RSS Feed TRATON SE</h1> <article> <h1>TRATON GROUP increases unit sales, sales revenue, and adjusted operating result in the first nine months of 2026</h1> <p>Tue, 27 Oct 2026 23:00:00 GMT</p> <content:encoded><![CDATA[TRATON GROUP increases unit sales, sales revenue, and adjusted operating result in the first nine months of 2026 Incoming orders up by 25% to 253,100 vehicles in the first nine months of 2026 Unit sales of 230,400 vehicles, 3% above the prior-year period Group sales revenue at €33.3 billion, up 3% year-over-year Operating result (adjusted) at €2.3 billion, up 13% year-over-year Operating return on sales (adjusted) at 6.9%, up from 6.3% in the prior-year period Munich, October 28, 2026 – Following a slow start to the year, the TRATON GROUP increased unit sales, sales revenue, and adjusted operating result in the first nine months of 2026. Sales revenue rose by 3% year-over-year to €33.3 billion (9M 2025: €32.3 billion). Higher vehicle sales and growth in the Vehicle Services business had a positive impact. The Vehicle Services business grew by 4% year-over-year, while TRATON Financial Services increased its sales revenue by 19%, driven by further portfolio growth. Adjusted operating result increased by 13% to €2.3 billion (9M 2025: €2.0 billion), mainly driven by higher earnings contributions from the Vehicle Services business and TRATON Financial Services as well as favorable volume, pricing, and product mix effects. Higher tariff and raw material costs had an offsetting effect. The Group’s adjusted operating return on sales improved by 0.6 percentage points to 6.9% (9M 2025: 6.3%). Incoming orders increased by 25% to 253,100 vehicles (9M 2025: 202,100 vehicles), with incoming orders for trucks up 28%. In Europe (EU27+3), incoming orders for trucks grew by 7% year-over-year. In Germany, incoming orders for trucks declined by 3% in the first nine months year-over-year, but increased by 9% in the third quarter. In North America, incoming orders for trucks increased by 105% in the first nine months of 2026, with demand for heavy-duty trucks (Class 8) improving significantly. In South America, incoming orders for trucks grew by 18%, mainly driven by Brazil’s government-subsidized “Move Brasil” loan program. However, order momentum softened in the third quarter after the funds from the program’s second tranche had been fully utilized. In the Asia-Pacific region, incoming orders for trucks rose by 55%, supported by Scania’s launch of the NEXT ERA product line tailored to China’s long-haul truck market. Demand for buses also increased significantly across the Group, with incoming orders up 11%. Overall, continued strong incoming orders reflect a clear recovery in demand across key markets, giving the TRATON GROUP good momentum heading into the fourth quarter. As previously reported, TRATON GROUP unit sales totaled 230,400 vehicles (9M 2025: 224,500 vehicles) in the first nine months of 2026, 3% above the prior-year period. All-electric vehicles continued to gain momentum, with unit sales reaching 1,389 all-electric trucks (9M 2025: 646) and 1,283 all-electric buses (9M 2025: 1,387). Incoming orders exceeded unit sales, resulting in a book-to-bill ratio of 1.1 (9M 2025: 0.9). This supports the ongoing recovery of the truck cycle. Profitability by TRATON GROUP brand Scania Vehicles & Services improved its adjusted operating return on sales by 1.0 percentage points to 11.6% (9M 2025: 10.6%) in the first nine months of 2026. MAN Truck & Bus increased its adjusted operating return on sales to 6.2% (9M 2025: 5.6%) in the first nine months of 2026. At International Motors, adjusted operating return on sales increased slightly to 1.7% in the first nine months of 2026, compared with 1.6% in the prior-year period. Volkswagen Truck & Bus (VWTB) reported an adjusted operating return on sales of 10.4% (9M 2025: 12.4%) in the first nine months of 2026, down 2.0 percentage points. Christian Levin, CEO of the TRATON GROUP: “Our business momentum accelerated significantly in the third quarter of 2026. At the same time, we continue to broaden our offering of vehicles and beyond: Scania Dynamic improves energy efficiency and enhances the driver environment. MAN is investing in its European sales and service network, while International’s Fleetrite.com gives customers digital access to its entire parts portfolio. These initiatives create additional value for our customers and strengthen our profitable service business. We are also making progress in the transition to battery-electric vehicles. At IAA Transportation, MAN and Scania presented their latest battery-electric trucks with ranges of up to 720 kilometers. In the first nine months, battery-electric vehicle sales increased by 30%, while incoming orders grew by 50%. However, the current level of unit sales is still not sufficient to meet the EU’s CO₂ targets. We have invested billions in the transition to battery-electric vehicles and now offer a broad product portfolio covering a wide range of transport applications. Through our Milence joint venture with other commercial vehicle manufacturers, we are also helping expand the charging infrastructure. Nevertheless, we still face potential fines running into millions of euros. The enabling conditions must catch up now.” Dr. Michael Jackstein, CFO and CHRO of the TRATON GROUP: “The TRATON GROUP increased sales revenue by 3% in the first nine months, while the adjusted operating result grew by as much as 13%. Our service business remains a key pillar of our performance, which is why our brands are taking targeted steps to expand their service offerings. The same applies to TRATON Financial Services, which is equally important for our Group’s profitability and for our customers’ transition to battery-electric vehicles. We expect the positive business momentum to continue in the fourth quarter. Strong incoming orders from previous quarters are now converting into unit sales. In North America in particular, we expect the market to gain further momentum towards year-end. We are therefore confirming our full-year outlook. For unit sales and sales revenue growth in 2026, we continue to expect a range of 0 to +7%. We expect an adjusted operating return on sales for the Group between 6.3 and 7.3%, and between 7.1 and 8.1% for TRATON Operations. In line with the usual seasonal pattern, we also expect a stronger net cash flow for TRATON Operations in the fourth quarter.” The forecast continues to be contingent on future geopolitical developments, especially the effects of US tariff policy and the war in Iran. The TRATON GROUP’s financial key performance indicators: 9M 2026 9M 2025 Change TRATON GROUP Incoming orders 253,147 202,111 25% of which trucks 206,861 161,817 28% of which buses 22,016 19,779 11% of which MAN TGE vans 24,270 20,515 18% Unit sales 230,436 224,515 3% of which trucks 182,815 176,237 4% of which buses 24,211 25,551 ‒5% of which MAN TGE vans 23,410 22,727 3% Sales revenue (€ million) 33,322 32,322 3% Operating result (€ million) 1,725 1,723 2 Operating result (adjusted) (€ million) 2,311 2,039 272 Operating return on sales (adjusted) (in %) 6.9 6.3 0.6 pp 9M 2026 9M 2025 Change TRATON Operations Sales revenue (€ million) 31,939 31,186 2% Operating result (€ million) 1,936 2,005 ‒69 Operating result (adjusted) (€ million) 2,522 2,321 201 Operating return on sales (adjusted) (in %) 7.9 7.4 0.5 pp Net cash flow (€ million) 35 28 7 TRATON Financial Services Sales revenue (€ million) 1,907 1,597 19% Operating result (€ million) 181 144 37 Operating result (adjusted) (€ million) 181 144 37 Return on equity (in %) 10.0 9.1 0.9 pp Webcast for the press and analysts A webcast on the TRATON GROUP’s results for the first nine months of 2026 will take place on October 28 at 10:00 a.m. CET with the TRATON GROUP’s CEO Christian Levin and its CFO and CHRO Dr. Michael Jackstein. The webcast will be held in English. The presentation will be followed by a Q&A for analysts and, subsequently, a Q&A session for journalists. The webcast will be streamed here: https://ir.traton.com/en/financial-dates-events A recorded version 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>Megawatt charging for electric trucks: How MCS makes the most of the 45-minute break</h1> <p>Mon, 26 Oct 2026 23:00:00 GMT</p> <![CDATA[Megawatt charging for electric trucks: How MCS makes the most of the 45-minute break Battery-electric trucks are here, and they are proving themselves in daily operation. What still holds back electric long-haul transport is charging on the road. Whether the transition to electric succeeds depends, among other things, on one question: can a truck charge during the driver’s legally required 45-minute break? After four and a half hours behind the wheel, truck drivers in the EU are required to take a 45-minute break. What sounds like a footnote in labor law is in fact the benchmark for every charging technology in long-haul transport: can the battery take on enough energy within those 45 minutes for the truck to get back on the road as soon as the driver’s break is over? If not, the vehicle sits idle longer than necessary. Day after day, trip after trip. Fast charging is the answer to that question. The Megawatt Charging System (MCS) was developed specifically for heavy commercial vehicles and delivers significantly more power than a typical car charging station. This allows a heavy truck to reach a state of charge of around 80% within the 45-minute break. With conventional charging technology, the same process takes about 90 minutes – twice as long as the driver’s legally required break. For fleet operators, this is the decisive difference: what matters is not only the price per kilowatt-hour but also the time spent at the charging point. Conventional charging, using the Combined Charging System (CCS), adds another 45 minutes of non-productive vehicle time. Over a vehicle’s lifetime, that lost operating time can add up considerably. Missing charging infrastructure is slowing the uptake of electric trucks This changes the equation. For years, the debate about electric trucks centered mainly around range. In long-haul transport, range is no longer the decisive factor, because a modern electric truck can carry enough energy in its battery to cover a full day of operation with one charging session. The question today is not how far a truck can drive, but how long it has to stop. However, Europe’s major long-haul corridors still lack fast charging sites capable of delivering 750 kW or more. The first public megawatt charging points went into operation in 2025, and several thousand will be needed by 2030. This gap in the infrastructure is noticeably slowing the ramp-up of electric transport. Haulage companies look closely at the economics, and they will not order electric trucks if the charging stops at the service areas take too long. Besides the higher power, fast charging technology offers another advantage that improves the economics: communication between the vehicle and the charging point no longer relies on a single control line, but on a far more robust, well-proven Ethernet connection. This can reduce the number of failed charging sessions – and, in turn, the time a truck spends at the service area. “A charging session that fails is costly to our customers. That is why reliability mattered to us just as much as charging speed,” says Jorge Soria Galvarro, Senior Technical Adviser for Charging Enablement at TRATON R&D. Faster charging can also make infrastructure more economical Does higher charging power mean higher costs? Not necessarily. For charging infrastructure, the opposite can be true. A small number of fast charging points can serve as many trucks as a large number of slow ones, while requiring less land, less hardware and without placing additional load on the power grid. As a result, charging sites that would never have paid off with slower technology can become economically viable – particularly along Europe’s major long-haul routes. For fleets, this is the real lever. The stronger the business case for a charging site, the sooner it gets built – and the sooner electric trucks will find MCS charging points along their routes where they can charge at an affordable price. The economics of the charging site are therefore directly linked to the economics of the truck. And the effect grows over time: the more electric trucks are on the road, the better charging sites are utilized – and the lower the cost per kilowatt-hour can become. “MCS charging makes a viable business case for fleet operators and charge point operators, essentially lowering transport costs for shippers,” says Benjamin Vieth, Strategy Manager for TRATON Charging Technologies. “The build-out of MCS infrastructure will determine how quickly these benefits can be realized.” TRATON is driving the expansion of charging infrastructure Since April 2026, the TRATON GROUP brands have been accepting orders for electric trucks for long-haul transport, and demand is strong. The technology is here – both from a vehicle and infrastructure perspective. How fast the charging network grows now decides how quickly electric long-haul transport gets going. TRATON is therefore helping drive the expansion of charging infrastructure – together with charge point operators and service providers such as Milence and Hubject. Common standards are added on top of that. An electric truck should be able to charge at any station, no matter who operates it. Only then will many individual charging networks become one network that fleets can rely on. Europe’s first public megawatt charging points went into operation in 2025, with Germany’s first opening in September on the A2 autobahn. Several thousand megawatt charging points will be needed in the EU by 2030. The years between now and then are the real challenge: the vehicles can be ordered, and the charging technology is available – what is still missing is an MCS network with charging sites built for heavy trucks. For trucking companies, the availability of charging points along their routes remains one of the main obstacles to making the switch. The break is not going to change: it remains 45 minutes. How quickly electric trucks will be adopted in long-haul transport will depend in part on how effectively that time can be used. Making that happen is not something vehicle manufacturers can do alone. It will take everyone involved in building and operating the charging network. Related Articles]]> </article> <article> <h1>Magnus Öhlén to become TRATON GROUP’s Head of Group Treasury in 2027</h1> <p>Sun, 18 Oct 2026 22:00:00 GMT</p> <content:encoded><![CDATA[Magnus Öhlén to become TRATON GROUP’s Head of Group Treasury in 2027 Munich, October 19, 2026 – Magnus Öhlén has been appointed TRATON GROUP’s Head of Group Treasury, effective January 1, 2027. He will join Group Treasury from Scania, where he has started in the year 2000 as Management Trainee. Magnus Öhlén has held several leadership positions and made significant contributions to Scania’s financial management and treasury activities. “I am very pleased to welcome such an experienced and passionate treasurer to our TRATON Group function. With the strong expertise, leadership, and commitment he has demonstrated throughout his career, I am convinced that Magnus is exceptionally well equipped to lead Group Treasury and shape its future. I very much look forward to working with him,” highlights Dr. Michael Jackstein, CFO and CHRO of the TRATON GROUP. Magnus Öhlén will succeed Börje Wigfeldt, who has decided to retire effective October 31, 2026, after many years of dedicated service for TRATON. “I would like to express our sincere gratitude to Börje for his significant contributions to both Scania and TRATON, his professionalism, and his longstanding commitment throughout his career. All the best, good health, and fulfillment in his retirement,” says Dr. Michael Jackstein. To ensure a smooth transition, Wolfgang Herberger, in addition to his current role as Head of Treasury Munich, will assume the responsibilities of Head of Group Treasury on an interim basis during the months of November and December 2026. 