias Karpstein Business Media Relations T +49 172 3603071 matthias.karpstein@traton.com TRATON SE Hanauer Str. 26 / 80992 Munich / Germany www.traton.com With its brands Scania, MAN, International, and Volkswagen Truck & Bus, TRATON SE is the parent and holding company of the TRATON GROUP and one of the world’s leading commercial vehicle manufacturers. The Group’s product portfolio comprises trucks, buses, and light-duty commercial vehicles. “Transforming Transportation Together. For a sustainable world.”: this intention underlines the Company’s ambition to have a lasting and sustainable impact on the commercial vehicle business and on the Group’s commercial growth.]]> </article> <article> <h1>José Ricardo Alouche – Accelerating Brazil’s E-Mobility Shift</h1> <p>Mon, 12 Jan 2026 23:00:00 GMT</p> <![CDATA[José Ricardo Alouche – Accelerating Brazil’s E-Mobility Shift At TRATON, sustainability is a shared purpose. Impact Lines reveals how TRATON’s people bring this purpose to life, turning sustainability goals into tangible impact across every brand, every system and every line of work. After nearly four decades in the commercial vehicle industry, José Ricardo Alouche still arrives at work with the same mindset he had as an intern in 1989: solve the customer’s problem quickly and reliably and use every day to improve the product. That customer-centric approach has shaped his journey from after-sales trainee to Vice President of Sales, Marketing and Aftersales at Volkswagen Truck & Bus Brazil and it’s the foundation of his mission today: driving the shift to sustainable mobility across one of the world’s largest and most complex transport markets. You’ve been part of the commercial vehicle industry for almost four decades. What first drew you to the field — and what keeps you motivated during such a profound industry transition? I started my career in 1989 in after-sales, especially in the service area for trucks and buses – which, in my opinion, was the best beginning for my career. I strongly recommend to all my team to start in that area because you learn to understand the customers needs immediately and to get a truck back on the road quickly. That shaped my whole career. Even after almost 40 years, I’m motivated because every day brings a new challenge. Commercial work is about solving problems, improving processes, using new tools, and staying ahead of competitors. Brazil is a continental country with different cultures, climates and road conditions, and our brand needs to deliver the same quality everywhere. That responsibility keeps me energized every day. How does sustainability factor into your daily work? Sustainability is now integrated into everything we do. Among many other things, we include it in dealer training, and we talk about it constantly during customer visits, which are one of the pillars of our commercial strategy. These conversations often turn into real projects. For example, one customer produces 100% biodiesel (B100) and asked to operate our trucks on their own fuel. Together with engineering, we developed a program, and today several trucks run on B100 on Brazilian roads. Another strong example is in São Paulo. A waste-collection company produces biomethane from organic waste and wanted garbage trucks that could run on that gas. We delivered the first NGV (Natural Gas Vehicles) trucks over a decade ago, and after only 60 days of recent operation, the customer already signaled interest in 170 additional units. These trucks operate in front of the population every day – quietly, without diesel emissions. Volkswagen Truck & Bus pioneered electric trucks in Brazil. How did the e-Delivery and now the e-Volksbus 22L programs begin? Our electric journey began earlier than many people think. At Fenatran in 2017, we presented a prototype e-Delivery truck simply to show future readiness. But the reaction was huge – customers immediately asked when it would be available. Some people said we were crazy to develop electric trucks in Brazil, but we decided to start anyway, working with suppliers and major fleets. This led to order intentions of more than 1,000 trucks from the beverage company Ambev, and by 2019 the e-Delivery entered series production. We became the first OEM (Original Equipment Manufacturer) to develop and produce electric trucks in Brazil, and we remain the benchmark today. Our strategy focuses on urban distribution, where public charging infrastructure is not required. We install chargers directly in the customer’s depot, they charge overnight and operate during the day with zero emissions and near-zero noise. This demonstrates that electric mobility is not the future — it is already here. The same applies to our e-Volksbus, a 100% electric urban bus beginning operations in São Paulo. By March, around 100 units are expected to be running. Electric buses help replace the old image of noisy, polluting fleets and show that public transport can be clean, quiet and comfortable. What measures are in place to facilitate the shift toward electric trucks and buses? The technical collaboration inside TRATON has become increasingly important. We share components, engines and battery technology to accelerate development and reduce costs. The e-Delivery and e-Volksbus already use Group synergies, and we integrate components from MAN and Scania where it makes sense. But one of the biggest enablers this year has been the arrival of TRATON Financial Services (TFS) in Brazil. Since its launch, financing demand has more than doubled, showing how strongly customers trust a partner focused exclusively on trucks and buses. Financing is essential for electric adoption. TFS helps us offer tailored solutions for operators, and we are preparing to use Refrota, a national program that supports the modernization of urban bus fleets. If approved for TFS, it will significantly accelerate e-bus deployment. Brazil faces unique challenges – including infrastructure gaps and a continental scale. Why is this sustainability work meaningful to you personally? The climate is changing. Today we have 35 degrees at nine in the morning. Here in Brazil, we feel it every day. We know Brazil will move at a different pace than Europe, mainly because infrastructure investment takes time. But there is no turning back. The future of mobility will be electric, and we will continue preparing our products, our teams and our customers for the transition to battery electric vehicles. A recent example was COP30, where we partnered with Heineken to supply water for participants using sustainable logistics solutions. It was a small gesture, but symbolic of our commitment. We are doing this for our children and the next generation – step by step, always forward.]]> </article> <article> <h1>Helping people navigate the mobility cycle</h1> <p>Mon, 15 Dec 2025 23:00:00 GMT</p> <content:encoded><![CDATA[Helping people navigate the mobility cycle Kristina Klag, Head of Global Mobility at International’s headquarters in Lisle, Illinois, knows first-hand what relocation and global assignment involve. Her team solidly supports employees through the entire cycle of both domestic and international relocation, thus fostering a smoother experience – and talent retention. I lead a team of four and together we help employees of International and the wider TRATON GROUP navigate all the complexities of employee mobility – whether it’s immigration, domestic relocation or international assignment. I moved here from Munich and began my own global assignment as Head of Global Mobility in Chicago in 2023. It’s a rare experience – to truly step into the shoes of those we support daily, navigating not only the logistics of an intercontinental move but also the emotional journey that comes with it. For example, when I organized our family’s relocation to Chicago, I was genuinely excited about this new opportunity. But, then my son, a young adult at the time, decided he wasn’t going to join. This unexpected change meant we had to adapt quickly. It was a reminder that with relocations, no matter how well you plan, there’s always something unforeseen. Flexibility and resilience have become just as important as logistics. I travel regularly to see him, and the rest of my family, our beloved dog, who never leaves my side when I’m home. And whenever I’m home, I make time to visit the TRATON offices. This gives me the chance to meet with my TRATON colleagues in person, which I really value. Our Global Mobility team is partly remote and works across different US states. We work closely together despite being geographically dispersed and stay connected with each other through regular video calls. We nurture the human side of our working relationship by allowing some time to share and catch up on our personal lives, just as we would in a shared office. Our work is deeply rooted in HR and each day brings a mix of quick check-ins and more complex situations. The pace and nature of our work depend on where people are in their relocation journey, how much support is needed, and at times external factors, such as new immigration regulations, if it’s an international relocation. No two days are the same and that’s what makes our work both dynamic and meaningful. Our team’s busiest phase is during new relocations or global assignments. We don’t simply support the employee who will take on a new role, be it in the same or a different country. Our work extends to partners, children, pets and the general intricacies of life. We help colleagues navigate the ambiguity and uncertainty of immigration, what certain policies mean for them and how that impacts their move. For assignees, repatriation, the final stage of the global assignment cycle, is another phase which generates a lot of questions. And sometimes the timing of someone’s return to their home country is accelerated due to a new opportunity, for instance. One key objective is to retain talent for the long haul. Supporting them every step of the way, with empathy and understanding, as they navigate these major transitions is an essential part of our sustainable approach. When I started at MAN Truck & Bus in 2011 as Global Assignments Manager, it quickly became clear to me: This is more than just a job. I vividly remember realizing that I wasn’t just managing processes but finding real solutions that impacted people’s lives. In 2018, the opportunity arose to take a new path as International HR Manager at the TRATON SE in Munich – taking on an even broader international focus and exciting strategic responsibilities – where I remained until the opportunity for my current role came up in 2023. Every stage of our careers hold value – even my years as a tax consultant before 2011 continue to serve me today when navigating specific tax inquiries - so this experience is still relevant and reinforces the importance of diverse professional foundations. Every new role and every new country experience is not just a career step – it’s an opportunity for personal growth. Such experiences don’t just broaden horizons and open perspectives but also teach adaptability. Through my experience at International, which has been truly positive, I’ve learned and grown, and gained a deeper appreciation for the diverse approaches of teams and individuals. I feel genuinely supported by my colleagues in my assignment. Chicago is a vibrant city full of cultural events and living in the US is exciting in general. It’s a melting pot of so many different cultures and experiences. TRATON reflects that same diversity – where every brand and every employee bring something unique to the table. Greetings from Chicago Kristina Klag]]> </article> <article> <h1>TRATON and International pioneer customer-centric solutions with modular approach</h1> <p>Wed, 10 Dec 2025 23:00:00 GMT</p> <![CDATA[TRATON and International pioneer customer-centric solutions with modular approach Driven by a commitment to shape the future of service solutions in the commercial vehicle industry, TRATON and International have successfully applied a modular system methodology to the service business. The result is a new model currently being tested in an innovative pilot project that challenges the set ways of selling service contracts within our industry today. “Customers are telling us that we are doing something no one else is,” says Oscar Duse, Senior Portfolio Manager at TRATON. For TRATON, the future of service offerings is modular, efficient, and innovative. While the offerings to customers will remain unique to each manufacturer, the underlying tools and workflows can be effectively synchronized within the Group. The upcoming launch of the TRATON Modular System represents a great opportunity to extend modularization principles into the services domain, enabling greater scalability and flexibility across the Group. “We aim to tailor our service offerings to each unique customer need, just as we intend to do with our hardware. This approach allows us to create a comprehensive, modular solution that generates the greatest possible customer value,” says Oscar Duse. Understanding diverse customer needs TRATON's customers span various parts of the world, transporting everything from waste to frozen vegetables. Regardless of their specific transport mission, their fundamental need remains the same: vehicles must stay on the road and spend as little time as possible in the workshop. However, the optimal solution for supporting all these diverse customers is not one-size-fits-all. For example, some customers need more advanced telematics while other customers would benefit from servicing their vehicles during weekends. The transport mission and the customer's operational conditions lead to varying demands for service and solution offerings, as well as different performance requirements. Despite this complexity, the industry standard often involves offering service and solution packages in pre-packaged bundles with limited options for customization. “To challenge our current approach to service and solution offerings, TRATON, in collaboration with International, initiated a pilot project for the North American market. The objective was specifically to offer tailored, or modular, service contracts. This methodology doesn't prevent pre-packaging offerings, but it ensures you're not limited to it,” Duse says. Developing a tailored solution The pilot project started in Q4 2024, with a target launch during 2026. As part of the project, a tool has been developed that processes customer cases. The input for this tool is both data-driven and informed by direct dialogue with customers. Models then generate a precise description of the required service performance—in other words, a customized service and solution specification, complete with the associated expected increase in customer value. “To avoid the pitfall of developing a centralized solution that doesn't meet market needs, we