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>From Europe to China: new roles, shared perspectives</h1> <p>Thu, 15 Oct 2026 22:00:00 GMT</p> <content:encoded><![CDATA[From Europe to China: new roles, shared perspectives Jennie, you’re moving from your current role at TRATON to become Chief of Staff for Scania Group China. How do you see your experience in Public Affairs translating into this new role? Jennie: Public Affairs has always been much broader than influencing and following legislation. At its best, it is about understanding how politics, business and society interact – and translating that understanding into better decisions. That experience will be very relevant in my new role. I am used to navigating complex stakeholder environments, identifying both opportunities and risks, building trust across different perspectives, and connecting external developments to business priorities. At the same time, I see this as an opportunity to learn. I have spent much of my career at the intersection of business, politics, and societal transformation. Now I want to understand the business even more deeply from the inside. Moises, you’ll be taking over the role as Head of Group Public Affairs. What experience and perspectives are you bringing with you? Moises: Coming to TRATON feels more like coming home than beginning something new. I started my career at Volkswagen Truck & Bus in Brazil and spent nearly four years there working in international government relations. I later worked as Head of the Brussels office for MAN Truck & Bus for five years, where I also collaborated closely with Scania. This means I am not starting from zero when it comes to building relationships and understanding the company, its culture and history. I feel a real personal connection to TRATON and its brands and I look forward to being part of the further development of our Group. Beyond my personal connection to the company, I also bring several years of experience dealing with the issues that will occupy my time at TRATON. The automotive sector has been a passion of mine since I was a kid, and I have also tackled it from an academic perspective, having taught university courses and published articles on regulatory integration for the automotive sector in Europe and Latin America. Finally, I consider myself a true global citizen, having lived for extended periods in Brazil, Argentina, England, the United States, Belgium and France. This allows me to better understand different people, holding distinct points of view and coming from different backgrounds. I believe this is essential when dealing in Public Affairs at the global level and also being part of a Group with a true global presence. Moises, as you step into the role… What do you see as the most important Public Affairs challenges and opportunities for TRATON in the coming years and which topics do you expect to become increasingly important? Moises: The world is facing a number of destabilizing challenges all at once, including wars, climate threats, trade disputes and the oil crisis, all of which affect political and economic decisions. This makes strategic choices harder for companies like TRATON but also for governments around the world. The challenge becomes focusing on what matters most and being able to stick to it. TRATON has a clear strategy both for the short and long terms. That strategy, however, depends on possible global scenarios that can be heavily impacted by the current political context. This puts a lot of pressure on Public Affairs to help TRATON realize its vision despite potential roadblocks emanating from this convoluted global conjuncture. Europe and China are both pushing the transformation of the transport industry, but in quite different political and market environments. Where do you see the most important differences in how that transformation is happening? Jennie: The most important difference is probably the combination of speed, scale and coordination. In China, the transformation is taking place in a very large and highly competitive market, with strong industrial policy, significant investment in infrastructure and a very dynamic technology ecosystem. New solutions can move quickly from development to large-scale deployment. In Europe, the transition is also ambitious, but it takes place across 27 member states, individual policy and incentive systems and national energy markets. This makes coordination more complex. The two regions also have different starting points. China has a very strong domestic supply chain for batteries, electric vehicles and related technologies. Europe has deep expertise in premium commercial vehicles, safety, engineering, fleet operations and cross-border logistics. Moises: I agree, China establishes a goal and allocates huge amounts of resources to executing those. In Europe we lose too much time and resources along the way. To accelerate the transformation in Europe, we need to find a new way of working together among European nations and industry. Ironically, the pressure from China is actually helping Europe do exactly that. Electrification is a major part of that transformation. How do the conditions for accelerating the shift to electric transport differ between Europe and China, and are there things the two regions could learn from each other? Jennie: First of all, the speed. The shift is moving faster in China as China combines its five-year plans with strong policy support. They have built a large domestic battery and vehicle industry, rapidly developing charging and battery-swapping infrastructure, and have an intense competition between manufacturers. Europe has strong technology and ambitious climate targets, but the business case remains more difficult in many heavy-duty applications. Operators face higher upfront costs, fragmented infrastructure, different national systems and uncertainty about how quickly charging networks and grid capacity will develop. China can offer Europe valuable lessons in speed, scale, battery ecosystems, digital integration and the deployment of solutions. Europe can contribute important lessons in safety, vehicle quality, lifecycle thinking, complex fleet operations and the need for a stable, technology-neutral regulatory framework. The key lesson for both regions is that electrification is not only about the vehicle. It is about the entire system: energy, infrastructure, financing, residual values, logistics planning and the customer’s business case. Moises: One key difference is the fact that China has all of the pieces of the puzzle for a successful electrification strategy, and they have been developing that for many years. This means they have much more flexibility regarding the supply chain and key technologies, coupled with a huge internal market able to absorb their production based on public policies that push for exactly that. In Europe we may have state-of-the-art technology and manufacturing, but the supply chain and public policies are not always in our favor. If we could achieve an alignment, we could be much more competitive. This is exactly the kind of conversations we are having with public officials and other stakeholders to help us get there. Where do you expect overlaps in your future collaboration? Jennie: There will be considerable overlap on the fundamental issues: accelerating the transition to a transport system ensuring that climate targets are matched by the necessary enabling conditions; supporting open and fair competition; strengthening infrastructure and energy systems; protecting the competitiveness of the commercial vehicle industry; and creating predictable regulatory and investment conditions. The exact policy positions may differ depending on the market, but the underlying objective is often the same: to make future transport commercially viable and scalable. And where will you face different perspectives from Europe and China? Jennie: The differences will probably be most visible in the pace of the transition, the role of industrial policy, approaches to market access and local production, and the preferred regulatory instruments. We may also see different perspectives on access to data, digital ecosystems, supply-chain resilience, technology standards and the balance between global alignment and local autonomy. Moises: Different perspectives should not be feared. As long as there is a will to work together, there will be opportunities for collaboration. Europe and China are different markets, but they are also part of the same global transformation of transport. Therefore, I prefer not to dwell on the fact that there may be differences. That is part of life. I love to find ways of converging in those differences toward a better outcome for both. That is what I focus my work on. Related Articles]]> </article> <article> <h1>TRATON GROUP increases third quarter 2026 unit sales by 10% to 78,900 vehicles driven by strong US business</h1> <p>Sun, 11 Oct 2026 22:00:00 GMT</p> <content:encoded><![CDATA[TRATON GROUP increases third quarter 2026 unit sales by 10% to 78,900 vehicles driven by strong US business Munich, October 12, 2026 – The TRATON GROUP increased its total unit sales by 10% year-over-year to 78,900 vehicles in the third quarter of 2026, based on preliminary figures. This increase was primarily driven by significantly stronger customer demand in the US and marks a further acceleration in TRATON GROUP’s sales momentum, following a slow start to the year and a 4% growth in the second quarter of 2026. As a result, cumulative unit sales for the first nine months of 2026 reached 230,400 vehicles, 3% above the prior-year level. TRATON GROUP unit sales: Q3 2026 Q3 2025 Delta 9M 2026 9M 2025 Delta TRATON GROUP 78,900 71,400 10% 230,400 224,500 3% of which all-electric vehicles 770 820 ‒6% 2,670 2,070 29% - Scania Vehicles & Services 22,100 21,500 3% 69,300 68,400 1% of which all-electric vehicles 250 160 55% 640 380 69% - MAN Truck & Bus 24,500 24,600 ‒1% 75,400 71,700 5% of which all-electric vehicles 380 290 32% 1,480 1,090 36% - International Motors 19,900 13,400 48% 49,400 48,000 3% of which all-electric vehicles 100 360 ‒72% 490 540 ‒8% - Volkswagen Truck & Bus 12,500 11,900 5% 36,300 36,700 ‒1% of which all-electric vehicles 40 10 375% 60 60 7% Percentage changes are based on unrounded figures Scania Vehicles & Services increased its unit sales by 3% in the third quarter of 2026. The main drivers were the ramp-up of production at the new plant in Rugao, China, and the government-supported “Move Brasil” loan program in Brazil. In the first nine months of 2026, unit sales were 1% above the prior-year period. MAN Truck & Bus recorded a slight decrease of 1% in unit sales in the third quarter of 2026. The truck business developed positively, while the bus and van business declined. In the first nine months of 2026, MAN’s unit sales were 5% above the prior-year period. International Motors recorded a very strong 48% increase in unit sales year-over-year in the third quarter of 2026, thereby more than offsetting the decline recorded in the first half of 2026. The US market has recently seen a strong recovery in customer demand. International’s unit sales for the first nine months of 2026 were thus 3% above the prior-year level. Volkswagen Truck & Bus (VWTB) recorded a 5% increase in unit sales in the third quarter of 2026. Here, too, the government-supported loan program in Brazil had a positive impact. In the first nine months of 2026, VWTB recorded a 1% decline in unit sales due to the weak first quarter. The TRATON GROUP will publish its 9M 2026 Interim Statement on October 28, 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>Volkswagen Truck & Bus’s CTO Rodrigo Chaves on why the road to lower emissions starts with the energy around us</h1> <p>Sun, 27 Sep 2026 22:00:00 GMT</p> <![CDATA[Volkswagen Truck & Bus’s CTO Rodrigo Chaves on why the road to lower emissions starts with the energy around us At TRATON, working towards more sustainable transport is our shared purpose. Impact Lines reveals how TRATON’s people bring this purpose to life – across every brand, every system and every line of work. Reducing the CO₂ footprint of transport isn't about finding one perfect global technology. It's about matching the right solution to each market's energy reality. That is how Rodrigo Chaves, CTO R&D and Board Member at Volkswagen Truck & Bus (VWTB), approaches the shift to lower emissions. From a career that began at the Brazilian Navy Research Institute to leading powertrain development across TRATON in Sweden, Chaves has spent nearly three decades turning technology into real-world impact. Today, drawing on Latin America's deep experience with biofuels and its growing electric fleets, he is helping shape a pragmatic, energy-matrix-led path to CO₂ reduction – one where biofuels, electrification, and hybrid solutions each play their part. What drew you into Research & Development (R&D), and how has that motivation evolved? I started at the Brazilian Navy Research Institute, working with what we then called AI technology: control and automation systems for submarines. When I joined Volkswagen in 1997, it was a big challenge – the company was restarting its plants after the end of its joint venture with Ford, and we had to rebuild everything. Over the years I worked through many areas – project management, R&D. Working in the transportation sector means we can influence how people live and promote better social development. My leadership motivation grew very much in the idea of purpose – empowering our teams with clarity, autonomy, and direction, because a good innovation landscape needs people who feel trusted and connected with a bigger aim. What did your experience at the group level at TRATON teach you, and what did you bring back into VWTB? That was a great time. When I joined the TRATON GROUP, I had the chance to live in a completely different culture and move to Sweden with my family. I was engaged with a group responsible for creating the holding, starting with the R&D and projects. Back in 2016, we had three companies – Scania, MAN and Volkswagen Truck & Bus (back then still called Volkswagen Caminhões e Ônibus) – and we needed to create a common ground where all the teams could be connected, could trust each other, could contribute in a positive manner. It took a while, and it was really a lifelong learning experience: how to steer this team, how to be open, how to create a trustful environment where the best of the three companies would unleash the possibilities to create the best technology solution for TRATON. I was responsible for powertrain, working with the Swedish and German colleagues. We developed the future powertrain with the strongest units – after-treatment, electronics – and we took a major step with the first TRATON propulsion system and the batteries. During these three years, we started from a blank sheet of paper, but we had a common goal: to create a positive impact, to exchange, to learn with each other. In the end, the differences – when we combine them in the right way – can really make us stronger. When I came back to Brazil, I felt the potential of our group. Working with another company, the way we interact with suppliers, leveraging different cultures and backgrounds – it's really an asset. If we use that wisely, our potential will be super. It changed my behavior and my way of thinking, and I really encourage other managers and colleagues to try such an experience, because we need this group thinking. Not trying to have one culture prevail over the other but creating a place where everyone can contribute – and out of these differences, we create our common culture of TRATON. You brought that group mindset back to Brazil. How does it shape the way you approach decarbonization in Latin America? Here in Latin America, we have a lot of alternative energy sources with potential for lower emission, and a background and lifelong experience with the use of biofuels. For passenger cars, we have ethanol technology and flex-fuel, where you can mix ethanol and gasoline – this was in a time when decarbonization was not even discussed. We were already searching for that possibility, looking at our energy matrix and trying to figure out the best use of those sources to make the most efficient transport solution and contribute to better air quality. Based on the Brazilian biofuels program RenovaBio (an initiative of the Brazilian government), which is based on the methodological framework of international Life Cycle Assessment (LCA) standards (ISO 14040 and ISO 14044) and the IPCC guidelines, with certain biofuels, you have a real possibility to reduce lifecycle CO₂ emissions – compared with regular fossil diesel, by up to 90%, depending on the feedstock and production process. In our region, we have a very strong agribusiness structure. Soybean and other feedstocks that can be properly used as biofuel are there. Biomethane is another biofuel with a lot of possibilities – starting from agribusiness, but also in garbage and refuse collection, where operators can benefit from a source with lower carbon intensity compared to fossil alternatives: You can use the existing technology before going to electrification and promote a great reduction in CO₂, from 80% to 90% depending on the type of biofuel. At the same time, in the big cities the density of people is very high. We have a social demography that really needs better air quality and conditions like lower noise emissions, and there you also have a much better electric infrastructure compared with the countryside. With the existing battery technology and overnight recharging, you can make a very comprehensive operation with electric trucks and buses to transport goods and people in the city – a shorter payback time and a very positive impact, because you emit zero tailpipe emissions. This also contributes positively to local public health: less disease and issues related to air quality, and a quieter transport solution. That's the reason we were the first in the TRATON GROUP to develop and go into production with our e-Delivery, the light-duty truck. We launched it in 2020 – the first electric truck from TRATON to go into production. Now we also have very successful development and great customer feedback from the electric buses. We're very well positioned today for city applications – last-mile and public transport – with these electric truck and bus platforms. For long-haul in our area, electrification will take some time to develop in terms of infrastructure and fast-charging stations, so we believe it will be a transition, with a possibility for hybrid solutions. But we always start with the energy matrix and the possibility to deliver the best results for the customer, the environment, and society before we select the proper technology. The way we are approaching this is a multi-solution approach – with a very strong focus on biofuels and electrification, and also a combination of both depending on the application and the market. Can you share a recent example of group collaboration in R&D that worked well? Yes – a new global heavy platform that is a result of the TRATON Modular System. All the global requirements are being collected, with a lot of discussion on properties and cost. Each brand takes leadership on specific matters. In our case, we have the ability to make good cost-optimized solutions. MAN and Scania have deep know-how in technology development, vertical integration, and aerodynamic efficiency, and our US colleagues contribute strongly on customer centricity. Every big journey like this brings not only technical but cultural challenges – matching four different points of view isn't easy, and it takes time. But walking a mile in the other's shoes, I'm sure we'll find a way. This team will be unbeatable. Rodrigo Chaves Related articles]]> </article> <article> <h1>Buses lead the way into an electric future</h1> <p>Thu, 24 Sep 2026 22:00:00 GMT</p> <content:encoded><![CDATA[Buses lead the way into an electric future Anyone boarding a bus in a European city today is riding electric more and more often. While electrification is still gathering pace for cars and trucks, it has long been part of everyday life in urban bus transport in many places. “When it comes to electromobility, the bus is leading the way,” says Carl-Johan Lööf, who heads Solution Strategy at Scania. “Electrification started early here, and the market is mature.” In Europe, according to Lööf, more than 60 percent of all newly registered city buses are already electrically powered today. of new city buses are electrically powered today, according to Lööf The TRATON GROUP now offers an electric solution in every bus segment — the result of many years of development work by its brands. The decisive question is therefore no longer whether the electric drive works, but how quickly it will catch on in the remaining bus segments and regions of the world. City bus: the transition is settled In urban transport, the transition is all but settled, driven by regulation and demand alike. The EU’s revised CO₂ requirements stipulate that by 2030, nine out of ten newly registered city buses must be zero-emission. From 2035, all of them must meet this requirement. But it is not only legal pressure that is giving the market a tailwind. “Regulation is accelerating the switch. The decisive factor, however, is that we see a clear willingness among our customers to embrace electromobility,” says Heinz Kiess, who is responsible for product marketing for buses at MAN. “Quieter operation in urban areas, subsidy programs, and the experience that the vehicles run reliably in everyday service have given eBus sales an additional boost.” TRATON’s internal forecasts therefore expect the share of battery-electric city buses in Europe to rise to around 94 percent by 2030. The real challenge thus no longer lies in the vehicle, but in the expansion of the charging infrastructure — and in the very different pace of individual countries in this respect. Intercity and coach: the next growth area Outside urban transport, things become considerably more demanding technically. The intercity segment, too, is now considered electrifiable, and low-entry vehicles enable electric scheduled services between smaller towns. For the coach, by contrast, operators think in cents per kilometer. When the total cost over the vehicle’s lifetime draws level with that of a diesel bus depends on the duty cycle, energy prices, and subsidies. these are the EU’s CO₂ targets for coaches Here, too, regulation sets the direction: the EU’s CO₂ targets for coaches provide for 45 percent lower emissions by 2030 and 65 percent by 2035, in each case compared with the 2019/20 reference period. According to Group forecasts, the share of battery-electric coaches in Europe could stand at around 30 percent by 2030 and, including intercity buses, rise to up to 60 percent by 2035. But the shift could achieve more than just a reduction in emissions. Electric coaches could also attract new passengers. “When the entire travel chain commits to decarbonization, we can appeal to a whole new target group in tourism,” says Kiess. The coach could thus become an important growth area in the years ahead. Different speeds around the globe As clear as the trend is in Europe, on a global scale electrification is anything but uniform. Demand for city buses is picking up worldwide, but at different speeds: while Europe is likely to run almost entirely electric by 2030, forecasts for the Middle East, the United States, and Latin America — depending on the country — reach up to 30 percent in a scenario with a faster ramp-up. For coaches, the gap is even wider, and outside Europe diesel will remain the first choice in many places for years to come. “In Europe, we update our offering continuously — in Latin America, electrification in urban transport is only just arriving,” says Lööf. This is exactly what the TRATON GROUP is prepared for. Across its brands, it serves markets at very different levels of maturity — from the European city bus to the city bus in Latin America and the school bus in North America, all the way to chassis solutions for local bodybuilders in Africa and Asia. In an increasingly dynamic competitive environment, the Group sets itself apart less on price than on service, quality, and customer proximity. For the coach in particular, which travels right across Europe, the availability of service and spare parts determines profitability. The fact that not every market is yet ready for the fully electric drive is not a gap for the TRATON GROUP, but an opportunity: transition solutions are meant to ease the switch. One example is Scania’s plug-in hybrid coach. It combines a combustion engine and an electric drive and can run up to 70 kilometers purely electrically, in low-emission zones, for instance; the diesel engine covers the rest of the route. That way it can also be used where the charging infrastructure is not yet fully developed. Charging: the real bottleneck When electric buses reach their limits somewhere in the world, it is often because of the infrastructure. For the city bus, overnight depot charging is standard today. For routes with tight timetables, opportunity charging at the terminal stops is added. For operators, this shifts the real planning task: away from the range of the bus and toward the question of when, where, and how fast to charge. The vehicle manufacturer is thus increasingly becoming a solutions provider. What is needed is a complete package, from route simulation and the layout of the charging points to support in day-to-day operation. Meanwhile, the technology on the inside keeps evolving. “We are investing in battery technology, because battery-electric vehicles are the technology of the future — each step lowers costs and extends service life,” says Birol Kilinc, who is responsible for the vehicle portfolio in the bus segment at TRATON. Because market requirements are constantly changing, the TRATON GROUP sees its electric portfolio not as a finished offering but as something that is optimized on a regular basis. The shared technological base across the brands makes it possible for improvements to reach customers quickly and across several segments. Electromobility has arrived in bus transport The market is sending a clear signal: the technology works, demand is growing, and for the city bus the shift to electric is already decided. “The real question is how quickly the other segments and regions of the world will follow,” says Kilinc. A look across segments and continents shows that the path to electromobility is not a straight line, but a race run at different speeds. For a group that is present in every segment and around the world, that is precisely the central task: to have the right offering ready for every market. Related Articles]]> </article> <article> <h1>TRATON GROUP opens TRATON ONE OS to technology partners through collaboration with Red Hat</h1> <p>Tue, 08 Sep 2026 22:00:00 GMT</p> <content:encoded><![CDATA[TRATON GROUP opens TRATON ONE OS to technology partners through collaboration with Red Hat Munich, September 9, 2026 – The TRATON GROUP is expanding the software ecosystem around TRATON ONE OS through strategic technology partnerships and advancing the use of Linux as a common technology standard for future commercial vehicles. As part of this strategy, TRATON plans to incorporate Red Hat In-Vehicle Operating System. TRATON ONE OS is the Group’s strategic software platform for future vehicles across Scania, MAN, International, and Volkswagen Truck & Bus. By building on a safety-certified Linux foundation, open technologies and standardized interfaces, TRATON aims to create a more standardized environment for suppliers, technology partners, and internal teams across brands and vehicle platforms. Commercial vehicles are increasingly becoming software-driven products that are continuously updated and improved throughout their operating life. TRATON is addressing this shift by combining its commercial vehicle expertise with open technologies and selected technology partnerships. “Linux provides an open and scalable foundation for TRATON ONE OS,” said Stefan Teuchert, Senior Vice President EE Platform at TRATON GROUP. “By collaborating with Red Hat, we are making it easier for technology partners to work with our software platform and contribute new capabilities for future commercial vehicles.” For customers, a Linux-based software foundation within TRATON ONE OS can make selected vehicle functions easier to maintain, secure and update over the vehicle lifecycle. For suppliers and technology partners, common foundations, clearer interfaces and container-based approaches can reduce integration complexity and help new capabilities move more efficiently into TRATON vehicles and services. “Software-defined vehicles require a flexible, safety-certifiable foundation that can keep pace with rapid innovation without compromising reliability. By leveraging Red Hat In-Vehicle Operating System, TRATON GROUP plans to adopt an open, Linux-based platform that helps simplify partner integration and streamline software updates worldwide across the commercial vehicles of the group’s brands. We look forward to collaborating with TRATON to bring the benefits of open source and container-native technology to the future of commercial transportation,” said Francis Chow, Vice President and General Manager, In-Vehicle Operating System, Red Hat. TRATON retains responsibility for the overall TRATON ONE OS architecture, vehicle safety, regulatory compliance, and customer-facing vehicle functions. The collaboration is non-exclusive and forms part of TRATON’s broader ecosystem for software-defined commercial vehicles. 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>Stability in uncertain times: TRATON’s strategy for robust supply chains</h1> <p>Sun, 06 Sep 2026 22:00:00 GMT</p> <content:encoded><![CDATA[Stability in uncertain times: TRATON’s strategy for robust supply chains Geopolitical crises, semiconductor shortages, the shift to battery-electric vehicles: the global supply chains of commercial vehicle manufacturers are increasingly under strain. The TRATON GROUP's resilience strategy supports us in mitigating risks and enable production at its brands to run smoothly – even in the face of disruptions. A global supply chain resembles a finely woven, worldwide net. A single blocked strait is enough to sever important connections. That is exactly what happened during the recent Middle East crisis: with the blockade of the Strait of Hormuz, essential routes were interrupted overnight. This also affected the TRATON GROUP. For its European brands Scania and MAN, European oil reserves declined noticeably. The TRATON team jointly began searching for alternatives following TRATON’s resilience strategy. The Complexity of Global Supply Networks Commercial vehicles consist of thousands of parts and materials, including semiconductors, batteries, and electronic components. More than 90 percent of these come from suppliers all over the world. When one part is missing and a production line consequently comes to a standstill, it becomes very expensive. It can also lead to delivery delays, contractual penalties, and further problems with customer complaints. “The greatest risks within the supply chain arise from external disruptions: geopolitical conflicts can lead to trade barriers and interrupt supply routes. Natural disasters such as fires and flooding can have impact on both production sites as well as infrastructure. As the supply chain is lean and sometimes based on sequence deliveries, shortages of parts and components will delay production,” says Karl Bernqvist, Chief Procurement Officer at TRATON, member of the Executive Board of MAN. For TRATON, resilience means above all being proactive but also to be able to react actively on short notice to disruptions – for instance through having multiple suppliers, alternative transport routes, or stockpiling parts inventories. Besides cost focus and efficiency, procurement has an even broader scope now – given the unstable geopolitical situation. However, this is not at odds with cost efficiency. Rather, it is a necessary complement in order to balance the central value drivers – technology, quality, cost, delivery, and sustainability (TQDCS). Our people are the basis and enabler to push the value drivers into reality. Resilience and Sustainability Go Hand in Hand TRATON also needs resilient supply chains for enabling the transformation to battery-electric vehicles. After all, the switch to e-trucks creates new dependencies – for example on batteries, or rare raw materials such as lithium. The availability of these technologies and materials, however, are sometimes concentrated in just a few regions. At the same time, manufacturers must meet regulatory requirements, for example with regard to greenhouse gas emissions along the supply chain or in particular due to the European fleet CO₂ requirements. Another aspect concerns sustainability and ESG requirements. There is a need for TRATON to monitor emissions, ethical raw material sourcing and environmental compliance at suppliers. A resilient supply chain should create transparency, traceability and the possibility of switching to compliant suppliers if necessary. From Just-in-Time Thinking to Robust Security of Supply “Nowadays, external disruptions risks and instances occur more frequently. In procurement, you can therefore no longer rely solely on maximum efficiency,” says Karl Bernqvist. “At TRATON, we have realigned our procurement: a balanced set-up between all different value drivers where resilience and security of supply are a key dimensions. The mindset in TRATON procurement today is more focused on a holistic end-to-end approach. Based on TRATON’s global network in all regions we are able to act very quickly with access to local knowledge.” Some exemplary countermeasures in TRATON procurement are: Dual Sourcing: When commercially and technically possible we aim for the nomination of at least two suppliers from different countries