decided from the outset to visit and engage directly with customers and dealers. The customers explain their current situation, their needs, what works well with their current service setup, their pain points, and so on. We developed the tool based on these conversations,” Duse says. Huber Mastelari, VP of Service Contracts & Connectivity at International, believes the project is precisely the right strategic move for International to develop its offering. “It’s helping us simplify complexity and create a more flexible services architecture. This progress is critical to supporting International’s solutions journey—enabling us to tailor offerings to customer needs and deliver integrated solutions more efficiently. Reducing lead times and improving adaptability allows us to strengthen our consultative selling approach, ensuring we can partner with customers to solve their challenges and provide value beyond the vehicle,” says Mastelari. To be tested in daily operations Following customer visits in June 2025, the model was refined over the summer. Subsequent return visits in fall 2025 were conducted to test the updated model. The methodology will be tested in daily operations with a select few dealers and customers across four states in the South and Midwest. The plan is for the pilot to run for one year starting in 2026. It will be continuously evaluated to gain further insights and understanding of how this approach works and what it yields for the customers. If the pilot program is successful, there is the potential for the tool to be incorporated in the International digital ecosystem and rolled out at all International dealers, ultimately spreading this methodology and insights across the whole Group to improve our global customer offering further. “This way of working differentiates our solutions from the competition, evolves the sales flow, and generates a more focused product offering. The concepts and modular approach were well received and brought excitement to the conversations with customers and dealers,” says Thomas Yaeger, Senior Product Marketing Consultant at International. Duse confirms that the customer reception has been overwhelmingly positive: Related articles]]> </article> <article> <h1>Ludwig Wimmer – Financing TRATON’s Battery-Electric Future</h1> <p>Mon, 08 Dec 2025 23:00:00 GMT</p> <content:encoded><![CDATA[Ludwig Wimmer – Financing TRATON’s Battery-Electric Future At TRATON, sustainability is a shared purpose. Impact Lines reveals how TRATON’s people bring this purpose to life, turning sustainability goals into tangible impact across every brand, every system and every line of work. As TRATON ramps up the shift toward battery-electric trucks and buses, someone has to translate the Group’s sustainability ambitions into financial products that move capital and momentum in the right direction. For Ludwig Wimmer, Specialist Corporate Funding at TRATON, that’s where his work becomes meaningful. After several years in corporate finance and a growing passion for sustainable finance, he joined TRATON’s Treasury team two years ago and is a cornerstone in the development of the Group’s first Green Finance Framework – a flexible approach designed to support a wide range of future green financing instruments. Ludwig highlights how the Framework channels investment into TRATON’s battery-electric vehicle (BEV) transformation, why flexibility matters, and what role green finance will play in shaping the industry’s future. You’ve built your career around sustainability and green finance. What does that mean in practice and what motivated you to focus on this field? My career didn’t start in green finance, but sustainability became more important as I worked in corporate banking and saw how quickly ESG topics were gaining relevance. I completed a Sustainable Finance certification and realized how powerful this field can be: you can shape financial decisions that have a real environmental impact. As part of the TRATON Treasury team, I focus on corporate funding and managing the Group’s debt portfolio. Sustainable finance is a strategic priority – especially as TRATON and its brands make large investments in BEVs. For the past year, I drove the set-up of our first Green Finance Framework in my role as PMO. It took nine months and involved more than eight different teams from TRATON as well as further involvement from our brands. Now that it’s in place, we have a clear structure for raising and allocating capital to projects that accelerate electrification and innovation. So for me, the motivation comes from being able to contribute to something bigger: TRATON’s purpose of “Transforming Transportation Together. For a sustainable world.” It’s a challenging moment for our industry, but also a moment full of possibility and I’m excited that my work can play a tangible part in that transition. Green finance can sound abstract. How does the Framework actually support TRATON’s decarbonization efforts? Simply put, the Green Finance Framework defines how TRATON issues and manages green financial instruments – for example, green bonds or green loans. It ensures that the capital we raise goes directly into projects with clear environmental benefits. At TRATON, the Framework focuses entirely on battery-electric trucks and buses across their entire value chain: research and development, manufacturing, financial services for our customers and even charging solutions. It’s aligned with international standards and received a “Dark Green” rating from S&P Global Ratings, which indicates the highest level of sustainability integrity and a strong contribution to climate goals. For investors, this transparency matters. Many have dedicated green funds and want to support companies driving meaningful decarbonization. The Framework gives them a clear, credible way to invest in TRATON’s transformation. How do you remain agile and competitive while meeting sustainability standards? The Framework aligns with international standards such as the ICMA Green Bond and Loan Principles and EBA regulatory guidelines. This gives us a credible foundation while still allowing flexibility. The shift to electric mobility is fast-moving; we don’t always know which part of the value chain will need the most investment. Staying agile means staying close to the market – engaging with banks and investors, promoting the Framework and collecting feedback to structure future transactions. Green Finance Frameworks are typically updated after a few years, and we see opportunities to expand into additional categories in the future, such as circularity and sustainable production. What’s next for sustainable finance and what role will TRATON play in shaping that future? I think developments will differ by region, but in Europe the momentum remains strong. Investors increasingly expect transparency, reliable data and measurable impact. The EU’s regulatory initiatives on standardization and reporting are pushing the market in that direction. The initial wave of companies publishing Green Finance Frameworks has probably peaked. The real challenge now is using them effectively: allocating capital, reporting impact and maintaining credibility. That’s where the market is heading. With our global brands, TRATON is uniquely positioned to lead the shift toward sustainable mobility in our commercial vehicle sector. The Green Finance Framework helps by raising capital for low- and zero-emission technologies and channeling it toward the areas where it can create the most impact. By financing everything from vehicle technology to infrastructure, partnerships and digital solutions, we’re contributing not only to our own transformation but also to a broader ecosystem of sustainable logistics. The Framework gives us a targeted, purpose-driven way to support this transition across the entire Group. TRATON Green Finance Framework Related articles]]> </article> <article> <h1>How TRATON is boosting innovation and efficiency</h1> <p>Sun, 07 Dec 2025 23:00:00 GMT</p> <content:encoded><![CDATA[How TRATON is boosting innovation and efficiency The key purpose of creating the industrial functions such as Research & Development and GPM is to ensure TRATON’s future success. Business Developer Rawan Hasan provides insights into the creation of Group R&D, the groundbreaking research and development organization, in which she played an important role. She shares the challenges she encountered along the way and the opportunity to leverage the strengths of the four brands. Where should you begin if you are creating a completely new department within the TRATON GROUP? A business unit that will bring together 9,000 employees from the Scania, MAN, International, and Volkswagen Truck & Bus brands under one umbrella? For Rawan Hasan, this was a unique moment that offered the opportunity to leverage the joint potential of the various research and development departments. “The first step was to ensure transparency,” says Hasan, who has a degree in engineering. “First, we defined the responsibilities of the central functions of the TRATON GROUP and of the individual brands. The next stage involved establishing a new R&D governance team and an organizational structure. Then we drew up a transition plan for transferring all the employees into the new Group R&D department,” she explains. “Alongside operational precision, the most important factor was to translate strategic decisions into real-life actions.” Defining structures and bringing all employees on board The biggest challenge was reaching a consensus about the structure of the future organization. Several questions needed answering, such as: “Which areas of expertise should we transfer to Group R&D and which should stay with the brand?” Or: “Which activities should be centralized, and which should not? Every decision and every move had direct consequences for individual people within the organization. This was a considerable responsibility that Hasan was constantly aware of. “During this transition, the employees were and still are our main priority,” she says. “Throughout the entire restructuring process, they were always at the top of the list.” The extensive experience that Rawan Hasan has gained in previous roles stood her in good stead for her current position. Among other things, she was an object test manager, development engineer, a strategic project manager, and a member of the Cross Talent Network at Scania. As a result, she has an in-depth understanding of the strength of attachment between employees and their brands. She knows that the decisive factor in a successful transformation is explaining why certain decisions have been made and communicating this to employees on every level. “Part of the reason why this step is so complex is because we all come from different brands and sites and bring different backgrounds and experiences with us,” she says. “The most important thing is to understand that we are working together in the face of current and future competition within the industry.” The passionate engineer is deeply grateful that the process was a success and that the new TRATON R&D organization could begin its work in July 2025. This was also made possible by the excellent collaboration with the project management team, whose dedicated and knowledgeable colleagues helped to put the carve-out into practice. Even more innovative and efficient Rawan Hasan’s career in the TRATON GROUP began in 2019 in the autonomous systems department at Scania. She helped to develop a speed assistant for autonomous driving systems. “It was very exciting to be able to work with such highly qualified people and to be part of one of the most technologically advanced departments during my master thesis work ,” she recalls. Today, she is a member of the TRATON Modular Solutions area team. This team ensures, among other things, that the components solutions developed across the various value creation flows areas consistently meet both brand identity requirements and customer expectations over time. In the future, the new Group R&D organization will ensure that the entire TRATON GROUP can exploit the full potential of this modular system. Within this field of modular solutions, Rawan Hasan and her colleagues are responsible for developing and adhering to the principles of modularization and for ensuring that the TMS has a long-term future. “To achieve this, we have created a joint innovation roadmap that will allow us to test the very latest vehicle technologies across the different brands. Planning projects together also enables us to become much more efficient,” she explains. “By identifying synergies and making use of the best working methods, we can not only reduce costs but also improve our overall performance.” This is a challenging task that she takes very seriously: “Every day when I come into the office I try to create an environment where innovation can thrive,” she says. Global unit with world-class research and development Rawan Hasan is certain that the TRATON Modular Solutions team will play a central role in bringing the organization closer together and, over the next few years, in turning TRATON into a globally successful business that will set new standards for the industry. With the launch of Group R&D, TRATON has laid these foundations. “Now it is time to fill this framework with innovations and effective cooperation. These are the factors that will shape our future.”]]