and regions in order to improve supply chain resilience. Decoupling: Decoupling suppliers for regions with geopolitical tensions such as tariffs (like China and the US). Sourcing decisions are always taken under consideration of TQDCS (Technology, Quality, Delivery, Cost and Sustainability) including Supply Chain Risk Management. Proactivity, supplier monitoring and real time tracking etc. Real-Time Tracking and Risk Monitoring: Transparency in the Supply Chain TRATON is also committed to greater transparency in the supply chain. In this, digitalization is becoming an increasingly important instrument. With the help of real-time tracking, predictive analytics, and comprehensive supplier risk monitoring, potential risks can be better anticipated both during the awarding of contracts and during series supply. Increased data transparency and digital control instruments are enablers for the brands Scania, MAN, International, and Volkswagen Truck & Bus to react quickly and effectively to disruptions. The TRATON GROUP is embedded in Volkswagen’s global supply chain risk network and in this way also uses methods and tools from VW. For example, the experts in risk and supply management receive a “Strategic and Risk Analytics” weather report, in order to be able to take preventive measures in the event of impending severe weather. “Since 2020, external disruptions and global crises have intensified and multiplied, making clear: resilient supply chains need trust and genuine partnerships. That is why TRATON acts proactively and in a networked manner today – with forward-looking stockpiling, anchoring risk management within supplier quality and delivery management, regular supplier exchange and close coordination between the brands. And last but not least, cooperation with global supplier setups is facilitated by a synchronized procurement organization and makes it possible to address technical and geopolitical challenges more effectively by pooling resources,” explains CPO Karl Bernqvist. TRATON Modular System: Potential to Greater Resilience When it comes to resilient supply chains, the TRATON Modular System (TMS) plays a key role. It works like a modular kit: the four subsidiaries draw on shared components and standardized interfaces instead of each developing individual solutions. Since these modular components are produced and delivered worldwide, critical parts can be procured flexibly at multiple sites and made available faster in regions facing a shortage. This lowers the risk of regional supply fluctuations, including those triggered by geopolitical uncertainty. At the same time, flexible production makes it possible to shift manufacturing capacities as needed, allowing the brands to react more quickly to changes. Step by Step to More Resilience During the recent crisis in the Middle East, TRATON’s measures to strengthen resilience have paid off. In a group-wide collaboration, the TRATON brands quickly found solutions for the emerging bottleneck in the oil supply. Experts from the TRATON task force from R&D, procurement, and aftersales developed tailored measures, taking into consideration various alternative oil formulations, engaging additional suppliers for base oils and identifying alternative transport routes. The solutions are in place and TRATON is equipped to handle further geopolitical risks. “For the TRATON GROUP, supply chain resilience isn't just an operational matter – it's strategically decisive,” says Karl Bernqvist. “It prevents production stoppages, safeguards our technology transformation, supports regulatory compliance, creates lasting competitive advantages and helps us achieve our overarching target – 100 percent customer satisfaction.” Related Articles]]> </article> <article> <h1>Electric in Every Segment – The TRATON GROUP’s eBus Portfolio</h1> <p>Thu, 13 Aug 2026 22:00:00 GMT</p> <![CDATA[Electric in Every Segment – The TRATON GROUP’s eBus Portfolio In 2019, MAN handed over two fully electric Lion’s City E as pre-series vehicles to the Hamburg transit operators Hamburger Hochbahn and VHH. Seven years later, the brands of the TRATON GROUP have now reached the next milestone: in every bus segment, they offer a fully electric solution – from the compact city bus to the long-distance coach. And they do so across four continents. For more sustainable mobility, that is another important step into the future. “Being able to offer an electric solution in every bus segment today is the result of many years of development work across our brands,” says Birol Kilinc, who is responsible for the bus vehicle portfolio at TRATON. “Our customers can now opt for electric drivelines across the board – whether in city, intercity or long-distance service.” From pre-series eBus to a complete electric portfolio The starting point MAN hands over the first two fully electric Lion’s City E as pre-series vehicles to the Hamburg transit operators Hamburger Hochbahn and VHH. From pilot to series Following the series production start of the 12-metre MAN Lion’s City E in autumn 2020, the articulated version enters series production in 2021. At the same time, many European cities are moving from trial projects to regular scheduled service with electric city buses. A platform for every market Scania introduces its battery-electric bus platform for its bodybuilder partners. In North America, IC Bus introduces the next generation of the CE Series, further expanding its range of battery-electric school buses. Expansion across segments and continents MAN opens the intercity segment with the Lion's City 12 E LE and premieres its first electric coach, the Lion's Coach 14 E, at Busworld in Brussels; Scania presents its first electric coach chassis and the Irizar i6S plug-in hybrid coach; and in Brazil the e-Volksbus 22L enters series production. A complete electric bus portfolio The TRATON GROUP now offers an electric solution in every segment – from city bus to coach – across four brands and four continents. MAN: The Full-Range Bus Manufacturer Heinz Kiess is Head of Product Marketing Bus at MAN and has witnessed the transformation up close. “Three or four years ago, the most common question was: Does this really work?” he recalls. “Today, customers ask: When can we get more?” The numbers speak a clear language: MAN has delivered around 3,300 electric buses since its market launch, which have now covered more than 250 million kilometers. Today, roughly every second city bus sold by MAN in Europe is electrically powered. Range anxiety – for years the skeptics’ standard argument – has dissolved in the light of real-world experience: in Munich, operators achieve around 350 kilometers per charge in daily scheduled service. In a test run in Spain, it was more than 500. But MAN did not stop at the city bus. Since 2025, the Lion’s City 12 E LE has been opening up the intercity segment – a market long considered too demanding for purely electric drivetrains. And with the Lion’s Coach 14 E, which celebrated its world premiere at Busworld 2025 in Brussels, MAN took the leap into the coach segment. Its specs: up to 650 kilometers of range, an aerodynamic design optimized for minimal drag, and battery packs from its own plant in Nuremberg. “The coach is the ultimate challenge,” says Kiess. “That’s where customers talk about cents per kilometer. They want to know whether it pays off. And we can show them that it does.” Scania: The Platform Specialist While MAN mainly sells complete buses in Europe that go straight into service from the factory, the Group’s Swedish brand Scania takes a completely different approach. Scania doesn’t build complete buses; Scania builds platforms. “We supply the electrified chassis, and our bodybuilder partners build the bus that suits their market,” explains Carl-Johan Lööf, Head of Solution Strategy at Scania Group. “Irizar in Spain, Caetano in Portugal, Marcopolo in Brazil, Higer in China: they all work from the same technological foundation, but every bus looks different and meets different requirements.” Just how flexible this system is becomes clear from the range of chassis. Since 2023, Scania has offered an electric chassis with a low, step-free entrance for city and intercity service – initially with two axles, and since April 2025 also with three axles for more passengers. And at Busworld 2025, the company presented its first electric coach chassis, which the Portuguese bodybuilder Caetano builds into a finished bus. It delivers up to 600 kilometers of range and can be charged comparatively quickly at 325 kilowatts. Another remarkable vehicle presented at the show was the Scania Irizar i6S Efficient, a plug-in hybrid coach (PHEV). It has a diesel engine plus an electric drive, yet can also run up to 70 kilometers on electric power alone. “Electrification isn’t all or nothing,” Lööf explains. “In markets where the charging infrastructure isn’t in place yet – such as parts of Latin America, Australia, or many intercity routes – customers need a solution that works today. The hybrid coach is that solution.” Demand proves him right: more than 300 customers sought information at Busworld, and the interest came from well beyond Europe. Electric Across Four Continents Because electric mobility in buses has long ceased to be a purely European affair. In Latin America, Volkswagen Truck & Bus has put the e-Volksbus 22L on the road – a 13.2-meter city bus that has been in series production at the Resende plant since June 2025. The first 260 units have been sold, and field tests in São Paulo and Salvador show excellent results in performance and range. A symbolic milestone: the 1,250,000th vehicle produced at the Resende plant was an e-Volksbus. In North America, IC Bus – the bus division of TRATON subsidiary International Motors – serves the school bus segment with the CE Series Electric. It’s a market with rules of its own: fixed routes, predictable charging windows, but thousands of different school districts with differing budgets and requirements. That is why IC Bus complements the vehicle with a comprehensive advisory offering – from route simulation to funding guidance. The Advantage of a Group However differently MAN and Scania approach the market – one predominantly with complete buses, the other with chassis – at their core both draw on the same technology. At the cell level, they use the same technology, but produce the battery packs separately: MAN at its own plant in Nuremberg, Scania in Södertälje. “That is the real advantage of belonging to a group,” says Birol Kilinc. “With MAN and Scania, we have two brands that operate independently in the market but share a common technological base. That lowers costs, accelerates development, and gives both the freedom to play to their own strengths.” This shared foundation is the Group’s real advantage – and it reaches beyond Europe. Because TRATON’s two other bus brands also build on the Group’s electric technology, much of which comes from the truck side: in Latin America, the e-Volksbus from Volkswagen Truck & Bus draws on the technology of the electric e-Delivery truck, while in North America, IC Bus builds its electric school bus on a proven commercial-vehicle chassis. In this way, each brand benefits from the scale of the Group – while staying close to its own market. On top of that come jointly developed drivetrain components, a Group-wide diagnostics system, and a service network in numerous countries around the world. And just as with trucks, customer needs feed into central Group product management, which coordinates the portfolio across all brands so they complement one another rather than compete. Thanks to this cooperation, seven years after the first eBuses for Hamburg there is now an electric answer from the TRATON GROUP in every bus segment. This was made possible by many years of development work and thousands of test and real-world kilometers. The result is a diverse portfolio that does justice to the diversity of the markets. Every electric bus that proves itself in service also strengthens confidence in the electrification of commercial vehicles as a whole. “We don’t just build electric buses,” says Kiess. “We accompany our customers along the entire journey – from the first feasibility analysis, through the charging infrastructure, to daily operation. That is what makes the difference.” Related Articles]]> </article> <article> <h1>How Patricia Acioli Turns Community Action into Sustainability Strategy at Scania Brazil</h1> <p>Wed, 29 Jul 2026 22:00:00 GMT</p> <![CDATA[How Patricia Acioli Turns Community Action into Sustainability Strategy at Scania Brazil 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. For Patricia Acioli, Head of Corporate Communications and Sustainability at Scania Brazil, sustainability is more than just business – it’s her passion. In her role, she is responsible for major sustainability projects, supports the transition to more climate-friendly transportation, engages stakeholders, and actively reports on progress. She is convinced that sustainability only works when it is embedded in business strategy, not bolted onto it. In her more than eleven years at Scania, she has shaped an understanding of sustainability that reaches far beyond environmental targets and puts people at its center. Her approach has been shaped by an unlikely starting point: journalism. The instinct to listen before acting, to ask one more question, to look for what is not being said: these are the tools she has carried from the newsroom into the boardroom. Since 2020 you have been leading Scania Brazil’s social impact agenda, could you describe shortly, what the main goals of this agenda are? To give you the broader picture: Acting in a responsible, ethical, and transparent way is part of Scania’s purpose to lead the transformation to a more sustainable transport system. Within our Corporate Social Responsibility, Social Impact serves as a central pillar that guides us to contribute to a better world – and we do this by focusing on very concrete strategic pillars: providing education and skills, securing health and safety within the transport sector, and acting as a 'Great Local Player' to create value for our communities. In this sense, social impact is not an accessory; it is foundation and gives coherence to the purpose of Scania. That includes working with a community living near the factory in São Bernardo do Campo. What exactly did you do there? We approached the community with a long-term perspective, focusing on building trust and creating lasting value together. One of our first initiatives, developed in partnership with local organizations, introduced a technology that converts organic waste into biogas. Drawing on Scania's expertise in renewable fuels, we helped the community produce biogas for household use. In Brazil, cooking gas can represent a significant expense for many families, so this solution not only reduced household costs but also demonstrated that technologies developed for sustainable transport can create value in people's everyday lives. From there, the relationship continued to grow. Working closely with the community, we co-created new initiatives to improve quality of life, including a community garden, educational programs for young students, nature conservation projects, and even the production of furniture made from recycled PET. Our commitment has always been long term. We believe meaningful social impact starts with listening and starting a dialogue – that conversation became the foundation for every initiative that followed. We don’t perceive isolated projects, but as a long-term partnership built on trust, local needs, and shared value. One might wonder: What does a commercial vehicle manufacturer have to do with all this? I would say, a great deal. Our corporate purpose is Driving the Shift – driving the transition towards a sustainable transport system. For us, however, sustainability is about much more than reducing emissions; it also means taking responsibility for the positive social impact we create. We believe the energy transition must also be a just transition. Today, a company's success is no longer measured by financial performance alone, but also by the social and environmental value it creates. You also launched a series of events called “Sustainable Talks” to open the sustainability conversation outside Scania. What came out of it? We created a space to shift the mindset from competition to collaboration. Our strategy was to bring together the partnerships needed to enable the energy transition. Developing and manufacturing new technologies alone will not make decarbonization a reality. Success depends on collaboration across the entire ecosystem. That is why our focus was to engage companies, policymakers, academia, and