> </article> <article> <h1>Sustainability is what drives us</h1> <p>Sun, 07 Dec 2025 23:00:00 GMT</p> <content:encoded><![CDATA[Sustainability is what drives us Tiva Sharifi is technology leader for electrification in the Group-wide R&D department at TRATON. She explains how bringing together the four brands is the next step toward their shared goal of creating a sustainable transportation system. Tiva Sharifi joined Scania around six years ago. Since July 2025, she has been the technology leader for one of the key areas of TRATON’s new Group-wide Research and Development organization: the electrification unit. “Even though we are still in the transformation phase, I have already noticed that our way of working has become more agile,” Sharifi says. “Cooperation between the brands has improved, and by pooling our shared expertise we can innovate more quickly.” Turning research into results Sharifi and her colleagues are currently working on a research project to develop battery electric vehicles for the forestry sector. “When the project is complete, we will be able to supply electric transportation solutions for forestry,” she explains, clearly enthusiastic about the prospect. For Sharifi, the most rewarding part of her role at TRATON is the opportunity to turn research into genuine results — to combine innovation with products that will be available on the market in the future. One of the turning points in her career was the moment when she presented the first electric truck. “The electrification of heavy long-haul trucks seemed almost impossible, particularly in comparison with cars,” she says, “but then I realized that we can produce fully electric trucks with a performance level that equals their diesel equivalents.” Now, fully electric trucks have become a reality. “At the moment, the most urgent question is whether the infrastructure is ready.” The availability of charging points, energy costs, and charging time all play a crucial role in the purchasing decisions made by TRATON GROUP customers. For this reason, Tiva Sharifi believes that the next major breakthrough for e-trucks will be the successful development of an electrified transport ecosystem where highly developed BEVs can perform at their best, supported by other components of the ecosystem, including the charging infrastructure and a grid system. This will simultaneously increase customer trust and further development. “Then the range, costs, and availability of long-haul e-trucks will be equivalent to their diesel counterparts, and their total cost of ownership will soon be even lower,” she says. Other important fields of research within the TRATON Electrification area include intelligent management systems, more efficient and user-defined batteries, and software-defined vehicles. Artificial intelligence brings genuine advantages for customers Sharifi sees the introduction of AI into her day-to-day work as another highlight of her career at TRATON. “We are already using AI for the benefit of our customers in areas such as predictive maintenance and the optimization of routes and energy consumption,” she explains. This is an ongoing process. In the future, AI will enable autonomous route planning and energy management, together with intelligent fleet coordination: “I see AI as a tool that will make us winners, if we can learn how to use it to its fullest.” The next chapter in electrification Tiva Sharifi has a vision for the next decade: “At TRATON, our goal is a sustainable transportation system. This means that we must continue to develop technologies that enable us to offer our customers the best solutions. We want to supply intelligent, innovative, and sustainable products for every route and every segment. That will be the next chapter in our story.”]]> </article> <article> <h1>Smart customer solutions: Through data and AI</h1> <p>Sun, 07 Dec 2025 23:00:00 GMT</p> <content:encoded><![CDATA[Smart customer solutions: Through data and AI Head of Advanced Analytics and AI Solutions Mansoureh Jesmani explains how tapping into collective expertise, resources and insights places TRATON in a solid position to successfully navigate a continually fluctuating market. The advantage of being part of a strong group like TRATON is that you can combine a wealth of talent that works on the optimization of products and services. One key area of this is analytics and AI – the creation of intelligent solutions and streamlined automated processes to address customer needs in vehicle service information. Efficient, smart workshops worldwide Mansoureh Jesmani worked at Scania for several years before joining the Vehicle Service Information department within Group R&D as Head of Advanced Analytics and AI Solutions. Now she leads a team of ten and explains, “We are responsible for making workshop operations smarter and faster worldwide by providing AI powered solutions and data products.” Combining the expertise from the four brands into one Group-wide entity has also expanded the international perspective of Jesmani’s team for defining customer issues and then translating them into technical solutions. This is a much more efficient approach than the previous brand-specific focus. Jesmani points out, “Our team works from research to production and the best thing about this is that when we provide a technical solution, we get feedback immediately because the customers go and use it immediately. This gives us even deeper insights into customer needs for the future.” Products can also be created, adapted and customized within shorter time frames, thus speeding up TRATON’s ability to roll out new services for customers globally – a vital factor in a continually changing market. Growing together as one TRATON GROUP Regarding being part of the TRATON GROUP Jesmani says, “I really value diversity and now we can bring together all our different perspectives for even greater collaboration and advanced solutions. This transition will take some time, but I’m looking forward to our performing phase as one Group R&D!” And the potential for integration is huge. The use of AI tools is currently spread across different areas of the TRATON GROUP. Jesmani sees all service areas across the Group, as potential sources of useful data which can form the basis of data-driven products. She says, “We can unify our efforts here to harness the real power of using technologies like LLMs and Generative AI to boost our efficiency and innovation.” Intelligent products and automated processes Jesmani and her team stay vigilant of rapidly evolving technologies but always maintain a strong focus on TRATON’s vision and the wider business context. Thinking about the next chapter, for instance machine learning can reduce time spent on analysis for vehicle fault prediction. This intelligent predictive analysis then helps to streamline the resulting workshop tasks with smart, automated processes. Large Language Models (LLMs) can be used to respond to questions and address common customer queries. This relieves experts of valuable time to contribute their knowledge and expertise to new intelligent product development. Looking ahead, the Vehicle Services Information department supports TRATON’s vision of transforming transportation by using future technologies and developing smart solutions as part of a robust digital ecosystem. Mansoureh Jesmani shares her ambitious outlook: “I would like us to be the global leader in intelligent, data-driven, vehicle service solutions and for AI to be deeply integrated in all of our daily work. I think, with the right data and an innovator mindset, we can achieve this.”]]> </article> <article> <h1>TRATON and EIB conclude EUR 500 million loan agreement to accelerate the transformation of transport</h1> <p>Tue, 02 Dec 2025 23:00:00 GMT</p> <content:encoded><![CDATA[TRATON and EIB conclude EUR 500 million loan agreement to accelerate the transformation of transport The funds support the further development of the TRATON Modular System Standardized interfaces of the TRATON Modular System allow economies of scale, reduce costs, and enable specific solutions for the customers of Scania and MAN Munich, December 3, 2025 – TRATON SE and European Investment Bank (EIB) have signed a EUR 500 million loan agreement at favorable terms. The long-term loan will support the TRATON GROUP’s research and development for the TRATON Modular System (TMS). TMS is a global, cross-brand modular platform designed to harmonize vehicle development and production. It promotes scalability, cost efficiency, and flexibility while supporting innovation and sustainability. The rapid evolution of global transport demands greater flexibility and efficiency. The TRATON Modular System enables the TRATON brands to quickly adapt, scale, and meet diverse customer needs. This funding aims to drive the transformation of Europe’s heavy-duty vehicles sector. It supports the goals set out in the European Green Deal, which include making transport cleaner and helping manufacturers meet strict carbon reduction rules. Dr. Michael Jackstein, CFO and CHRO of the TRATON GROUP: “The partnership with the European Investment Bank is a major milestone in TRATON GROUP’s financial strategy and underlines our strategic direction and innovative strength. By further diversifying our financing access, we are ensuring the financial stability and flexibility needed to drive innovation and support our customers throughout the industry’s transition to a more electrified and sustainable future.” Nicola Beer, EIB Vice President: “Investing in sustainable mobility and cutting-edge digitalization is vital for Europe’s long-term competitiveness. By financing industry leaders like TRATON, the EIB ensures that European innovation translates into real-world impact—creating high-quality jobs, reinforcing resilient supply chains, and driving the continent’s leadership in the green transition. This agreement unlocks momentum for the Group to drive industry transformation, marking a decisive move in the shift to scalable, digital, and electrified mobility solutions for Europe and beyond. Together, EIB and TRATON are charting a course towards more sustainable, digitally integrated transport ecosystems—reinforcing Europe’s industrial leadership for generations to come.” Contact Sacha Klingner Head of External Communications T +49 170 2250016 sacha.klingner@traton.com Matthias Karpstein Business Media Relations T +49 172 3603071 matthias.karpstein@traton.com TRATON SE Hanauer Str. 26 / 80992 Munich / Germany www.traton.com With its brands Scania, MAN, International, and Volkswagen Truck & Bus, TRATON SE is the parent and holding company of the TRATON GROUP and one of the world’s leading commercial vehicle manufacturers. The Group’s product portfolio comprises trucks, buses, and light-duty commercial vehicles. “Transforming Transportation Together. For a sustainable world.”: this intention underlines the Company’s ambition to have a lasting and sustainable impact on the commercial vehicle business and on the Group’s commercial growth.]]> </article> <article> <h1>Stronger together: Global Group R&D as the key to success</h1> <p>Tue, 02 Dec 2025 23:00:00 GMT</p> <content:encoded><![CDATA[The next chapter: Marvin Kalberlah A decade after TRATON was founded, the company is taking a radical step forward by merging the research and development departments of its brands. Marvin Kalberlah, Senior Manager Strategy & Business Opportunities, explains why pooling the expertise of the individual brands puts TRATON in a strong position for the future. The reorganization has already begun, and the teams are continuing to work on coordinating and streamlining the processes and workflows. At the time of TRATON’s tenth anniversary in the summer of 2025, the company began a new chapter in the collaboration between its brands with the launch of its Group-wide Research and Development Department, known as Group R&D. This brings together around 9,000 employees from across the four brands into one central organization. 3,000 additional R&D colleagues will remain with the brands to work successfully on brand-specific solutions in what is known as Brand Identity Development (BID). Marvin Kalberlah, who is based at the Munich site, has played a significant role in this groundbreaking project. He sees the outsourcing and consolidation of R&D activities as one of the key prerequisites for improving the Group’s performance: “The transportation industry is facing a significant transformation with digitalization, alternative drive systems, autonomous driving, and global competition, forcing companies like TRATON to rethink their structures and improve their efficiency,” he explains, adding, “The consolidation is much more than simply an organizational measure. It represents a commitment to transformation over the next ten years.” Individual brands combined to form a united force “Our brands have a powerful legacy,” says Kalberlah. “In the future, our new, centralized R&D department will enable us to use the latest technologies and to exploit the Group’s expertise to the full. R&D lies at the heart of our business and enables us to find the right solutions for our customers.” Kalberlah goes on to explain that, thanks to their use of the TRATON Modular System, pooling the Group’s expertise does not mean sacrificing any local requirements. Founding the new R&D organization represents a milestone in TRATON’s history, but the transformation process has only just begun. The next task is to streamline workflows and consolidate the new way of working. Employees all over the world are now collaborating within the new structure, and this needs to run smoothly. The first step involves bringing together the R&D sites, as well as the Enabling Functions in the USA, Sweden, and Germany, to be followed by other sites throughout the world. The new global organization will continue to grow. Leveraging past experience in acquisitions and restructuring Kalberlah’s global experience will bring benefits during the ongoing consolidation. Before he became involved with the restructuring of R&D, he worked for TRATON in the USA and supported the acquisition and integration of International. He helped to secure the financing by establishing the EMTN bond program. The approach to challenges in the USA has shaped his view of the cross-brand collaboration: “Americans solve problems quickly, while Europeans are more cautious. I am convinced that combining American pragmatism with European thoroughness is exactly the right approach to take.” Kalberlah has already learned a key lesson from the first stage of the consolidation of R&D: “We realized that the most important thing, alongside all the technical considerations and the PowerPoint slides, was to listen to people. What do they need? What are their concerns? Of course, they were worried about the impact that restructuring would have on their daily routines. We have tried to find solutions but also to be transparent about what we know and what we don’t know.” Preparations in place for the next chapter Kalberlah will make use of these lessons and his experience during the next chapter of the TRATON story — the ongoing development of the global innovation network that will lay the foundation for transforming transportation. “We will continue to increase our efficiency while pooling innovation and expertise, especially in dynamic growth regions with rapid economic and technological development, such as Asia and Latin America. This will enable us to remain alert to global developments and apply our expertise in a targeted manner where it creates the greatest added value.”]]> </article> <article> <h1>How M&A lays the foundation for TRATON's future</h1> <p>Tue, 02 Dec 2025 23:00:00 GMT</p> <content:encoded><![CDATA[The next chapter: Henning Thormählen Henning Thormählen, Head of M&A, has played a major role in key chapters of TRATON’s history, including the takeover of International, the establishment of TRATON Financial Services, and the creation of the Group-wide R&D organization. He explains where he believes the greatest potential for TRATON’s future lies. When Henning Thormählen joined TRATON in the summer of 2021, the Group was in the midst of a fundamental change. It was no longer simply a manufacturer of commercial vehicles with combustion engines, but was instead on the way to becoming a future-ready mobility provider, developing battery electric drives, autonomous driving systems, and new business models. The department headed by Henning Thormählen played a key part in this transformation. Mergers & Acquisitions was responsible for the transactions that had a decisive impact on the change process — for example, the department managed the takeover of International (known at the time as Navistar). It also set up joint ventures such as Milence, helped to establish TRATON Financial Services, and pushed through internal restructuring measures, in particular the creation of the Group-wide R&D organization (Group R&D). “M&A transactions are a key component of the TRATON strategy and therefore have a decisive influence on our ongoing transformation process,” says Thormählen, who is an expert on strategy. TRATON Financial Services — the gamechanger TRATON Financial Services (TFS) is of crucial importance to the transformation. The establishment of the financial services organization under the TRATON umbrella not only created a joint framework for the financial and service offerings of the different brands, but also enabled TRATON itself to become a service provider. TFS offers its customers financing solutions for alternative drives and also supports new business models, such as Transport-as-a-Service. This allows companies to book transportation capacity to meet their needs instead of buying or leasing their own vehicles. “New business models like Transport-as-a-Service are gaining traction. At the same time, customers are experiencing higher procurement costs as they electrify their truck fleets,” explains Thormählen. “We need to be able to respond to all these developments and this is why an integrated, in-house financial services offering is crucial to our success. It enables us to work closely with our sales teams and to offer every customer a tailor-made service.” Milence — a genuine milestone The establishment of Milence, the charging network operator which is a joint venture involving the TRATON GROUP, Daimler Truck, and the Volvo Group, was a particular challenge for Thormählen. “It was a really interesting project, because we started completely from scratch,” he recalls. “We were and still are all competitors in the market for trucks with combustion engines, but we began working together in a new area and set up a company with the aim of creating an electric charging infrastructure covering the whole of Europe.” After the legal issues had been resolved, the implementation process began. “We had no blueprint for what we were planning to do. Our job was to establish a company, recruit a CEO and a CFO, and find a site so that the company could start work immediately and focus on the task at hand. It was almost like a start-up. I’m really pleased to see what Milence has achieved since then.” The three pillars of TRATON’s future success Because of its work in the field of M&A, TRATON has now achieved one of its long-term strategic goals: The takeover of International enabled the Group to develop a strong presence in the USA. “Moving into the North American market was a very important step for us,” says Thormählen. He believes that the three most important aspects of the TRATON Way Forward strategy over the next few years are the Chinese market, the Group’s internal organization, and technological innovations. In 2025, TRATON took a strategic step by opening its production site in the Chinese city of Rugao. The plant will manufacture Scania products, as well as a completely new model known as NEXT ERA. “Our presence in China gives us two decisive advantages: Access to one of the largest markets in the world and the possibility of benefiting from the country’s immense innovative capability.” Thormählen also sees significant development potential in the Group’s internal structures, such as Group Industrial Functions: “By integrating corporate functions we can become even stronger.” He also believes that ongoing technological development is particularly important. TRATON is on the right path with regard to electric vehicles and it also plans to make significant progress in the field of autonomous driving over the next decade, with initial road tests already underway. “We have already laid the foundations in three areas that will be crucial to our future,” says Thormählen. “This is why I am convinced that TRATON will continue to be successful over the next ten years.”]]> </article> <article> <h1>Greater efficiency and growth through optimized costs</h1> <p>Tue, 02 Dec 2025 23:00:00 GMT</p> <content:encoded><![CDATA[The next chapter: Emma Karlsson A decade after its founding, the TRATON GROUP finds itself at a pivotal crossroads. Head of Product Cost CAB and Electronics Emma Karlsson explains how a restructure of the TRATON brands’ Finance divisions has paved the way for a fully aligned and collaborative next chapter as one TRATON GROUP. The recent transition from an individual brand focus to one TRATON GROUP has also seen a key shift in central service divisions, such as Finance. Product Cost Controlling teams, which also used to be separate, brand-specific entities, are now part of a fully integrated, cross-functional product cost organization. Sub-teams, including powertrain, e-mobility and CAB electronics are now all market-focused to serve the whole TRATON GROUP. Embracing change and sharing knowledge Emma Karlsson became Head of Product Cost CAB/EE in June 2025. She and her team have been adjusting to the ongoing changes – and driving them further forward. Product cost controllers from Scania and MAN were the first to join the new setup and those from International and the team at Volkswagen Truck & Bus in Brazil will follow soon. Karlsson is convinced the new combined TRATON GROUP approach is the right way. She says, “We can now rethink how we work and create bridges between Finance, R&D and other cross-functional divisions in the future to share knowledge and set up new processes. This is what I’m most excited about.” Combining experience and learning together The new structure aligns with TRATON’s vision of transforming transportation together, with clear benefits of greater collaboration across the Group. The integration of brand functions into a unified organization sends a clear message: In a world where efficiency and collaboration are the keys to future success, transformation is essential. And, as with all teams undergoing major change, the product cost controllers have also embarked on an exciting learning journey together. Each are finding out from one another what has worked well to address challenges in the past – with a view to retaining this valuable knowledge – and which old processes it is time to let go of. Karlsson says of this, “It has taken some time for us to take off the brand hat and realize that our old way of doing things wasn’t always the best way. But now we have this wonderful unique opportunity to combine all our experience and expertise, take all the positive lessons and create something really good together.” Shifting the perspective towards a new shared vision Karlsson’s team, based across two locations, Södertälje in Sweden and Munich in Germany, are already enjoying the advantages of working as one TRATON GROUP by gaining deeper insights into the various business areas through the new Group-wide perspective. Recognizing common challenges and requirements has revealed possibilities for streamlining processes for improved efficiency and cooperation. “For example,” says Karlsson, “we have initiated a lot more Make or Buy analyses, as well as conceptual option evaluations, while benefitting from the commonalities of effects on the product cost, and how we track and monitor changes or deviations in the process.” As TRATON continues to develop technologies for the future in CAB and electronics, the demands placed on teams are also shifting. Now, all functions are involved at a much earlier stage of project development than in the past, the pace of projects has increased, while cost and risk analysis have expanded. Karlsson says of TRATON’s next chapter and beyond, “Now all functions have a shared view of what we want to achieve, and how. I think, as development gets faster, there will be more benchmarking and competitor analysis across the markets. This is how we will maintain our volume share and secure our margin in the future.”]]> </article> <article> <h1>Huifen Cong – Catching the big fish in Green IT</h1> <p>Mon, 24 Nov 2025 23:00:00 GMT</p> <content:encoded><![CDATA[Huifen Cong – Catching the big fish in Green IT At TRATON, sustainability is a shared purpose. Impact Lines reveals how TRATON’s people bring this purpose to life, turning sustainability goals into tangible impact across every brand, every system and every line of work. As IT Sustainability Lead at Scania, Huifen Cong bridges the gap between technology and environmental responsibility. With a background in sustainable development and a curious mind for innovation, she helped establish Scania’s first CO₂ baseline for IT emissions – pioneering work that has since inspired similar efforts across the TRATON GROUP. Working closely with colleagues from other brands, Cong is part of a growing exchange on how digital operations can become a powerful lever for decarbonization across the Group. You studied sustainable development before joining Scania. Was the company already on your radar back then? When I was doing my master’s in Sweden, Scania was hard to miss – you see their trucks everywhere. A friend who worked there spoke very positively about the company, so it became a dream goal of mine, even though I never imagined I’d actually join so soon. During my studies, I found an internship opening focused on Green IT. It asked: “Are you interested in learning about emissions from IT and cloud services?” That really caught my attention. I had a background in sustainability but, until then, only a curiosity about IT. I thought, what happens if we combine these two worlds? At Scania, I calculated the brand’s first CO₂ baseline for IT. When I graduated, I joined full-time as IT Sustainability Lead. It all started from that question – how do we make IT part of Scania’s sustainability journey? Why was Green IT such an exciting space for you to enter? Scania is known for trucks and manufacturing, so IT can feel like a different universe. But I saw an opportunity to make a real impact. Our ambition to drive the shift toward a more sustainable transport system also depends on how responsibly we use technology. You can’t just focus on vehicle emissions and ignore the footprint of the systems behind them. So we started from scratch to understand our own digital impact. You helped establish Scania’s IT emissions baseline. How did that come about? Back in 2022, hardly anyone in the industry had done this before. We started with a simple question: “What is the footprint of IT?” At first, no one knew. People focused on trucks, which made sense – they’re our biggest source of emissions. But I thought: if no one has the answer, that’s exactly why we should find out. I spent six months gathering data across departments, defining scope, and building a transparent methodology. It was hard work, but when the results came in, it was eye-opening. Around 80% of our IT-related emissions came from hardware, such as PCs, factory equipment and data centers. Seeing that in black and white was a turning point for me. That’s also why I’m based in a department called Digital Workplace, which delivers IT hardware and services to Scania employees. We realized that’s where the biggest opportunities lie. I like to call it “catching the big fish” in our IT journey. You’ve mentioned a philosophy that guides your work: “It’s better to ask forgiveness than permission.” How does that apply to sustainability? That phrase actually comes from our CIO, Jan Andries Oldenkamp, and it really stuck with me. At Scania, I learned that innovation often requires courage to try things, make mistakes, and learn. That freedom has allowed me to experiment with new ideas in Green IT. My colleagues and managers trust me to explore, and that trust drives creativity. You also built the Green IT Ambassadors Network. How does that work? I realized I couldn’t do this alone – IT is such a broad field. So, two years ago, my manager and I launched the Green IT Ambassadors Network. It now includes more than 20 people from across departments and regions, from R&D to purchasing. Each ambassador leads small initiatives – from understanding AI emissions to upcycling data-center equipment. One colleague started a refurbishment program for used hardware, which now gives servers and components a second life. Scania is also taking part in the Digital Cleanup Day initiative, which aims to raise awareness about the environmental impact of digital technologies. I see my role as supporting and connecting these people. That’s where the real impact happens. What excites you most about the future of Green IT? I think the biggest opportunities come from balancing three factors equally: cost, user experience, and sustainability. It’s not about making sustainability expensive – it’s about making it efficient. For example, we introduced an optional accessories policy: when employees order a computer, they can choose whether to receive a keyboard or mouse. That small change reduced both costs and waste. We also have a core value of “elimination of waste” at Scania and within the wider TRATON GROUP. Whether in production or IT, we always ask: “Do we really need this?” That mindset keeps us grounded and innovative at the same time. You’ve been part of this cultural shift from the start. What’s changed most since you began? When I joined, people were asking why we needed Green IT. Now, they ask how we can do more. The awareness is completely different. We’ve moved from ideas to action, reusing equipment and tracking it systematically. Small actions add up to something powerful. Photo credit: Peggy Bergman, Scania. Related articles]]> </article> <article> <h1>Moving Forward with a Proven Leadership Team: TRATON GROUP Extends Contracts of Dr. Jackstein and Modahl Nilsson</h1> <p>Sun, 23 Nov 2025 23:00:00 GMT</p> <![CDATA[Moving Forward with a Proven Leadership Team: TRATON GROUP Extends Contracts of Dr. Jackstein and Modahl Nilsson The Supervisory Board of the TRATON GROUP has decided to extend the Executive Board contracts of Dr. Michael Jackstein and Catharina Modahl Nilsson ahead of schedule Dr. Michael Jackstein will remain CFO and CHRO of the TRATON GROUP The contract of Catharina Modahl Nilsson as Head of Product Management at the TRATON GROUP has been extended as well Munich, November 24, 2025 – The Supervisory Board of the TRATON GROUP took two important personnel decisions at its meeting last Friday. The contracts of Dr. Michael Jackstein, CFO and CHRO of the TRATON GROUP, and Catharina Modahl Nilsson, responsible for Product Management, have been extended. Hans Dieter Pötsch, Chairman of the Supervisory Board of TRATON SE, stated: “To continue driving the path we have embarked on, we have decided to extend the contracts of Catharina Modahl Nilsson and Dr. Michael Jackstein. We are pleased to have two such experienced Executive Board members on the TRATON GROUP leadership team.” Contact Sacha Klingner Head of External Communications T +49 170 2250016 sacha.klingner@traton.com Matthias Karpstein Business Media Relations T +49 172 3603071 matthias.karpstein@traton.com TRATON SE Hanauer Str. 26 / 80992 Munich / Germany www.traton.com With its brands Scania, MAN, International, and Volkswagen Truck & Bus, TRATON SE is the parent and holding company of the TRATON GROUP and one of the world’s leading commercial vehicle manufacturers. The Group’s product portfolio comprises trucks, buses, and light-duty commercial vehicles. “Transforming Transportation Together. For a sustainable world.”: this intention underlines the Company’s ambition to have a lasting and sustainable impact on the commercial vehicle business and on the Group’s commercial growth.]]