other stakeholders around a common message: we cannot continue doing business the way we always have. The outcome has been extremely rewarding. Today, there is a much broader understanding that the transition depends on a set of enabling conditions – not just technology, but also infrastructure, regulation, renewable fuels, financing, and collaboration. Of course, someone has to take the first step. That's how transformation happens. The transition requires both push and pull: companies willing to innovate and invest, and an ecosystem capable of creating the conditions for change. Looking back, one of the greatest achievements has been building a shared understanding of the conditions needed to accelerate the transition. This year is the tenth anniversary of Queen of the Road — an initiative you created to recognize and champion women in the transport industry. What has that journey looked like? Queen of the Road has become a platform for dialogue and exchange, bringing together Scania leaders, customers from across the transport and logistics ecosystem, and women leaders from many other industries. Ten years ago, the conversation was largely about empowerment. Today, it has evolved into something even broader: creating an environment where women are encouraged to speak up, lead with confidence, and shape the future of the industry. We are very proud to have helped pave the way for other companies to launch similar initiatives and to recognize that diversity and inclusion are not only essential for business success – they are fundamentally about people. This is not a conversation for women alone. It is a conversation that belongs to both women and men, because building a more inclusive industry is a shared responsibility. The fact that Queen has reached its tenth anniversary demonstrates its relevance and lasting impact. Women have always been part of the transportation industry. The difference is that, until recently, their contributions were not always visible or valued as they should have been. How has your background in journalism influenced the way you lead today? Business is often about what lies between the lines – what isn't written and what isn't said. Learning to pay attention to those signals creates value. Journalism taught me the importance of staying connected to people. Journalists spend time in the field. They listen, observe, challenge assumptions, and understand different perspectives. They don't just report facts – they provide context and help people make sense of what is happening. I've tried to bring that mindset into business. To understand the facts, put them into context, and focus on solutions. Because, in the end, every business is also a story that needs to be told – and a strategy that needs to be put into action. One of the risks of the corporate world, especially as you move into leadership positions, is becoming disconnected from the outside world. For me, that's dangerous. Leadership isn't about sitting further away from reality; it's about staying close to people, understanding their needs, connecting with their humanity, and creating value together. What advice would you give to colleagues who want to create positive impact through their own work? People often think strategy is about making bold moves. I've learned to appreciate the power of small, consistent steps. Vision matters. Strategy matters. But if I had to highlight one capability, it would be execution – the ability to turn ideas into reality. That means being willing to try things that haven't been done before. It means being comfortable making decisions and taking calculated risks, even when you don't have all the answers. I've never believed in waiting for the perfect solution. I rarely get things right the first time. I take the first step, learn along the way, improve, and keep moving forward. If I had to name my greatest strength, I would say it's resilience – the ability to find a way forward when there seems to be no way. Curiosity, courage, and a genuine willingness to listen are qualities I value deeply because they create the conditions for learning, collaboration, and innovation. Ultimately, meaningful change doesn't happen through grand gestures. It happens when people are willing to take action, learn continuously, and bring others along. That's also very much aligned with our leadership philosophy at Scania. Which learnings or best practices can we transfer from your experience into the TRATON GROUP? Being part of TRATON gives us a unique opportunity to learn from the strengths of each brand and collaborate across the Group. We regularly exchange knowledge, benchmark initiatives, and share best practices. For example, Fredrik Nilzen, Scania's Head of Sustainability, participates in Group-level sustainability forums, helping to connect experiences and accelerate learning across the organization. In Brazil, we also work closely with Priscila Rocha, Head of Sustainability at Volkswagen Truck & Bus, to exchange ideas and identify opportunities for collaboration. One of the greatest advantages of being part of TRATON is the diversity of perspectives. Different markets face different realities, and that allows us to learn from a wide range of approaches to both transport decarbonization and a just transition. Climate change is a complex, systemic challenge that no company can solve alone. Being part of a strong industrial group like TRATON enables us to combine knowledge, scale, and collaboration to accelerate the transition towards a more sustainable transport system. About Related Articles]]> </article> <article> <h1>TRATON GROUP improves profitability and increases incoming orders by 30% in the first half of 2026</h1> <p>Wed, 22 Jul 2026 22:00:00 GMT</p> <content:encoded><![CDATA[TRATON GROUP improves profitability and increases incoming orders by 30% in the first half of 2026 Incoming orders rose by 30% to 181,900 vehicles in the first half of 2026 At 151,500 vehicles, unit sales are just 1% below the prior-year period Group sales revenue at €22.0 billion, nearly on prior-year-level Operating result (adjusted) at €1.5 billion, up 12% year-over-year Operating return on sales (adjusted) at 7.0%, up from 6.3% in same period last year 2026 full-year outlook narrowed Munich, July 23, 2026 – Following a subdued first quarter, the TRATON GROUP kept its sales revenue in the first half of 2026 nearly on prior-year-level at €22.0 billion (H1 2025: €21.9 billion). TRATON Financial Services increased sales revenue by 17% due to further portfolio expansion. The Vehicle Services business accounted for 20% of total sales revenue, unchanged from the prior-year period (H1 2025: 20%). Adjusted operating result rose by 12% to €1.5 billion (H1 2025: €1.4 billion), while the Group’s adjusted operating return on sales improved by 0.7 percentage points to 7.0% (H1 2025: 6.3%). Profitability was also supported by additional tariff-related receivables recognized by the US brand International Motors in the second quarter. Incoming orders were 30% higher than in the prior-year period, at 181,900 (H1 2025: 139,600) vehicles. In Europe (EU27+3), the truck business saw a 10% increase year-over-year, with particularly strong momentum in the second quarter. In the German market, however, truck order intake declined by 8%. In North America, truck order intake increased by 141%, driven by a significant improvement in demand for heavy-duty trucks (Class 8). In addition, pent-up demand supported order intake, as orders had been postponed in the previous year due to high uncertainty. In South America, incoming orders for trucks were up 22%. This was primarily due to Brazil’s government subsidized “Move Brasil” credit program. In the Asia-Pacific region, incoming orders for trucks rose by 63%. Here, Scania had launched the NEXT ERA product line tailored to the Asian market. Demand for buses also increased significantly across the Group, with order intake up 14%. Overall, the significant increase in incoming orders indicates that demand in key markets is recovering noticeably and that the TRATON GROUP is entering into the second half of the year with good momentum. As previously reported, TRATON GROUP’s unit sales in the first half of 2026 totaled 151,500 vehicles (H1 2025: 153,100), 1% below the prior-year level. All-electric vehicles continued to gain momentum, with unit sales reaching 887 all-electric trucks (H1 2025: 400) and 1,020 all-electric buses (H1 2025: 838). Incoming orders again exceeded unit sales in all regions, resulting in a book-to-bill ratio of 1.2 (H1 2025: 0.9). This confirms the ongoing recovery of the industry cycle. Developments at the TRATON GROUP brands Scania Vehicles & Services improved its adjusted operating return on sales by 0.9 percentage points to 11.3% (H1 2026: 10.4%) in the first half of 2026. Lower overhead and product costs, as well as positive product mix effects, more than offset the increase in research and development costs. MAN Truck & Bus increased its adjusted operating return on sales to 7.0% (H1 2025: 6.1%) in the first half of 2026. In addition to the increase in sales revenue, the main drivers were positive product mix/pricing effects and better fixed cost absorption. At International Motors, adjusted operating return on sales declined to 1.1% (H1 2025: 1.9%) in the first half of 2026. In addition to the volume-related decline in sales revenue, high tariff costs were the main factor weighing on this figure. On the other hand, lower fixed costs and currency effects had a positive impact. Volkswagen Truck & Bus (VWTB) reported an operating return on sales (adjusted) of 10.5% (H1 2025: 12.9%) in the first half of 2026, down 2.3 percentage points due to negative currency effects. Christian Levin, CEO of the TRATON GROUP: “The market environment remained challenging in the first half of 2026, but we saw a clear upward trend in the second quarter. Our strong customer focus and the continued strength of our Vehicle Services business enabled us to deliver a solid performance while continuing to execute on our strategic priorities. We have made significant progress in key technology areas. Together with Applied Intuition, we unveiled TRATON ONE OS, a software platform that will benefit our brands and their customers through reduced downtime and over-the-air updates for new applications and functions. The platform is scheduled to be rolled out in new trucks starting in 2028. Our brands are also making further progress in digitalization. Volkswagen Truck & Bus is further advancing automation in its production network. Our U.S. brand International introduced ‘My International’, a connected digital ecosystem that can help reduce downtime. At the same time, we remain firmly committed to the ramp-up of battery-electric trucks and buses toward the sustainable transport of the future. With the new 16-tonne eTGM, MAN now offers an electric truck portfolio ranging from 12 to 50 tonnes. Scania plans to invest €70 million in its Angers site in France to expand electric truck production, while maintaining the flexibility to produce diesel trucks. This flexibility is essential because the ramp-up of electric trucks in Europe is progressing at different speeds across markets. It allows us to adapt production to customer demand at any time.” Dr. Michael Jackstein, CFO and CHRO of the TRATON GROUP: “The TRATON GROUP continues to execute its strategy while strengthening its commitment to sustainable transportation. To this end, in the first half of the year, we placed our first green bond and our first green loan under our group-wide Green Finance Framework, totaling €850 million. The proceeds will be used to fund investments in battery-electric commercial vehicles. We continue to invest in key future technologies such as battery-electric vehicles, while remaining disciplined on cost. We continue to aim for a stronger second half of 2026. The business performance so far in our core markets allows us to narrow our full-year outlook for some key performance indicators to the upper end of the previous ranges. For unit sales and sales revenue in 2026, we now expect a range of 0 to +7%. We expect the Group’s adjusted operating return on sales to come in between 6.3 and 7.3%, and for TRATON Operations between 7.1 and 8.1%. In the second half of the year, we also expect stronger net cash flow for TRATON Operations in line with the usual seasonal trends.” The TRATON GROUP’s financial key performance indicators: H1 2026 H1 2025 Change TRATON GROUP Incoming orders 181,944 139,599 30% of which trucks 149,323 111,392 34% of which buses 15,921 14,007 14% of which MAN TGE vans 16,700 14,201 18% Unit sales 151,529 153,086 –1% of which trucks 118,595 121,308 –2% of which buses 16,947 16,718 1% of which MAN TGE vans 15,987 15,060 6% Sales revenue (€ million) 21,996 21,906 0% Operating result (€ million) 975 1,258 –283 Operating result (adjusted) (€ million) 1,539 1,371 168 Operating return on sales (adjusted) (in %) 7.0 6.3 0.7 pp H1 2026 H1 2025 Change TRATON Operations Sales revenue (€ million) 21,087 21,193 –1% Operating result (€ million) 1,129 1,467 –338 Operating result (adjusted) (€ million) 1,693 1,580 113 Operating return on sales (adjusted) (in %) 8.0 7.5 0.6 pp Net cash flow (€ million) –269 54 –323 TRATON Financial Services Sales revenue (€ million) 1,240 1,062 17% Operating result (€ million) 101 85 16 Operating result (adjusted) (€ million) 101 85 16 Return on Equity (in %) 8.7 8.4 0.3 pp Webcast for analysts and the press A webcast on the TRATON GROUP’s results for the first half of 2026 will take place on July 23 at 10:00 a.m. CEST with the TRATON GROUP’s CEO Christian Levin and its CFO and CHRO Dr. Michael Jackstein. The webcast will be held in English. The presentation will be followed by a Q&A for analysts and, subsequently, a Q&A session for journalists. The webcast will be streamed here: https://ir.traton.com/en/financial-dates-events A recorded version 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 increases unit sales by 4% to 82,900 vehicles in the second quarter of 2026</h1> <p>Thu, 09 Jul 2026 22:00:00 GMT</p> <content:encoded><![CDATA[TRATON GROUP increases unit sales by 4% to 82,900 vehicles in the second quarter of 2026 Munich, July 10, 2026 – In a market environment that continues to be characterized by uncertainty, the TRATON GROUP increased its total unit sales in the second quarter of 2026 – based on preliminary figures – by 4% compared to the prior-year quarter, to 82,900 vehicles. This marks a sequential improvement from the first quarter of 2026, where unit sales stood at 68,600 vehicles. As a result, cumulative unit sales for the first half of 2026 reached 151,500 vehicles, only 1% below the prior-year level. TRATON GROUP unit sales: Q2 2026 Q2 2025 Delta H1 2026 H1 2025 Delta TRATON GROUP 82,900 80,000 4% 151,500 153,100 –1% of which all-electric vehicles 1,050 630 67% 1,910 1,250 53% - Scania Vehicles & Services 26,300 24,600 7% 47,300 46,800 1% of which all-electric vehicles 270 120 126% 400 220 79% - MAN Truck & Bus 27,300 26,400 3% 50,900 47,000 8% of which all-electric vehicles 560 430 30% 1,100 800 37% - International Motors 16,200 17,600 –8% 29,500 34,500 –15% of which all-electric vehicles 210 90 127% 390 180 120% - Volkswagen Truck & Bus 13,100 11,400 15% 23,800 24,800 –4% of which all-electric vehicles 20 0 n/a 20 50 –53% Percentage changes are based on unrounded figures Scania Vehicles & Services increased its unit sales by 7% in the second quarter of 2026. The main drivers were the launch of the NEXT ERA product line in the Chinese market and the government supported “Move Brasil” incentive program in Brazil. In the first half of 2026, unit sales amounted to 47,300 vehicles, broadly unchanged compared with the prior-year period. MAN Truck & Bus recorded a 3% increase in unit sales in the second quarter of 2026. The German market, which is particularly important for MAN, developed less dynamically than the rest of Europe. In the first half of 2026, MAN’s unit sales were 8% above the prior-year level. International Motors posted a 8% decline in unit sales in the second quarter of 2026 compared with the prior-year quarter, marking an improvement compared with the first quarter of 2026. The US market recently showed encouraging signs of a recovery in customer demand, which is now gradually being reflected in unit sales and is expected to become more visible in the second half of 2026. For the first half of 2026, unit sales were down 15% year-on-year. Volkswagen Truck & Bus (VWTB) recorded a 15% increase in unit sales in the second quarter of 2026. Here, too, the government supported incentive program in Brazil had a positive impact. In the first half of 2026, VWTB recorded a 4% decline in unit sales due to the weak first