> </article> <article> <h1>Florian Stehbeck – From diesel dreams to decarbonization</h1> <p>Sun, 16 Nov 2025 23:00:00 GMT</p> <![CDATA[Florian Stehbeck – From diesel dreams to decarbonization Florian Stehbeck, a corporate strategist responsible for Decarbonization & Circularity at MAN, has taken an unconventional path from diesel-fueled childhood dreams to leading sustainability initiatives within one of Europe’s largest commercial vehicle manufacturers. In this interview, he reflects on his journey through digital innovation, the challenges of embedding sustainability into business processes, and the collaborative spirit across the TRATON GROUP that’s helping drive the industry toward a more sustainable future of transportation. Florian, you mentioned that climate change wasn’t always a central concern for you. Can you tell me more about how your perspective shifted? My dad ran a driving school, so I basically grew up with diesel in my blood. I was even close to becoming a pilot which I have always dreamed of. But during my studies in Management & Technology at Technical University of Munich (TUM), I began to develop a more critical mindset. A first turning point came when I joined a two-year scholarship program focused on shaping tomorrow’s responsible leaders. That experience helped me refine my moral compass and sparked a deeper awareness of social and environmental issues – thus also my sense of responsibility in leading positive change. But the real perspective shift happened later at MAN, when I got the chance to help launch and lead the MAN Impact Accelerator – an initiative born from a conversation between our former CEO and Nobel Peace Prize laureate Muhammad Yunus in which we were supporting social impact businesses in the fields of transport, mobility and logistics. The goal of this accelerator program wasn’t to do business with these startups, but to learn from their mindset and impact on society while helping them grow. Working with those startups guided my attention to some of the most pressing societal challenges and the role and responsibility that the transportation sector has. After all, I started questioning my very own role and responsibility in all this – and the climate dilemma became a central concern worth facing. How did your work in digital innovation evolve into a focus on decarbonization and circularity? After my master’s thesis in truck platooning, I joined MAN’s team for digital transformation & new business models in 2018, focusing on startup collaboration, digital strategy and innovative customer solutions. Running the previously mentioned MAN Impact Accelerator in parallel for three years was an experience that opened my eyes to a different way of doing business: one strongly driven by purpose and optimism, where technology and innovation is used as a force for good. But first and foremost, it showed me that global challenges like climate change can be reframed as opportunities for innovation. Eventually, there was a newly created position opening up in the corporate strategy team to lead MAN’s decarbonization and circularity efforts, which aligned perfectly with my passion for driving positive change. So I accepted the challenge ahead, knowing that it won’t be a walk in the park. It’s been an intense, but absolutely worthwhile and exciting journey so far. How do you ensure sustainability targets don’t just stay on paper but actually reshape business processes? That’s one of the biggest challenges. At MAN, we’ve anchored our science-based decarbonization targets – which have been validated by the Science Based Targets initiative (SBTi) in 2022 – into our yearly financial planning process for the next 5-10 years. For example, our target to reduce greenhouse gas emissions from the use phase of our sold vehicles by 28% by 2030 (compared to 2019) is now a minimum requirement. No planning gets approved unless it meets this target. Beyond that, it’s a lot about education and mindset. We emphasize the scale of our responsibility: MAN with its value chain and the life cycle of its products contributes approximately 0.3% of global man-made CO2 emissions every year (status 2019) – that’s a huge responsibility given the fact that the world population emits ~42.2 gigatons annually and the transport sector causes roughly one fifth of these according to the IPCC (Intergovernmental Panel on Climate Change). But you know, like all those big figures, they are somehow so far away for each one of us, for each individual in the organization. So you kind of need to create that tangibility. Once you understand that basically one Diesel truck (incl. all greenhouse gas emissions occurring from its creation to its end of life) is emitted by the world’s population every second, the issue of climate change gets closer to your business. Over time, we’ve seen a shift from skepticism to active engagement, with colleagues bringing forward ideas and seeking support in pushing MAN’s transformation in their daily work environment. And that has a catalyzing effect. Why do you believe in a successful decarbonization of the transport sector? The solutions are here. Technologically and economically, battery electric vehicles (BEVs) are already viable today – and they are the single most important driver to substantially decarbonize our industry. What’s holding us back is the challenging ecosystem: charging infrastructure, geopolitical uncertainty, and policy shifts. It’s a critical moment for the global climate, and it can be questioned if the 1.5°C target is still achievable by the global economy at all. But I’m still optimistic when it comes to our contribution to fight climate change. Once customers experience our BEVs themselves and see the financial and ecological benefits, adoption will accelerate. It’s a snowball effect across the industry – we’ve seen it in the city bus sector, and now it’s time for battery electric trucks to claim their rightful place in customer fleets. How does the TRATON GROUP help align MAN’s sustainability roadmap with other brands? There’s a lot of collaboration and mutual learning. Let me give you an example: Scania was the first TRATON brand to set SBTi targets, which inspired MAN to follow. Vice versa, MAN has unique remanufacturing capabilities, which Scania can leverage and benefit from. And together we support our sister brands on their sustainability journey. We push each other’s boundaries, share best practices, define methodologies, and align on emissions calculations or general sustainability measures. The integration of engineering departments into the TRATON R&D structure has also helped. We’re developing a common vehicle platform, the TRATON Modular System, and sustainability requirements – particularly regarding decarbonization & circularity – are being embedded into the development process. It’s a fruitful setup: if one brand lags behind, another helps push it forward to bring TRATON forward as a whole. For the good of a healthy environment and a sustainable society we’re all part of. Related articles]]> </article> <article> <h1>TRATON GROUP and partners launch first zero-emissions-corridor: e-Dutra paves the way for cleaner freight in Brazil</h1> <p>Mon, 10 Nov 2025 23:00:00 GMT</p> <![CDATA[TRATON GROUP and partners launch first zero-emissions-corridor: e-Dutra paves the way for cleaner freight in Brazil TRATON GROUP joins forces with retail and logistics companies, infrastructure providers, and the Brazilian government to launch the e-Dutra coalition and transform Brazil’s mobility future. The e-Dutra corridor: First zero-emissions corridor in Brazil, decarbonizing freight between Rio de Janeiro and São Paulo. Munich, November 11, 2025 – At COP30 in Belém, the TRATON GROUP and its brand Volkswagen Truck & Bus, together with a coalition of logistics companies, infrastructure providers, and the Brazilian government, presented the Laneshift e-Dutra project, one of the largest private-sector collaborations to decarbonize freight in Brazil’s transportation industry. The e-Dutra corridor is the first zero-emissions corridor in Brazil and part of the Global Green Road Corridors initiative. The project will help to decarbonize heavy-duty freight transport between Brazil’s two largest cities, Rio de Janeiro and São Paulo, and is setting a new benchmark for international cooperation on climate action. “Electrification is the future of transportation,” says Andreas Follér, Chief Sustainability Officer at TRATON. “But we must be clear-eyed: the road ahead is long. That’s why e-Dutra matters. We’re not showing up at COP30 in Belém with promises – we’re showing up with progress. e-Dutra isn’t just a project; it proves that transformation is possible when we work together.” By aggregating demand and aligning stakeholders, the initiative aims to reduce the risk of investment in charging infrastructure and accelerate the deployment of zero-emission trucks. “We are committed to developing sustainable transport solutions for everyone. This is why we joined the coalition as an initiator: to support building a smarter mobility for the next generation. And our partnership with different stakeholders certainly harnesses the collective power that will make a difference”, states Roberto Cortes, President and CEO of Volkswagen Truck & Bus. The e-Dutra project is already delivering results. In collaboration with LOTS Group, Volkswagen Truck & Bus completed the first electric truck trip along the corridor using existing infrastructure. DHL Supply Chain, Amazon, and Scania have also begun operating electric freight routes in the region. These early deployments are helping to map infrastructure needs and optimize vehicle performance for a large-scale rollout. Contact Sacha Klingner Head of External Communications T +49 170 2250016 sacha.klingner@traton.com Claudia Fuhrmann Media Relations T +49 152 08636978 claudia.fuhrmann@traton.com TRATON SE Hanauer Str. 26 / 80992 Munich / Germany www.traton.com With its brands Scania, MAN, International, and Volkswagen Truck & Bus, TRATON SE is the parent and holding company of the TRATON GROUP and one of the world’s leading commercial vehicle manufacturers. The Group’s product portfolio comprises trucks, buses, and light-duty commercial vehicles. “Transforming Transportation Together. For a sustainable world.”: this intention underlines the Company’s ambition to have a lasting and sustainable impact on the commercial vehicle business and on the Group’s commercial growth.]]> </article> <article> <h1>Daliana Vargas – From chemistry to circularity</h1> <p>Sun, 09 Nov 2025 23:00:00 GMT</p> <![CDATA[Daliana Vargas – From chemistry to circularity With a background that bridges biology, data, and heavy-duty transport, Daliana Vargas has built a career defined by curiosity, adaptability, and impact. Now part of International’s Office of the Environment and Sustainability Compliance team, she helps tackle TRATON’s most complex challenges: cutting emissions, advancing circularity, and improving human rights across the supply chain. Whether touring steel mills to understand decarbonization at the source or partnering on electric vehicle (EV) battery reuse, Dali brings a scientist’s curiosity and a strategist’s focus. In this conversation, she reflects on the chemistry of change, the power of persistence, and why inspiring others matters just as much as the data. How did you first come to work at International? My path wasn’t exactly typical. I pursued studies in biology followed by graduate work in applied statistics. When I was job hunting, Navistar (now International Motors) had a strong presence in my community. One day, a recruiter contacted me about an opportunity that turned out to be for the Global Truck and Bus Procurement joint venture. This was the procurement joint venture between TRATON Group and International prior to the merger. I began as a data analyst, collecting data from International and preparing Request for Quotations (RFQs) to promote alignment and foster synergies among the brands. What was it like working in the Global Truck and Bus Procurement joint venture? It was intense, like boot camp. There were a variety of projects and colleagues from across the brands, each with their own style. I learned a lot and eventually rotated into the line organization, working in procurement. I progressed from a data analyst to a sourcing manager, leading negotiations and managing commodities like wire harnesses and battery cables. What key experiences shaped your career path at International and what motivated you to focus on sustainability? I joined International right as COVID hit. Suddenly, we were dealing with supply chain shortages and trying to keep production running from home. It was a crash course in crisis management. Later, I transitioned to the International Used Truck Organization. I worked on pricing for trade-in vehicles and tracked residual value. That’s when I started seeing the long-term impact of the parts we sourced. Some of those vehicles were coming back three to four years later. Seeing those vehicles return made me reflect: Did I ask the right questions when sourcing? Was I thinking long-term? I realized I wanted to make a bigger impact, so I reached out to a colleague who had just started the sustainability team in procurement. I joined her team on January 1, 2024, and have been working in sustainability ever since. With a background that bridges biology, data, and heavy-duty transport, Daliana Vargas has built a career defined by curiosity, adaptability, and impact. Now part of International’s Office of the Environment and Sustainability Compliance team, she helps tackle TRATON’s most complex challenges: cutting emissions, advancing circularity, and improving human rights across the supply chain. Whether touring steel mills to understand decarbonization at the source or partnering on electric vehicle (EV) battery reuse, Dali brings a scientist’s curiosity and a strategist’s focus. In this conversation, she reflects on the chemistry of change, the power of persistence, and why inspiring others matters just as much as the data. How did you first come to work at International? My path wasn’t exactly typical. I pursued studies in biology followed by graduate work in applied statistics. When I was job hunting, Navistar (now International Motors) had a strong presence in my community. One day, a recruiter contacted me about an opportunity that turned out to be for the Global Truck and Bus Procurement joint venture. This was the procurement joint venture between TRATON Group and International prior to the merger. I began as a data analyst, collecting data from International and preparing Request for Quotations (RFQs) to promote alignment and foster synergies among the brands. What was it like working in the Global Truck and Bus Procurement joint venture? It was intense, like boot camp. There were a variety of projects and colleagues from across the brands, each with their own style. I learned a lot and eventually rotated into the line organization, working in procurement. I progressed from a data analyst to a sourcing manager, leading negotiations and managing commodities like wire harnesses and battery cables. What key experiences shaped your career path at International and what motivated you to focus on sustainability? I joined International right as COVID hit. Suddenly, we were dealing with supply chain shortages and trying to keep production running from home. It was a crash course in crisis management. Later, I transitioned to the International Used Truck Organization. I worked on pricing for trade-in vehicles and tracked residual value. That’s when I started seeing the long-term impact of the parts we sourced. Some of those vehicles were coming back three to four years later. Seeing those vehicles return made me reflect: Did I ask the right questions when sourcing? Was I thinking long-term? I realized I wanted to make a bigger impact, so I reached out to a colleague who had just started the sustainability team in procurement. I joined her team on January 1, 2024, and have been working in sustainability ever since. What does your role in sustainability focus on? I work across TRATON’s three joint impact areas: decarbonization, circularity, and human rights. One of my primary focus area is Scope 3 emissions – specifically the emissions generated across our value chain from purchased goods like steel. Let’s start with decarbonization – what does that involve in practice? I focused on learning as much as I could in my first year: meeting with our commodities team, visiting steel mills across the Midwest, and understanding the difference between a blast furnace and an electric arc furnace. Walking through those facilities is mind-blowing; the scale is hard to capture, even in videos. Connecting that experience back to chemistry and emissions data was fascinating. Now, we’re collecting emissions intensity factors from suppliers, testing competitors, and laying the groundwork for strategic sourcing decisions. Each mill has its own roadmap for reducing emissions, and we need to ensure it aligns with ours. It’s a lot of groundwork, but it’s exciting because these decisions will shape the future. And circularity – how does that come into play? We focus on remanufacturing first, especially with EV batteries. I work closely with our chief engineer who works with a company called “Renewance”. Instead of recycling, which often means grinding batteries into black mass, first and foremost we try to repurpose and remanufacture. Sometimes only one cell needs replacing, so why discard the rest? We’ve also been collaborating with Porsche and Audi in North America to find unified recycling solutions that go beyond black mass. You define human rights as the third pillar in your sustainability work. What does this look like? This is a serious area. I’m a grievance case manager, addressing supplier compliance issues related to fair working conditions, ethical practices, and environmental policies. This includes investigating concerns raised through our grievance system. Each case is different. Depending on the type of case as a team we consider actions such as collaborating with suppliers to improve standards where possible. In other instances, the recommendation may be to exit a supplier. How do you stay motivated when progress can be slow? My work in sustainability is long term and to make a real impact, it’s a good to have a balance of multiple projects. For example, the commodities team may have a sourcing coming up for a material that is a large source of emissions. Choosing a supplier with plans for lower emissions intensity has the potential to make a big impact. Integrating emissions data with the sourcing decision process takes time. The first step is collecting baseline data which may seem like a small win. However, these small wins create awareness. Then next time the team sources, they’re already asking those sustainability questions before I even join the conversation. This is when it becomes the norm. So, I don’t feel like I have to do everything by myself. These projects add up, and collective actions make a greater impact. When I began my academic and professional career, I didn’t even consider sustainability as a potential career path. Now, I make sure others know – whether it’s with my interns or even my daughter’s class. She knows what I do, and so do her classmates because I’ve visited their school. These conversations matter. They create awareness that there are multiple professional paths within sustainability, and that each person can make an impact. For me, it’s about building a collective of people who care. Once you have that in place, it’ll absolutely add up. Related articles]]> </article> <article> <h1>TRATON GROUP records increase in incoming orders nine months into 2025, despite a difficult market environment</h1> <p>Tue, 28 Oct 2025 23:00:00 GMT</p> <content:encoded><![CDATA[TRATON GROUP records increase in incoming orders nine months into 2025, despite a difficult market environment Group incoming orders rose by 7% to 202,100 vehicles in the first nine months of 2025 Unit sales were down 9% year-on-year at 224,500 vehicles Group sales revenue declined by 8% to €32.3 billion Adjusted operating result came in at €2.0 billion, a decrease of €1.2 billion Adjusted operating return on sales was 6.3%, compared to 9.3% in the prior-year period Munich, October 29, 2025 – Despite a persistently weak and uncertain market environment, the TRATON GROUP managed to keep its sales revenue in Europe nearly stable in the first nine months of 2025. Nonetheless, the Group’s sales revenue declined by 8% to €32.3 billion (9M 2024: €35.3 billion), primarily due to lower truck unit sales in Brazil and North America. The Vehicle Services business remained stable, with its share of total sales revenue increasing slightly to 20% (9M 2024: 19%). Sales revenue in the TRATON Financial Services segment increased by 13%, benefiting from the further increased portfolio volume. Adjusted operating result of the TRATON GROUP was €1.2 billion lower at €2.0 billion (9M 2024: €3.3 billion) and adjusted operating return on sales fell to 6.3% (9M 2024: 9.3%). The major factor behind this was the decline in sales revenue combined with the lower capacity utilization in the production of heavy-duty trucks. Moreover, currency effects, expenses in connection with the build-up of the new plant in China, and higher material costs due to tariffs all weighed on the operating result and the operating return on sales. At 202,100 vehicles (9M 2024: 189,800), incoming orders were up 7% year-on-year. This was mainly driven by a strong replacement demand from truck customers in the EU27+3 region. In North America, customers remained cautious amidst ongoing uncertainty regarding the US tariff policy and its potential impact on the US economy. This led to a noticeable drop in the demand for trucks. In Brazil, incoming orders for trucks also decreased against the backdrop of increasingly challenging economic conditions. Incoming orders for buses declined significantly in the first nine months of 2025, particularly in North America. By contrast, demand for the MAN TGE van rose by almost a quarter in the wake of the model change. As already reported, unit sales of the TRATON GROUP declined by 9% to 224,500 (9M 2024: 245,400) vehicles in the first nine months of the year. As incoming orders were lower than unit sales, the book-to-bill ratio amounted to 0.9 (9M 2024: 0.8). Performance of the TRATON GROUP brands Scania Vehicles & Services achieved an adjusted operating return on sales of 10.6% (9M 2024: 15.0%) in the first nine months of 2025. The year-on-year decline was attributable to the lower sales revenue due to lower unit sales, negative currency effects, and higher expenses in connection with the build-up of the new plant in China. MAN Truck & Bus recorded an adjusted operating return of 5.6% (9M 2024: 7.1%) over the nine months of 2025, maintaining sales revenue at almost the same level as the previous year. The decline resulted primarily from a changed product and regional mix as well as higher production costs. At International Motors, the adjusted operating result fell to 1.6% (9M 2024: 6.3%). Lower sales revenue due to decreased unit sales could only be partially offset by savings in product and fixed costs. Volkswagen Truck & Bus (VWTB) improved its adjusted operating return on sales by 0.5 percentage points to 12.4% (9M 2024: 11.9%), despite a decline in sales revenue. Christian Levin, CEO of the TRATON GROUP: “The market environment in which we operate as the TRATON GROUP remains challenging, particularly in North America and Brazil. In Europe, too, a robust turn-around in demand is still not in sight. We therefore have to succeed without tailwinds from the markets. Speed is crucial, especially when it comes to innovation. That’s why – with China Speed – we have just opened Scania’s third industrial hub in Rugao, China, developed from the outset according to the principles of the TRATON Modular System, which forms the backbone of our product strategy. It gives us the flexibility to offer a wide product portfolio and tailor vehicle features to customer requirements. We can now supply our customers in the world’s largest truck market with significantly faster delivery times and help drive their business success with customized vehicles.” Dr. Michael Jackstein, CFO and CHRO of the TRATON GROUP: “In these economically challenging times, we are increasingly focusing on cost discipline. We are staying on track with our investments regardless. Especially the TRATON Modular System will significantly strengthen our competitiveness in the future. We will also continue to invest in future topics like battery electric vehicles and autonomous driving. The fact that our brands achieved a respectable overall result under sometimes difficult conditions in the first nine months of 2025 is something we consider quite an achievement. We thus remain confident in our financial guidance for full-year 2025.” For 2025, the TRATON GROUP continues to expect a range of ‒ 10% to + 0% for unit sales and sales revenue. Adjusted operating return on sales is forecast at the lower end of the guidance range of 6% to 7%. Net cash flow of TRATON Operations is also expected to come in at the lower end of the range of €1.0 billion to €1.5 billion. The guidance continues to be subject to macroeconomic and geopolitical developments. In addition, the impact of US trade policy remains uncertain. The TRATON GROUP’s financial key performance indicators: 9M 2025 9M 2024 Change TRATON GROUP Incoming orders 202,111 189,769 7% of which trucks 161,817 148,955 9% of which buses 19,779 24,253 ‒18% of which MAN TGE vans 20,515 16,561 24% Unit sales 224,515 245,384 ‒9% of which trucks 176,237 205,233 ‒14% of which buses 25,551 20,843 23% of which MAN TGE vans 22,727 19,308 18% Sales revenue (€ million) 32,322 35,253 ‒8% Operating result (€ million) 1,723 3,103 ‒1,380 Operating result (adjusted) (€ million) 2,039 3,261 ‒1,222 Operating return on sales (adjusted) (in %) 6.3 9.3 ‒2.9 pp 9M 2025 9M 2024 Change TRATON Operations Sales revenue (€ million) 31,186 34,266 ‒9% Operating result (€ million) 2,005 3,412 ‒1,407 Operating result (adjusted) (€ million) 2,321 3,570 ‒1,249 Operating return on sales (adjusted) (in %) 7.4 10.4 ‒3.0 pp Net cash flow (€ million) 28 1,344 ‒1,316 TRATON Financial Services Sales revenue (€ million) 1,597 1,409 13% Operating result (€ million) 144 156 ‒12 Operating result (adjusted) (€ million) 144 156 ‒12 Return on equity (in %) 9.1 10.9 ‒1.9 pp Webcast for the press and analysts A webcast to discuss the TRATON GROUP’s results in the first nine months of 2025 will take place at 10:00 a.m. on October 29 with the TRATON GROUP’s CEO Christian Levin and its CFO and CHRO Dr. Michael Jackstein. The webcast will be in English. The presentation will be followed by a Q&A for analysts and then a second round of questions from journalists. The event will be streamed here: https://ir.traton.com/en/financial-dates-events/ A recording of the webcast will be available after the event. Contact Sacha Klingner Head of External Communications T +49 170 2250016 sacha.klingner@traton.com Matthias Karpstein Business Media Relations T +49 172 3603071 matthias.karpstein@traton.com TRATON SE Hanauer Str. 26 / 80992 Munich / Germany www.traton.com With its brands Scania, MAN, International, and Volkswagen Truck & Bus, TRATON SE is the parent and holding company of the TRATON GROUP and one of the world’s leading commercial vehicle manufacturers. The Group’s product portfolio comprises trucks, buses, and light-duty commercial vehicles. “Transforming Transportation Together. For a sustainable world.”: this intention underlines the Company’s ambition to have a lasting and sustainable impact on the commercial vehicle business and on the Group’s commercial growth.]]