quarter. The TRATON GROUP will publish its 2026 Half-Year Financial Report on July 23, 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>TRATON Finans AB</h1> <p>Wed, 01 Jul 2026 13:35:48 GMT</p> <content:encoded><![CDATA[TRATON Finans AB TRATON Finans AB TRATON As of 1 October 2025, Scania Finans AB is renamed TRATON Finans AB. This is an important development in our company structure that reflects our long-term commitment to supporting your business with reliable and flexible financial solutions. As part of our continued geographical expansion within the TRATON Group, we are evolving our financial services setup to operate under a unified legal structure, while maintaining the same brand-specific support and local presence you are familiar with. Effective date: 1 October 2025, subject to completion of local authorities' registrations where applicable. What changes vs. what stays the same Changes - Company legal entity name: Scania Finans AB → TRATON Finans AB (branches legal entity names will be updated accordingly) . No change - Your agreements and repayment schedules. - Services, pricing, and terms & conditions already in force. - Your day‑to‑day contacts and service channels via your brands. Data protection practices and security standards. Organization/VAT numbers/bank account details and our legal identity remain unchanged. Below you can download the customer notice communication in all different local languages providing extra details on the name change. Nordics and Baltics – Notice of legal name change (Scania Finans AB → TRATON Finans AB) Key points: Name change only; legal identity and registration numbers remain unchanged; we continue trading as Scania Finans; agreements, services, and contacts unchanged; effective 1 October 2025 (subject to local registrations). English Danish Estonian Finnish Latvian Lithuanian Lithuania - Mandatory vehicle registration Norwegian Swedish Does this affect my current contract? No. Your existing agreements remain valid and unchanged. Only the legal entity name has been updated. Will my payment details change? Our organization/VAT numbers and bank account details remain unchanged. Who do I contact for service or support? Continue to contact your brand’s customer service team. Your usual phone numbers and email addresses remain the same. Is Scania Finans still my counterpart? Yes, we continue to operate under the trading name Scania Finans. The legal entity behind it is TRATON Finans AB. MAN]]> </article> <article> <h1>TRATON Annual General Meeting approves Executive and Supervisory Boards’ actions and resolves on a dividend of €0.93 per share for 2025</h1> <p>Mon, 15 Jun 2026 22:00:00 GMT</p> <content:encoded><![CDATA[TRATON Annual General Meeting approves Executive and Supervisory Boards’ actions and resolves on a dividend of €0.93 per share for 2025 Munich, June 16, 2026 – TRATON Annual General Meeting approved all items on this year’s Annual General Meeting agenda by a large majority. They resolved on a dividend payout for financial year 2025 of €0.93 per share, compared to last year’s figure of €1.70, reflecting lower earnings, while continuing to follow a balanced and responsible capital allocation approach. In addition, shareholders approved the actions of the members of the Executive and Supervisory Boards for fiscal year 2025 as well as the remuneration report presented to them. TRATON CEO Christian Levin said in his speech with reference to the 2025 financial year: “We continued to strengthen our group-wide functions, unlocking further potential across TRATON. Our TRATON Financial Services business kept expanding. And our new Group R&D function, with around 9,000 engineers, is already improving collaboration. This is essential for advancing the TRATON Modular System, which will help us deliver scalable, competitive solutions across markets. A major milestone was our expansion in China. With Scania’s new industrial hub in Rugao, we have taken an important step — not only in production capacity, but in access to innovation, speed, and technological expertise.” Further information on TRATON SE’s Annual General Meeting, the voting results, and the speech by Christian Levin can be found at: www.traton.com/agm 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 Financial Services enables the shift to battery-electric vehicles</h1> <p>Mon, 08 Jun 2026 22:00:00 GMT</p> <![CDATA[How Financial Services enables the shift to battery-electric vehicles “Financing is not typically the first thing people think about when it comes to driving sustainability,” Per-Eric Ericsson admits. “But if we’re good at financing electric vehicles, we sell more of them. And that means we contribute to a sustainable transport system.” It’s a logic that requires deep customer understanding, new commercial models, and close collaboration across brands and functions. Working with business development at Scania Financial Services and leading e-mobility financing, Ericsson has spent the past few years building exactly that: financial solutions designed not just to fund vehicles, but to de-risk the transition to battery-electric fleets. The focus has been on intensive knowledge building and best practice sharing, both within Scania Financial Services (SFS) organization and cross-functionally. The results are already visible in the form of increased trust and a stronger bridge between the finance and product sides of the business. A prime example is the recent collaboration with Renall, a Swedish recycling company. To help them go electric, Scania delivered a comprehensive solution that combined the vehicles themselves with depot charging equipment and an operating lease. While the lease was only one piece of the puzzle, it was the critical component that made the commercial decision manageable for the customer. Now, Ericsson and his team are pushing further: developing usage-based payment models tied to battery performance, piloting charging-infrastructure financing with Erinion, Scania’s charging company, and exchanging insights across the TRATON Financial Services network to ensure customers in every market get the support they need. For someone unfamiliar with the industry: how does financing contribute to sustainability? It comes down to one thing: if we’re good at financing electric vehicles, we sell more electric vehicles. We know from research across industries that offering financing increases sales. It improves customer retention. The likelihood that a customer buys from you again goes up. So, if we can make financing easy and attractive for battery-electric trucks, we directly support the shift toward a more sustainable transport system. What makes financing BEVs different from financing diesel trucks? With a diesel truck, a large part of the total cost of ownership comes from fuel. With a BEV, a much larger share comes from the upfront investment. That changes the logic. We believe this will drive demand for more flexible, usage-based financing models, ideally tied to cycled energy or battery degradation, not just mileage. If a customer uses a BEV less than expected, flexible payments benefit them more than with a diesel truck, where lower fuel costs would compensate anyway. We haven’t seen huge demand for this yet, but I believe it’s coming. You mentioned battery degradation. How does Scania FS approach risk and residual value with BEVs? Knowledge of the assets you finance is key. With BEVs, it’s critical to be curious and to learn from colleagues across Scania, from TRATON Financial Services, from the commercial organization. Battery monitoring will be super important going forward. We need to collect, monitor, and make battery data transparent — to us and to our customers. If we offer flexible payment schemes based on battery usage, transparency is a prerequisite. And it’s not just about maximizing battery capacity. It’s about optimizing it – balancing cost, vehicle weight, and payload. Following battery performance will be crucial for optimal vehicle usage over time. Beyond traditional financing, what new solutions are you developing? We’re working with Erinion on “as-a-service” solutions for charging infrastructure. Besides that, we’re promoting financing for depot charging installations through loan or lease. We’re also exploring bundling: packaging services with the vehicle and financing. BEVs and everything around them can feel complex to customers. Our job is to make it easy. Another area is flexibility through our rental fleet. If a customer isn’t ready to commit fully to electric, rental can be a bridge. Can you give an example of how this works in practice? The Renall case mentioned above is a good example, Scania delivered a complete solution — from initial prospecting to delivery. We financed the vehicles on operating lease. It was only a small piece of the puzzle, but it shows how collaboration between all Scania stakeholders led to an offer that made it easy for the customer to go electric. We’re also discussing a totally new kind of financial solution for a pilot with Erinion. It’s still early days, but I hope we can share more about that later. What trends are you seeing across different regions? If we focus on BEVs, it’s very much centered in Europe. The infrastructure is more mature here: access to electricity, grid capacity. In Latin America or Africa, the infrastructure simply isn’t there yet. You can be a fan of electric vehicles, but if you don’t have electricity or grid capacity, there’s no business case. That said, what we develop in Europe can be scaled to other regions when BEV adoption picks up there. In regions where BEVs will take longer, it’s about finding solutions for other sustainable alternatives, like gas vehicles. You mentioned depot charging. Why is that such a key factor? Because it supports the business case for many customers. If possible, charging at your home depot costs less than public charging. And there’s another benefit: the truck is standing overnight, fully charged in the morning. If you’re driving shorter routes in cities or regions, you can operate the full day without stopping. You don’t lose productivity because you have to charge for 45 minutes. An increasing number of customers are telling us that if they can charge at their depot an electric truck already makes more business sense than diesel. What we can do is make that visible. What key hurdles do customers still face? The price tag is one. If you look at a BEV versus a diesel truck, the difference is substantial. That’s why we engage in dialogue and focus on total cost of ownership — not just the upfront investment. Of course, we do this together with our colleagues on the commercial side. Another hurdle is the perception of complexity. BEVs, charging, grid capacity, battery performance — it can feel overwhelming. Our job is to package it in a way that makes sense and makes the decision easy. What personally motivates you to keep working on this? I’ve always been motivated by finding solutions to challenges. I think I have an instinct that there’s always a way forward. Never say no. There’s always some kind of solution to everything. That’s something I was brought up with. And in this role, there’s an extra layer. If we succeed, it’s not just about solving a customer problem. It’s about contributing to something bigger — a sustainable transport system. Any advice for someone considering a career in this field? Financing is a good skill to have. It’s generic, you can take it anywhere. So, if you start in the vehicle industry and decide it’s not for you, you haven’t wasted your time. But I’d still promote staying in the vehicle industry. Even if you’re in financing, you learn so much from working with people in vehicle sales, services, operations. If you’re outgoing and have big ears, you learn across the complete business. You meet customers, dealers, distributors. You realize how society works around transportation. It’s a great place to be — from a learning perspective and beyond. And one more thing: meeting people where they are is key. You might talk to an owner-operator in the morning and a publicly listed bus company in the afternoon. You have to adapt. If they trust you, they’ll trust the solution you propose. Related articles]]> </article> <article> <h1>Built on the same foundation: How International brought TRATON’s modular powertrain to North America</h1> <p>Tue, 26 May 2026 22:00:00 GMT</p> <![CDATA[Built on the same foundation: How International brought TRATON’s modular powertrain to North America The powertrain is spearheading the implementation of the TRATON Modular System. Enormous effort has gone into reaching the Group’s current position, where the powertrains at International, MAN, and Scania are built on the same foundation. This journey has taken years of development, adaptation, and, above all, collaboration. Meet some of the people involved when International adopted the common powertrain and began producing its own gearboxes. In our "How We Solved It" article series, we take a closer look at exciting projects within the TRATON GROUP and speak with the people who made them possible. In this installment, you'll learn how the Group's common gearbox was implemented at International in 2023. The gearbox was first introduced at Scania in late 2021, and MAN began utilizing the Group-common gearbox in 2024. The Task The initial steps were taken in 2016 when TRATON GROUP entered into a strategic alliance with Navistar (later International). As the ties with International strengthened and the company eventually became part of the TRATON GROUP, work on creating a common powertrain was already underway. Various options for how International would approach the project were considered. Ultimately, the teams concluded that the best way forward for International was to implement TRATON’s full common powertrain, including engine, gearbox, and aftertreatment that had been developed at Scania, rather than starting with only the gearbox. "The gearbox is very tightly integrated with the engine. So, to get the maximum out of both, they need each other. For example, fuel consumption is as good as it is because we have a strongly integrated system between the control units," says Peter Daelander, Product Manager from Scania. The project grew larger At this time, International did not have its own gearbox production. Instead, it sourced transmissions and aftertreatment systems from external suppliers, who were also responsible for servicing them in the field. When the company adopted the Group's common powertrain, it became both more efficient and more economically advantageous to bring production in-house. It also meant a fundamental change in how International would support its customers: for the first time, International itself would sell and service the complete integrated powertrain (engine, transmission, and aftertreatment) through its own dealer network. The scope of the project was immense: a completely new engine, gearbox, and aftertreatment, an expanded factory, a new sales and service approach, and the synchronization of processes and IT systems with Scania. Ryan Ludera, who served as International’s senior project manager for this initiative, shared his perspective: “I knew this was going to be a critical initiative, to develop an all-new integrated powertrain for the North American market, that would change the way we do business at International. It was a massive undertaking, but an exciting one that required resilience and focus across all disciplines from start to finish to be sure everyone was aligned.” The Process Everyone involved understood that the gearbox developed at Scania couldn't simply be transferred to International's trucks. The differences between Europe and the U.S. are numerous, both in what is standard in trucks and how they are operated. The exact adaptations needed could only be discovered through testing. "For example, trucks in the U.S. can operate at higher road speeds and can be paired with heavier driveshafts, which Scania's gearboxes were not initially designed for. We discovered such things along the way. At Scania, we learned that we needed to conduct more tests and raise our awareness of the differences in how products are used in different markets," says Markus Granström, Component Chief Engineer for gearboxes and the main contact at Scania in the collaboration with International. For the Scania engineers, this collaboration meant a partially new role. They were accustomed to developing gearboxes optimized for their own trucks. They now needed to consider new customers of the partner brand in the U.S. who had slightly different demands and expectations. This provided important learnings for both Scania and International. "Both teams learned a lot from the