> </article> <article> <h1>TRATON GROUP launches Green Finance Framework to finance and refinance battery-electric commercial vehicles</h1> <p>Mon, 27 Oct 2025 23:00:00 GMT</p> <![CDATA[TRATON GROUP launches Green Finance Framework to finance and refinance battery-electric commercial vehicles With the Green Finance Framework, TRATON enables capital providers to join the transformation journey of the commercial vehicle industry, supporting the shift towards a more sustainable and electrified future S&P Global Ratings provides an independent Second Party Opinion on the Framework assessing it as “Dark Green”, the highest possible rating Munich, October 28, 2025 – TRATON successfully launched its first group-wide Green Finance Framework to accelerate financings and refinancings of battery-electric commercial vehicles (BEV) throughout the entire value chain. “TRATON is committed to driving the transformation of commercial transport through sustainable innovation. With our Green Finance Framework, we align our financing strategy with global climate goals and offer investors a transparent, forward-looking platform to support the transition to battery-electric mobility,” said Christian Levin, CEO of the TRATON GROUP. The Green Finance Framework enables capital providers to shift forward TRATON’s investments into battery-electric mobility through a broad range of green financing instruments, including Green Bonds, Loans, Schuldscheine, and Asset-Backed Securities. The Framework is compliant with the latest international standards and ensures that proceeds are exclusively allocated to BEV-related eligible green projects. Thus, within the green project category of “Clean Transportation” defined by the International Capital Market Association (ICMA), TRATON defined the following four sub-categories: Research & Development, Manufacturing, Financial Services as well as Charging Infrastructure for battery-electric commercial vehicles. A Green Finance Committee, well embedded in the existing governance structure of the TRATON GROUP, is responsible to evaluate, select, and monitor eligible investments. TRATON will ensure the necessary transparency with an annual report on the use of proceeds and their impact. For more information, please visit: www.traton.com/en/sustainability Contact Sacha Klingner Head of External Communications T +49 170 2250016 sacha.klingner@traton.com Matthias Karpstein Business Media Relations T +49 172 3603071 matthias.karpstein@traton.com TRATON SE Hanauer Str. 26 / 80992 Munich / Germany www.traton.com With its brands Scania, MAN, International, and Volkswagen Truck & Bus, TRATON SE is the parent and holding company of the TRATON GROUP and one of the world’s leading commercial vehicle manufacturers. The Group’s product portfolio comprises trucks, buses, and light-duty commercial vehicles. “Transforming Transportation Together. For a sustainable world.”: this intention underlines the Company’s ambition to have a lasting and sustainable impact on the commercial vehicle business and on the Group’s commercial growth.]]> </article> <article> <h1>The key forces behind TRATON’s safety philosophy</h1> <p>Sun, 19 Oct 2025 22:00:00 GMT</p> <![CDATA[The key forces behind TRATON’s safety philosophy Commercial vehicle safety is undergoing a profound transformation. Historically centered on crash survival and passive safety regulations, the focus has now shifted toward proactive prevention, supported by advanced technologies and specialized services that address every stage of vehicle design, production, and operation. At the same time, TRATON GROUP remains uncompromising in its commitment to passive safety, striving to perform well beyond legislative requirements, which are often too low to significantly impact real-world accidents. True progress in reducing casualties comes from achievements in both active and passive safety, working together to protect drivers, passengers, and all road users. In line with TRATON’s core purpose of “Transforming transportation together. For a sustainable world”, TRATON’s brands Scania, MAN, International, and Volkswagen Truck & Bus are increasingly aligned in embedding safety across their organizational cultures and processes. Impact on people With 1.19 million lives lost globally every year (2023) due to road traffic crashes, the human cost of road accidents makes safety a major issue. The most recent year for which comparable EU-wide data is available shows that in 2022, heavy-goods vehicles were involved in nearly 14% of all road fatalities in the EU-27, down from 16% in 2016. This reflects gains from holistic improvements in road and vehicle safety, underpinned by better technology. While progress is evident, the disproportionate impact of HGV-related fatalities underscores the need for continued advances in safety-focused design. Active safety systems, such as speed sensors, warning systems, and automatic emergency braking, help prevent accidents before they occur, while passive systems, including airbags, work to minimize harm if a collision does happen. Every improvement represents a step toward saving lives, and TRATON and its brands now regard safety as both a core design principle and a key measure of success in product development. Driving smarter, safer innovation through modularization Modularization is at the heart of TRATON’s strategy to deliver safety more efficiently and effectively across its brands. Central to this is the TRATON Modular System (TMS), a Group-wide development framework that provides common components and systems for identical needs between customers of different brands or markets. By structuring safety innovations into interchangeable modules, TRATON can focus engineering efforts where they are most needed. Previously, brands worked independently, often tackling the same challenges in isolation. A unified approach identifies shared safety challenges, enabling teams to address different issues in parallel and achieve faster progress. Access to global data also allows engineers to tailor components to specific conditions, for example, drawing on Scania’s experience in extreme Scandinavian winters to configure a solution for an International customer in Alaska. Developing and validating components once, followed by scaling across brands, results in more robust and reliable outcomes. Regulation: enabling consistency, anticipating change TRATON views safety as a core responsibility, shaped by diverse and evolving regulatory demands. Compliance is non-negotiable, so regulatory foresight is integrated into the company’s safety strategy. To manage this complexity, TRATON monitors safety legislation across various markets, from cybersecurity laws in China to direct vision standards in Europe, utilizing detailed legal roadmaps to guide product planning. “With the TRATON Modular System, we can build flexible platforms that meet regional regulations, allowing us to apply safety functions like automatic emergency braking across markets”, according to Johan Berglund, a Strategic Product Planner at TRATON GROUP. Close collaboration between regulatory experts, product planners, system engineers, and certification specialists ensures this readiness. Autonomy: taking responsibility for the virtual driver As commercial vehicles become more intelligent and automated, safety extends also beyond mechanical systems and passive protection to include sensors, data, and software. (TRATON brands already have a lot of active safety functionalities in their vehicels. You can find out more in this article.) With higher automation, the responsibility shifts to TRATON and its suppliers to ensure system decision-making is safe, explainable, and verifiable. “With Level 4 autonomy, there is no driver backup. Every critical system needs a reliable backup. The vehicle must remain safe to operate, or transition into a safe state, even if part of the system fails,” emphasizes Stefan Riegl, Domain Head for Systems Engineering at TRATON GROUP R&D. This marks a shift in safety criteria, from physical crash tests and hardware reliability to the behavior of a virtual driver, tested and benchmarked against human capability. As vehicles grow more complex, systems engineering becomes central to developing safety systems for increasingly autonomous vehicles. Optimizing safety through software As vehicles become increasingly software-defined, development cycles accelerate through connected systems, over-the-air updates, and real-world data. “Software-defined vehicles (SDVs) enable faster development, which opens up new opportunities for smart and seamless integration,” explains Stefan Riegl. To support SDVs effectively, a modular software architecture built on a solid foundation is essential. This way, we can ensure safety, security, and stability from the outset. This foundation must be intensively tested, as safety, security, and robustness are non-negotiable. TRATON’s products will be increasingly able to learn and improve constantly, with features like predictive maintenance, dynamic driver coaching, and real-time risk monitoring transforming safety from a static feature to a service that evolves beyond the factory gates. While this comes with its own set of challenges, it also brings significant benefits. “Without proper training and awareness, even the most advanced safety features can be ineffective”, stresses Jennie Edvardsson, Sustainable Transport Business Manager at Scania. Ongoing education and driver training are key to ensuring these technologies reach their full potential and contribute to safer roads. Embedding safety for the long term At TRATON, safety is a shared responsibility that is embedded throughout the organization. From software developers and engineers to compliance and service teams, a safety-first mindset underpins every stage of development and operation. By integrating this principle into every facet of its strategy, from modularization and regulatory foresight to software development and lifecycle management, TRATON is meeting today’s challenges while helping customers reduce accident rates and expensive insurance claims, and providing safer working conditions for drivers. The result is safer roads worldwide, contributing to the broader goal of reducing the millions of lives lost to traffic crashes each year. Voices of our safety experts Related articles]]> </article> <article> <h1>TRATON GROUP reports a decline in unit sales to 71,400 vehicles in the third quarter of 2025</h1> <p>Thu, 09 Oct 2025 22:00:00 GMT</p> <![CDATA[TRATON GROUP reports a decline in unit sales to 71,400 vehicles in the third quarter of 2025 Munich, October 10, 2025 – In a persistently weak and uncertain market environment, the TRATON GROUP’s unit sales declined by 16% year-over-year in the third quarter of 2025. Based on preliminary figures, a total of 71,400 vehicles were sold in the third quarter of 2025, down from 85,300 vehicles in the same quarter last year. In the first nine months of 2025, unit sales amounted to 224,500 vehicles, representing a decrease of 9%. Unit sales of the TRATON GROUP: Q3 2025 Q3 2024 Delta 9M 2025 9M 2024 Delta TRATON GROUP 71,400 85,300 –16% 224,500 245,400 –9% of which all-electric vehicles 820 530 55% 2,070 1,130 83% - Scania Vehicles & Services 21,500 21,800 –1% 68,400 74,100 –8% of which all-electric vehicles 160 80 99% 380 190 101% - MAN Truck & Bus 24,600 19,900 24% 71,700 69,200 4% of which all-electric vehicles 290 150 96% 1,090 380 184% - International Motors 13,400 31,500 –57% 48,000 66,800 –28% of which all-electric vehicles 360 290 26% 540 460 17% - Volkswagen Truck & Bus 11,900 12,400 –4% 36,700 35,700 3% of which all-electric vehicles 10 10 –43% 60 100 –42% Percentage changes are based on unrounded figures Scania Vehicles & Services recorded a 1% decrease in unit sales in the third quarter of 2025 compared to the previous year. In Europe, Scania benefitted from the high level of incoming orders of the past quarters. However, this was offset by decreasing unit sales in Brazil. The Brazilian market continues to be characterized by high dealer inventory levels, rising interest rates, and high inflation. This particularly affects Scania due to its focus on heavy-duty trucks. Overall unit sales for the first nine months of 2025 were down by 8%. MAN Truck & Bus increased its unit sales by 24% in Q3 2025. Despite the ongoing weakness of the European truck market, unit sales of MAN trucks increased year-on-year. In addition, a strong performance in buses and MAN TGE vans supported the total unit sales increase. For the first nine months of 2025, MAN unit sales were up 4% year-over-year. International Motors saw a 57% decrease in unit sales in the third quarter of 2025 compared to the exceptionally strong prior-year quarter, when a delivery backlog caused by a fire at the plant of a mirror supplier was resolved. The US truck market remains weak amidst tariff-related uncertainties and an ongoing freight recession, leading to continued caution among truck customers. For the first nine months of 2025, International’s unit sales declined by 28%. Volkswagen Truck & Bus (VWTB) recorded a 4% decrease in unit sales in the third quarter of 2025. The slowdown in the Brazilian market is now also having a greater impact on VWTB. However, the South American markets Argentina, Chile, Colombia, and Peru are showing positive trends. Due to a strong first quarter, VWTB slightly increased unit sales in the first nine months of the year by 3%. The TRATON GROUP will publish its 9M 2025 Interim Statement, which also includes more detailed information on unit sales, on October 29, 2025. It will be available here: https://ir.traton.com/en/publications/ Contact Sacha Klingner Head of External Communications T +49 170 2250016 sacha.klingner@traton.com Matthias Karpstein Business Media Relations T +49 172 3603071 matthias.karpstein@traton.com TRATON SE Hanauer Str. 26 / 80992 Munich / Germany www.traton.com With its brands Scania, MAN, International, and Volkswagen Truck & Bus, TRATON SE is the parent and holding company of the TRATON GROUP and one of the world’s leading commercial vehicle manufacturers. The Group’s product portfolio comprises trucks, buses, and light-duty commercial vehicles. “Transforming Transportation Together. For a sustainable world.”: this intention underlines the Company’s ambition to have a lasting and sustainable impact on the commercial vehicle business and on the Group’s commercial growth.]]> </article> <article> <h1>How TRATON’s modular system can boost circularity</h1> <p>Mon, 29 Sep 2025 22:00:00 GMT</p> <![CDATA[How TRATON’s modular system can boost circularity The TRATON Modular System (TMS) can boost circularity and reduce waste, helping to strengthen the Group’s sustainability efforts. In this article, the Group’s sustainability experts explain how. Historically, financial growth has often been linked to increased resource consumption. However, this connection can and must be broken through electrification and applying a circular mindset through the product lifecycle. To achieve this, TRATON is increasingly focused on adopting a circular approach. Modularity supports circularity Modularity creates great conditions for circularity. With fewer and standardized parts shared among all brands within the Group, we will work together to scale-up remanufacturing and other circular services. Since more parts of vehicles are reused, this way of working also has the potential to decrease use of raw material. In short, circularity means that a product is not discarded upon ceasing to function. Instead, it is designed and produced with the goal of being reused, repaired, refurbished, or recycled. This approach can also lead to reduced production waste. Circular design lays the foundation for circularity But modularity alone does not guarantee circularity. “For modularization to truly support circularity, products must be designed with circularity in mind, enabling remanufacturing and other circular services at scale. That’s why we introduced circular targets into the product development process and foster cross-brand collaboration to accelerate these efforts,” says Karol Gobczynski, Global Head of Climate & Circular at TRATON. Gobczynski says that in addition to circular design, it’s also necessary to have clearly defined business case for circularity for each project. Remanufacturing is the starting point Circularity is not merely an environmental concern but also an economic opportunity. By extending product lifespans, decreasing reliance on virgin raw materials, and improving resource efficiency, costs can be reduced. This also creates fertile ground for scaling up existing circular services like remanufacturing or refurbishing as well as new business models, such as in repurposing. Removing existing products, components or parts from their original context and creating new value, for example by giving them a different/new function. TRATON has identified remanufacturing as the optimal starting point. “We are aiming to scale up the most successful examples we have today, which is remanufacturing. We have a cross-brand task force working with this to scale up the revenues from remanufacturing and other circular services,” says Gobczynski. Customer benefits of circularity In addition to the mentioned environmental benefits and increased resource efficiency for the company, Gobczynski also sees significant advantages for the customers: “We can reduce the cost for the customer by providing refurbished and remanufactured components and parts. It is a profitable business for us, and we can put the customer first at the same time. We can lower the cost of the components when they are remanufactured and refurbished.” Less waste in production Besides making products and components more sustainable, adopting a circular approach will create the conditions for a reduced climate footprint from production and logistics. “TMS will make the production more efficient, and that will lead to less waste,” says Philipp Lassernig, who leads the Group Environment team, which works with all environmental topics connected to TRATON’s own operations. He continues: “For our own operations, TMS has the potential to lead to a lot of sustainability improvements. The production network will be more efficient, and therefore the footprint from production will be smaller. That also leads to more efficiency in the logistics streams. If a part can be sent from different factories, you can choose the closer one.” Looking ahead: What a circular future can look like for TRATON An ideal future where TMS is fully rolled out looks like this if Lassernig could dream: “In a dream scenario, we have exactly the production capacity we need and also use every machine with its full capacity. Also, we produce no waste because everything that is waste today is part of a circular system.” If we look beyond production, the ideal future scenario according to Karol Gobczynski would look like this: “Through TMS we are able to contribute to a more circular society where remanufacturing and other circular services drive innovation, enhance customer value and enable skills development. The TRATON brands are scaling up revenues and profitability through circular services by delivering innovative and high-quality solutions that extend lifetime and uptime, revenue and performance for all our customers, while driving a positive impact on people and planet. Seeing the potential ahead of us and how we are coming together across the brands gives me a lot of energy in everyday work.” A significant step toward these desired future scenarios is the ongoing rollout of TMS, which is advancing daily. The transition to circular production is crucial for achieving a sustainable future, and TRATON is fully committed to its implementation. Circularity initiatives at the TRATON brands Related articles]]> </article> <article> <h1>Karl Bernqvist new Chief Purchasing Officer at TRATON</h1> <p>Mon, 22 Sep 2025 22:00:00 GMT</p> <![CDATA[Karl Bernqvist new Chief Purchasing Officer at TRATON Karl Bernqvist will take over the position as Chief Purchasing Officer at TRATON SE and member of the Executive Board of MAN Truck & Bus SE responsible for procurement Former CPO Murat Aksel will leave the Board of Management at MAN Truck & Bus SE and Truck Board of TRATON SE as of October 31, 2025 Munich, September 23, 2025 – Karl Bernqvist (50) will take over the position as Chief Purchasing Officer at TRATON and member of the Executive Board of MAN Truck & Bus SE responsible for procurement. He will succeed Murat Aksel, who, due to different views on the future strategic direction of the company, mutually agreed with the Supervisory Board of MAN Truck and Bus SE and the Board of Management of TRATON SE to end his position as of October 31, 2025. Christian Levin, CEO of the TRATON GROUP and Chairman of the Supervisory Board of MAN Truck & Bus SE: “We are delighted to welcome Karl Bernqvist, a proven expert in the commercial vehicle business and the various entities of the TRATON GROUP, to our Truck Board. With his experience in different brands, regions and cultures, he will make an important contribution to TRATON’s transformation and help to further expand our group-wide supply chains. I would also like to thank Murat Aksel, who has been instrumental to the turnaround of MAN Truck & Bus and the transformation of the TRATON GROUP. We wish him all the best for the future.” Alexander Vlaskamp, Chairman of the Executive Board of MAN Truck & Bus SE: “We welcome back Karl Bernqvist at MAN who brings many years of experience in procurement – within Volkswagen, TRATON and several other brands within our group. We will benefit from this broad foundation in the challenging times of strained supply chains. At the same time, I am grateful for Murat’s collaboration during the past years. He joined MAN Truck & Bus in difficult times and has made a significant contribution to MAN’s improved financial performance with establishing competitive and resilient supply chains. I wish Murat Aksel all the best and every success for his future career.” For Karl Bernqvist, this step marks a return to his professional roots. Since 2020 Bernqvist has been responsible for the Procurement division as a member of the Brand Board at Volkswagen Commercial Vehicles (VWN) in Hanover. Previously, he spent three years as Managing Director at Global Truck & Bus Procurement in the USA, a joint venture between TRATON and Navistar; now called International Motors and part of the TRATON GROUP. Previous experiences include heading Purchasing “New Projects” at MAN Truck & Bus in Munich (Germany) and various purchasing positions in Scania CV AB in Södertälje (Sweden) and Sao Paulo (Brazil). Back in 2001, he started his professional career at Scania as a management trainee. Contact Sacha Klingner Head of External Communications T +49 170 2250016 sacha.klingner@traton.com Matthias Karpstein Business Media Relations T +49 172 3603071 matthias.karpstein@traton.com TRATON SE Hanauer Str. 26 / 80992 Munich / Germany www.traton.com With its brands Scania, MAN, International, and Volkswagen Truck & Bus, TRATON SE is the parent and holding company of the TRATON GROUP and one of the world’s leading commercial vehicle manufacturers. The Group’s product portfolio comprises trucks, buses, and light-duty commercial vehicles. “Transforming Transportation Together. For a sustainable world.”: this intention underlines the Company’s ambition to have a lasting and sustainable impact on the commercial vehicle business and on the Group’s commercial growth.]]> </article> <article> <h1>Standardizing connected vehicle data for future innovation</h1> <p>Wed, 27 Aug 2025 22:00:00 GMT</p> <![CDATA[Standardizing connected vehicle data for future innovation Around the world, 1.15 million connected vehicles from TRATON are currently in operation. The data from these vehicles is already helping the group’s brands develop both new products and services. To further leverage this data’s potential, TRATON is implementing a standardized and modular approach across the group. A modern truck continuously collects data about its location, driving behavior, and the functionality of all its components, among other things. The trucks are connected to cloud services, enabling data to be delivered to the customer quickly and seamlessly in real-time. Transportation companies can operate in a data-driven manner, optimizing both their efficiency and safety. This data has been utilized by TRATON’s brands for several years, both to support their service offerings and in the development of new components. “We primarily use connectivity to understand how our products behave in operation and to support repair and maintenance processes with insights and information. Connectivity also enables a wide range of digital services that support customers, drivers, and partners within the transportation ecosystem,” says Jonas Jepson, Portfolio Manager Digital Services at TRATON. Standardization for deeper insights The vast amount of data collected from 1.15 million connected vehicles is, of course, a valuable asset for the TRATON brands – but it has the potential to become even more valuable. Once a standardized way of working is implemented it will function as a modular system for connectivity, and the aggregated data can be utilized by the entire group. More data equates to better data, according to Jepson: “For example, if you make only two observations, you can’t be certain the data reflects accurate facts. However, with a thousand observations, the reliability increases significantly. With data from a larger sample, you get better facts,” Jepson explains. With data from a larger sample, you get better facts. He elaborates: “Gathering feedback from a wider global perspective allows for a better understanding of regional variations. For example, a truck that transports sugarcane in South America will age differently than a truck that operates in extreme cold.” Global data for global improvement Work is underway to establish a standard for all TRATON vehicles. “In Europe, we follow standards that we are in the process of transferring to China and later North America,” Jepson says. When the group can work with global data, the ability to produce better components is further enhanced, ultimately leading to even more competitive products. The insights gained from the collected data become valuable in developing standardized and modular parts. “When we develop a new component, it must be better than the previous one. This improvement is only possible if you know how good the previous one was. You need to know things like when it breaks down and how it breaks down, for example. This experience gathering is crucial to producing better components,” says Jepson. Leading the way in future transport solutions TRATON's deep knowledge of today’s transportation landscape allows the group to confidently guide customers toward tomorrow’s transport solutions, such as electric vehicles. “We excel at developing tools that help customers make the leap from internal combustion engine vehicles to electric vehicles. With data as support, we can see when and how it would be profitable to switch to electric vehicles, the cost of charging, and we have tools to find charging stations, among other things. In new technology areas where customers are inexperienced, we are good at offering expertise and support. And all of this is made possible by using our data,” says Jepson. As Jepson looks ahead, his vision is as follows: “We aim to create faster feedback loops, better support systems, with the right information at the right time, for all parties in the ecosystem.” How connected vehicles work The vehicles are equipped with sensors and systems that collect information. Different sensors gather data providing status on the engine, brakes, transmission, tire pressure, fuel consumption, and much more. GPS allows for monitoring the vehicle's position. For example, it enables drivers to receive information on regulations for different areas through geofencing technology as well as generating a driving history. The telematics system collects all data and transmits it to the cloud, making the data available in real-time for all interested stakeholders. The benefits for the customer include the timely detection of service needs and the ability for fleet managers to monitor both their trucks and driver behavior. For manufacturers, this data provides in-depth knowledge about the vehicles that can be incorporated into development work. Did you know? In 2011, Scania became the first truck manufacturer to introduce connectivity as a standard feature in all trucks. Three Ways TRATON Brands Leverage Vehicle Data Going electric with the help of data-based analyses Vehicle data is useful not only for keeping trucks running and monitoring driver behavior, but also for lowering transportation companies’ climate impact. One example of this is the work Scania did together with the Swedish company Axel Johnson. Scania conducted data-based analyses that showed how Axel Johnson’s transportation flows could be electrified with the greatest possible efficiency. With connectivity and data, Scania secured an optimised transport system with many possibilities, such as digital locks and night-time deliveries. Accelerating development of autonomous truck by sharing data The development of autonomous trucks requires a lot of training data, which is used by the algorithms to learn how to steer trucks safely. In 2025, MAN became the first truck manufacturer to publish sensor and driving data from the development of autonomous driving for research purposes. With the data, the developer community can now create better algorithms for highly automated driving. Data-driven preventive maintenance enhances uptime Like all TRATON brands, International has utilized vehicle data to develop smart digital services for its customers. A prime example is the International 360 platform, which offers owners and fleet managers data-driven preventive maintenance alerts and up to date status on vehicles in service. One of the many customers who has appreciated this service is Koch Trucking. “International know exactly what we need so that we are able to customize our technology and the information we need as a company,” said Todd Wright, Director of Maintenance at Koch Trucking.]]> </article> </main></body></html>