collaboration. We at Scania learned how to adapt the gearbox to new customers with different requirements. And for International, it was the first time that they were involved in developing a new gearbox. In the end, it felt like International was just as involved in the development as Scania," says Markus Granström. “Our cross functional groups had really strong collaboration, which resulted in a better performing team. Our team members leveraged the local best practices while staying naturally curious to consider other ways of approaching a situation. This resulted in a more efficient team, faster problem solving and better solutions for our customers,” says Ryan Ludera. Challenge of synchronizing IT systems One of the biggest challenges wasn't about the gearbox itself or its construction, but about connecting the companies' IT solutions and how drawings would be shared. "It's one of the most difficult things when starting a collaboration between two companies: getting the process and IT components in place. It's hard to know at what level you need system support and what the minimum level is. That's when communication between the people in the project becomes crucial," says Karin Elfgren, who was the Project Manager at Scania. The team had to solve the sharing of drawings through manual handling, which over time became increasingly integrated and automated. "Now it's built into our review flow and happens almost automatically. We now work according to a clear process that we have across all TRATON R&D," says Markus Granström. Gearbox manufacturing established The Huntsville factory underwent a major transformation: a 10,000-square-meter (110,000-square-foot) expansion that gave the plant entirely new capabilities, gearbox assembly for the first time in International's history, alongside three major machining lines. International managed the construction, but Scania advised on the design of the gearbox production line. "It’s a copy of Scania's gearbox line but with a higher degree of automation. Production is carried out with largely the same controls and the same flow. The different sections of the factory have borrowed the Swedish names for simplicity," says Karin Elfgren. The Result In October 2023, International announced the start of production of the S13 Integrated Powertrain at Huntsville, now running two assembly lines, one for the gearbox and one for the engine. "It was a challenging journey, but very positive," summarizes Peter Daelander. Karin Elfgren is more than satisfied with how the project was executed: "We became a really good team. The gearbox team worked incredibly well together. This applies to both the development teams and the collaboration between R&D and Production. Furthermore, the collaboration between Production at Scania and International worked very well. Everyone was willing to go the extra mile to make it work. I’m very impressed with how the team solved the task." Ryan Ludera echoes her sentiment: ”International and Scania have a lot to be proud of, following the 2023 launch and ongoing market success of the S13 Integrated Powertrain, which is the first TRATON GROUP solution in North America. During the nearly six years of working together, the cross-functional teams showed tremendous collaboration through adversity, grounded in mutual respect, trust for one another, and sharing a common objective.” A culture of collaborative problem-solving The lessons learned from the project were numerous. In the pursuit of continuous improvement, the team has carried successful elements into subsequent projects and learned from less successful ones to avoid repeating them. A key reason why the collaboration succeeded was that the team tackled challenges together. "We became a very tight-knit team that supported each other and listened to each other. We wanted to avoid any finger-pointing. We put together tandem pairs with representatives from both companies. We agreed to only say, 'we haven't reached the goal on this,' instead of 'Scania wants to do this and International wants to do that' at the project meetings. I believe that was one of the success factors," says Karin Elfgren. Related articles]]> </article> <article> <h1>Decisive factor: Megawatt charging doesn’t break the bank</h1> <p>Tue, 12 May 2026 22:00:00 GMT</p> <![CDATA[Decisive factor: Megawatt charging doesn’t break the bank The Megawatt Charging System is essential to the efficient, continual operation of commercial fleets. Its convenience, safety and robustness are superior to other fast-charging options, while being more cost-effective for every stakeholder. The Megawatt Charging System (MCS) offers enhanced communication capabilities, improved safety features, and greater system robustness. The outstanding advantage, however, is that it is more cost-effective than slower charging variants – for all stakeholders, from Charge Point Operators (CPOs) to fleet owners. The Megawatt Charging System can enhance the operational efficiency and business continuity of commercial fleets. Both are critical for the large-scale transition towards decarbonization of the transportation sector. Jorge Soria Galvarro, Senior Technical Adviser for Charging Enablement at TRATON R&D says, “Megawatt charging is designed to maximize stability and minimize downtime.” MCS is therefore a vital component for making this transition possible, while complying with all rules and regulations for safety and driver wellbeing. MCS is a robust, high-performance charging technology. Its charging power is much higher than that of the regular 350 kW Combined Charging System – up to 3.75 MW – making it ideal for charging large commercial vehicles. The development of the MCS began in 2018 with the Charging Interface Initiative (CharIN). Since then, the underlying technology has been developed further by standards organizations, including ISO and IEC, with the goal of making it the global standard for high-power charging. More than 80% charged at 700 kW within 45 minutes Within the EU, all long-distance drivers must take a 45-minute rest period for every 4.5 hours behind the steering wheel. The Megawatt Charging System is the only fast-charging system which would allow a driver to also use this time window to substantially charge their battery-electric truck. During the rest period, a battery can be recharged to around 80% at 700 kW when plugged into a MCS. In contrast, although a typical 350-kW charger may be suitable for passenger vehicles, charging a heavy-duty truck with a large battery of 600 kWh or more would take around 90 minutes. This is twice the length of a driver’s legal rest time. For commercial trucking operations, this extended charging time negatively impacts business continuity and incurs high opportunity costs. Therefore, with its high-performance charging at 700 kW, the Megawatt Charging System creates measurable business efficiency. MCS also offers improved robustness. The Combined Charging System standard runs over single power line connections which can be unstable, potentially leading to failed charging events. Megawatt charging is more reliable for continuous charging as it runs over ethernet connectivity – and this reduces downtime of the vehicle. The technology is also suitable for overnight charging at power levels as low as 80 kW. Besides the improved speed and connectivity of megawatt charging, this technology provides additional economic benefits for everyone. Economic efficiencies for Charge Point Operators Particularly where land is scarce, land use efficiency is key. Along most major highways around Europe, space is tight. But if a vehicle charging session is much shorter due to the faster charging speeds, a truck driver can vacate the charging point sooner. This increases the throughput per square meter on that area – which utilizes the land more effectively, reducing cost. As Andreas Kammel, VP Alternative Drivetrains at TRATON, summarizes: “Megawatt charging therefore offers tangible economic benefits to a key stakeholder in the charging ecosystem: the Charge Point Operator.” A vehicle charging station can have fewer, but faster charging points, rather than a large number of slower points, while retaining the same throughput of vehicles. Installing five 700-kW MCS chargers instead of ten 350-kW CCS chargers, for example, brings down land costs as well as physical hardware expenditure – all while retaining the same demand on the electricity network. Charge Point Operators (CPOs) also benefit from stochastic optimization with faster charging speeds: Shorter charging times are more flexible to manage, making it easier to uphold reservation systems or adapt quickly to changing demands. This enhances the average use of each charging point – which boosts a CPO’s bottom line, with either increased margins or additional cost reductions. CPOs therefore reap multiple benefits from a fast-charging infrastructure, but commercial fleet managers and drivers, too, gain from the stability and convenience offered by megawatt charging points. Value and convenience for everyone The routes and schedules of haulage trucks are more consistent and predictable compared to those of passenger vehicles. This regularity offers further advantages to Charge Point Operators providing MCS charging points. Truck drivers would become recurring customers at their charging stations on workdays, without vacation peaks or other inconsistencies which impact passenger car charging. And if commercial customers can rely on robust charging systems that serve both en-route and overnight charging, they are likely to use public charging stations even more intensively. In addition, trucks are concentrated heavily on fewer routes compared to passenger vehicles. This supports planning for CPOs and fleet managers: If a truck ends up missing its reservation slot due to a road accident along its designated route, for example, then other trucks heading to that charging site are likely to be stuck in the same traffic jam. The original order of booking slots for charging is therefore typically retained. As all end-customers value their time, drivers will typically choose faster charging over slower alternatives, especially if the prices of each charging option are similar. The improved customer experience of robust, fast charging is in itself enough to encourage greater usage of MCS charging points. However, when CPOs expand their MCS charging points, it is more likely to reduce their costs, not increase them. This creates a win-win: CPOs gain improved margins and cash flow, while customers are offered greater value and convenience at the same price. But all of these benefits can only be gained if megawatt charging becomes the standard in high-performance charging for electrified trucks. This is where TRATON comes in. Other major markets in the heavy-goods sector are already expanding their charging networks with megawatt charging, as a preference over slower charging technologies. Most remarkably, this includes some nations in the Global South that are expected to debut public charging networks with charging speeds of 700 kW and higher – in many cases supported by Chinese companies entering the market. Investing in MCS thus sharpens the competitive edge for OEMs and CPOs in Europe on the global stage. Partnerships for an improved charging ecosystem The charging ecosystem is complex. System standards and compatibility, a solid infrastructure and cybersecurity are all key elements of a successful MCS rollout. TRATON GROUP is actively engaged in partnerships with Charge Point Operators and other service providers, including Hubject, to support a seamless customer experience across different charging networks. This helps to accelerate the rollout and adoption of electric trucking. Currently, the infrastructure for the Megawatt Charging System is virtually non-existent on routes around Europe. TRATON’s Joint Venture Milence has already begun filling these gaps. It is establishing dozens of new high-performance charging stations in several EU countries, some of which are already equipped with MCS chargers. Hundreds of chargers have been built and many more are in development. This increasingly significant rollout helps promote MCS technology as a new global standard for charging heavy-duty electrified vehicles at very high-power levels. As a leading vehicle manufacturer, TRATON has more strategies to ensure the future of long-haul trucking is electric. These include the development of next-generation BEVs, starting with the production of MCS-enabled tractor trucks. In fact, as of April 2026, TRATON brands are already accepting sales orders for MCS-enabled trucks for long-haul commercial operations. Greater BEV adoption with optimized charging With advanced technologies, global standards and an improved infrastructure, the charging ecosystem is set to become more cohesive. Besides the convenience of higher charging speeds, and greater robustness, there are multiple cost efficiencies for all stakeholders of an enhanced ecosystem. These will improve further as the technology scales. Investments in battery-electric vehicles (BEV) will become more appealing as a result, especially for long-haul transportation. Looking ahead, Benjamin Vieth says, “Smart, high-performance charging, optimized energy flows at charging sites and future integrations with the energy market can all reduce charging costs by up to 40%. This lowers the total cost of ownership, thus driving further BEV adoption.” The Megawatt Charging System, as an essential technological component, will therefore become a core pillar of an efficient electrified future. Related articles]]> </article> <article> <h1>How Vanessa Reinarz advances Remanufacturing and Circularity at MAN and across the TRATON GROUP</h1> <p>Sun, 10 May 2026 22:00:00 GMT</p> <content:encoded><![CDATA[How Vanessa Reinarz advances Remanufacturing and Circularity at MAN and across the TRATON GROUP “Remanufacturing is quite simple,” Vanessa Reinarz explains. “We take the old broken parts back, clean it, replace the critical elements and give it a second life.” What sounds simple in concept, is harder in practice – and more challenging still to build into a Group-wide business strategy across four brands and three continents. But that is precisely what Reinarz is attempting. As Head of Product Management Genuine Parts at MAN Truck & Bus, she has spent the better part of a decade building remanufacturing from a greenfield product line into a core commercial proposition. Now, as the lead of TRATON GROUP’s Reman and Beyond initiative, she is pushing even further: not just growing MAN’s Ecoline range but weaving circular thinking into the DNA of the entire Group. The results are already tangible. MAN is now remanufacturing flywheels for Scania at a lower cost than Scania’s previous external supplier. Customers with ageing trucks are choosing a remanufactured engine over a new vehicle. And a cross-brand team of engineers, logistics specialists, and product managers is meeting weekly to find the next component that can be given a second life. You’ve been with MAN for more than ten years now. How did you come into the company and this field? I joined MAN in 2014, after working for an international company in Switzerland. I began in sales and aftersales controlling, working a lot with data and figures. And for me, it was great to come back to the roots, back to the automative industry, especially in Munich again, and in the field of heavy duty trucks, which was completely new to me, and which is a B2B business, and that was really what motivated me to change to MAN. Moving into Product Management later on really opened the door to remanufacturing and sustainability topics. For someone unfamiliar with the topic: what is the value of remanufacturing? It’s quite simple. Instead of producing a completely new component, we take the old part back – from customers or workshops – clean it, replace critical elements, and give it a second life with quality as good as new. By doing that, we save raw materials, energy, and emissions, while offering a reliable product that brings the same customer value as a new one. The remanufactured part can even be better than new? Yes. Because we see all the broken cores coming back, we recognize recurring failure patterns. Then we can improve them in the remanufacturing process – for example, replacing a plastic O‑ring with an aluminum one. In those cases, the reman part can last longer than the original. What makes remanufacturing a strong business case for customers and for MAN? Besides the sustainability aspect, it is a price‑attractive alternative. A remanufactured part can be up to 30% cheaper than a new one – with the same warranty and quality. For customers with older vehicles, this can make a crucial difference. If an engine breaks, the decision might be between buying a new truck or choosing a remanufactured engine. If we offer a reman engine that fits the value of the vehicle, the decision becomes easy and the truck stays on the road. You are now leading a Group-wide initiative for remanufacturing across the TRATON brands. What is the ambition behind this? The goal is to scale remanufacturing across the entire Group and explore new circular services. We call it “Reman and Beyond”. We want to combine capacities, resources, and knowledge from all brands to build something bigger and create a truly competitive offering for our customers. It’s about growing the business while decoupling resource use and positioning TRATON as a sustainable provider of remanufactured and circular solutions. How does this collaboration work in practice? We started around two years ago with regular knowledge‑sharing meetings. Today, we work in structured project sprints with weekly sessions and dedicated work packages. Each package has representatives from all brands: MAN, Scania, International, and Volkswagen Truck & Bus (VWTB) – from commercial departments, production, logistics, purchasing, and R&D. And what is amazing is the commitment from all participants, because everybody is aware how it is possible to grow from a brand perspective, but also on a TRATON level, and to learn from each other. Can you give an example? During a joint workshop at our reman facility in Nuremberg, someone from Scania asked whether MAN could remanufacture certain flywheels for them. We said yes, and today MAN is remanufacturing those flywheels at lower cost than Scania’s previous supplier. It’s a real win‑win and one of the first tangible outcomes of the collaboration. And we also learn from Scania: for example, they have strong capabilities in dismantling complete vehicles and feeding components back into the reman process. How do other TRATON brands fit into this exchange? International has more than 60 years of experience and the largest reman portfolio in the Group, so there’s a lot we can learn from their processes. VWTB is newer to remanufacturing and very curious about our methods, products, and suppliers. Each brand contributes in different ways, whether through physical capabilities, processes, or shared supplier strategies. What motivates you personally to drive circularity and remanufacturing forward? For me, it’s the combination of sustainability and business impact. Remanufacturing shows that circularity is not a compromise. It’s a competitive advantage. It lowers emissions, saves resources, creates customer value, and brings profit to the company. That combination is what motivates me. Looking ahead, what is your vision for remanufacturing at MAN and within the TRATON GROUP? My vision is that remanufacturing and other circular services are fully integrated into our strategies and roadmaps. That it is not seen as an option but a deliberate choice. I also see a Group-wide solution where all four brands participate, look in the same direction, and follow a shared roadmap so we can truly scale the business together. And for me, it’s essential that remanufacturing and other circular services become part of product design and service concepts right from the beginning – as a complete solution. Related articles]]> </article> <article> <h1>TRATON GROUP issues its first Green Bond and Green Loan for a total of €850 million for investments in battery-electric commercial vehicles under its Group-wide Green Finance Framework</h1> <p>Wed, 06 May 2026 22:00:00 GMT</p> <content:encoded><![CDATA[TRATON GROUP issues its first Green Bond and Green Loan for a total of €850 million for investments in battery-electric commercial vehicles under its Group-wide Green Finance Framework As first commercial vehicle manufacturer, TRATON issues a Green Bond in euros with a volume of €500 million In addition, a Green Loan in the amount of €350 million has been signed Proceeds will be allocated to selected investments in battery-electric commercial vehicles Munich, May 7, 2026 – The TRATON GROUP successfully placed its debut Green Bond on the capital market with a volume of €500 million, a maturity of 5.5 years, and a fixed coupon of 3.875%. The transaction represents the first Green Bond issued under the new TRATON Green Finance Framework that was launched in October 2025. In-parallel, TRATON secured a bilateral €350 million Green Loan, thereby aggregating the green use of proceeds in line with the Green Finance Framework to a total of €850 million and supporting the transformation away from diesel propulsion towards battery-electric powertrains. Dr. Michael Jackstein, CFO and CHRO of the TRATON GROUP: “Our first Green Bond and Loan on TRATON level mark a clear milestone in the evolution of our financing strategy. It translates our electrification strategy to the bond and loan markets and provides investors with a transparent and credible opportunity to participate in the transformation of commercial transport. Both transactions clearly demonstrate that green finance and industrial transformation go hand in hand at TRATON.” The green bond transaction generated strong investor demand, resulting in a high-quality order book of approximately 5.4x the issue size, reflecting very strong support from international bond investors. Proceeds of the Green Bond and Green Loan will be allocated to selected projects in the area of battery-electric commercial vehicles and emission-free mobility that fall within the category of Clean Transportation in the Green Bond Principles of the International Capital Market Association (ICMA). TRATON’s Green Finance Framework received a Dark Green shading, the highest possible category, from S&P Global Ratings. A dedicated Green Finance Committee, embedded within TRATON’s existing governance structure, oversees project selection, evaluation, and monitoring. An Allocation and Impact Report will be published within twelve months of issuance capturing the aforementioned transactions. Further details, including a recorded presentation, are available at: https://ir.traton.com/en/greenfinance 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 performed well in the first quarter of 2026, despite special items, and increased incoming orders</h1> <p>Tue, 28 Apr 2026 22:00:00 GMT</p> <![CDATA[TRATON GROUP performed well in the first quarter of 2026, despite special items, and increased incoming orders Sales revenue of the TRATON GROUP was €10.2 billion in the first quarter of 2026, 4% below the prior-year quarter Adjusted operating result at €582 million, compared to €646 million the previous year Adjusted operating return on sales decreased by 0.4 percentage points to 5.7% Charges of €521 million for certain items were adjusted Incoming orders up by 18% to 87,800 vehicles Unit sales down 6% year-on-year at 68,600 vehicles Munich, April 29, 2026 – As expected, the TRATON GROUP got off to a slow start to 2026, yet anticipates improved business performance in the coming quarters due to an increase in incoming orders and confirms its full-year forecast. While unit sales dropped by 6% to 68,600 vehicles (3M 2025: 73,000 vehicles) in the first quarter of 2026, as reported, the decline in sales revenue was more moderate, decreasing by 4% to €10.2 billion (3M 2025: €10.6 billion). With a share of 22% (3M 2025: 21%) of total sales revenue, the Vehicle Services business contributed positively to business performance. Incoming orders rose significantly by 18% to 87,800 vehicles (3M 2025: 74,300 vehicles) in the first quarter. As a result, the book-to-bill ratio increased to 1.3 (1.0). At €582 million (3M 2025: €646 million), adjusted operating result was below the prior-year period, as expected. This was also due to high tariff costs in the USA that were not imposed in the prior-year quarter. Lower fixed costs helped offset this, but the adjusted operating return on sales decreased by 0.4 percentage points to 5.7% (3M 2025: 6.1%). In addition, the TRATON GROUP’s operating result was impacted by charges of €521 million for certain items, which were adjusted. Christian Levin, CEO of the TRATON GROUP: “Against the backdrop of a continued unfavorable economic and political situation, we performed well in the first quarter of 2026. Incoming orders are still increasing, which makes me optimistic for the coming quarters. Demand for heavy-duty trucks (Class 8) improved significantly on the US market in the first quarter, with incoming orders at International a good 80% above the prior-year quarter. The demand for battery electric vehicles is also gaining pace: In the first quarter, we grew unit sales here by 38% and incoming orders by as much as 45%.” Performance of the TRATON GROUP brands Scania Vehicles & Services managed to keep adjusted operating return on sales stable, coming in at 11.0% (3M 2025: 11.1%) in the first quarter. The 6% decline in unit sales was the main reason for the slight decline in sales revenue, with the New Vehicles business predominantly affected. This was partly offset by the increase in the Vehicle Services business. Incoming orders were up by 10%. While the order level remained stable in Europe (EU27+3), Brazil saw significant growth thanks to a government-subsidized loan program. MAN Truck & Bus improved adjusted operating return on sales by 2.9 percentage points to 7.2% (3M 2025: 4.3%). This was primarily due to the 8% increase in sales revenue to €3.3 billion (3M 2025: €3.1 billion) and better product and fixed costs. MAN Truck & Bus achieved nearly stable year-over-year incoming order levels, despite lower truck incoming orders in Germany. International Motors reported an adjusted operating return on sales of –4.0% (3M 2025: 1.6%). The adjusted operating result was negatively impacted by the volume-related decline in sales revenue and high tariff costs. This was partially offset by lower fixed costs. Weak demand and declining unit sales resulted in both a sharp decrease in new vehicle sales and a noticeable drop in vehicle service revenues. Strong demand in the heavy-duty truck sector (Class 8) led to an increase of 81% in incoming orders. At Volkswagen Truck & Bus (VWTB), adjusted operating return on sales fell to 10.2% (3M 2025: 13.0%). The decline in unit sales was also the main reason for the substantial decline in sales revenues. In addition, operating result (adjusted) was negatively impacted by currency effects. Like Scania, VWTB also benefited from Brazil’s government-subsidized loan program for the renewal of truck fleets. Compared with the weak prior-year period, incoming orders rose by 11%. Dr. Michael Jackstein, CFO and CHRO of the TRATON GROUP: “We are responding to the persistently difficult market situation by maintaining our strict cost discipline. We are closely monitoring geopolitical and economic developments. Nonetheless, we remain confident for the coming quarters, also due to the increase in incoming orders, and are thus confirming our full-year outlook for 2026. We continue to expect a range of ‒5% to +7% for unit sales and sales revenue of the TRATON GROUP. We still forecast an operating return on sales (adjusted) of between 5.3 and 7.3%.” The forecast continues to be contingent on future geopolitical developments, especially the effects of the American administration’s tariff policy and the war in Iran. The TRATON GROUP’s financial key performance indicators: 3M 2026 3M 2025 Change TRATON GROUP Incoming orders 87,775 74,307 18% of which trucks 71,100 58,891 21% of which buses 8,067 7,754 4% of which MAN TGE vans 8,608 7,662 12% Unit sales 68,604 73,090 -6% of which trucks 53,535 57,566 -7% of which buses 7,514 8,328 -10% of which MAN TGE vans 7,555 7,196 5% Sales revenue (€ million) 10,231 10,606 -4% Operating result (€ million) 60 651 -591 Operating result (adjusted) (€ million) 582 646 -64 Operating return on sales (adjusted) (in %) 5.7 6.1 -0.4 pp 3M 2026 3M 2025 Change TRATON Operations Sales revenue (€ million) 9,779 10,325 -5% Operating result (€ million) 153 762 -609 Operating result (adjusted) (€ million) 674 756 -82 Operating return on sales (adjusted) (in %) 6.9 7.3 -0.4 pp Net cash flow (€ million) –250 -111 -139 TRATON Financial Services Sales revenue (€ million) 598 530 13% Earnings before tax (€ million) 53 47 5 Operating result (adjusted) (€ million) 52 46 6 Operating return on sales (adjusted) (in %) 8.7 8.7 0 pp Webcast for the press and analysts A webcast to discuss the TRATON GROUP’s results in the first three months of fiscal year 2026 will take place from 10:00 a.m. on April 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 records decline in unit sales to 68,600 vehicles in the first quarter of 2026</h1> <p>Sun, 12 Apr 2026 22:00:00 GMT</p> <content:encoded><![CDATA[TRATON GROUP records decline in unit sales to 68,600 vehicles in the first quarter of 2026 Munich, April 13, 2026 – As expected, the TRATON GROUP got off to a slow start to 2026. According to preliminary data, a total of 68,600 vehicles were delivered across the TRATON brands in the first quarter of 2026, down 6% on the prior-year quarter. By contrast, unit sales of all-electric vehicles increased by 38%. TRATON GROUP unit sales: Q1 2026 Q1 2025 Delta TRATON GROUP 68,600 73,100 –6% of which all-electric vehicles 860 620 38% - Scania Vehicles & Services 21,000 22,200 –6% of which all-electric vehicles 130 100 25% - MAN Truck & Bus 23,600 20,600 14% of which all-electric vehicles 540 380 44% - International Motors 13,300 16,900 –21% of which all-electric vehicles 180 90 113% - Volkswagen Truck & Bus 10,800 13,400 –20% of which all-electric vehicles 0 60 –93% Percentage changes are based on unrounded figures Scania sold 6% fewer vehicles in the first quarter of 2026 than in the prior-year quarter, weighed down by a sharp decline in unit sales in South America, particularly in Brazil. MAN Truck & Bus grew unit sales by 14% on the back of healthy European order activity in previous months, compared to the relatively weak prior-year quarter. International saw unit sales decrease by roughly one fifth over the prior-year quarter. Although the US market has recently shown encouraging signs of an upturn in customer demand, this has not yet had an impact on unit sales. Volkswagen Truck & Bus sold 20% fewer vehicles in the first quarter of 2026 than in the prior-year quarter due to the persistently difficult market situation in South America. The TRATON GROUP will publish its 3M 2026 Interim Statement on April 29, 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 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.]]> </article> <article> <h1>The TRATON GROUP and Applied Intuition announce TRATON ONE OS, a Unified Software Platform for improved fleet uptime across TRATON’s four global brands</h1> <p>Mon, 30 Mar 2026 22:00:00 GMT</p> <content:encoded><![CDATA[The TRATON GROUP and Applied Intuition announce TRATON ONE OS, a Unified Software Platform for improved fleet uptime across TRATON’s four global brands Munich/Sunnyvale, March 31, 2026 – The TRATON GROUP and Applied Intuition today announced TRATON ONE OS, a next-generation software-defined vehicle platform that will power all new vehicles across TRATON’s four brands: Scania, MAN, International and Volkswagen Truck & Bus. Building on more than a year of co-development, the two companies are deploying a single unified platform that’s at the forefront of innovation to deliver benefits to customers: Prevents costly downtime: The system’s unified data access is designed to enable predictive maintenance capabilities that allow fleet operators to identify and address potential mechanical issues before they lead to breakdowns, service recalls or unplanned downtime. Future-proof fleets: Customers will be able to receive new applications, features and full-cabin user-interface upgrades via over-the-air software updates, eliminating many workshop visits and allowing vehicles to improve throughout their operational life. Unlocks the autonomous future: The platform’s adaptive middleware is designed to serve as a foundation for autonomous driving systems, enabling TRATON to layer autonomous capabilities onto the same architecture over time. Designed to bring the speed, flexibility, and continuous update cycles of modern software development to the commercial vehicle industry, TRATON ONE OS will operate on all high-performance computers (HPCs) in TRATON’s new vehicle architecture. The platform supports multiple hardware chipsets and global regulatory environments while giving TRATON teams a common foundation to build on — all without compromising each brand's distinct customer experience. Testing of the first integrated ECU hardware will begin in April 2026, with rollout across new trucks targeted for 2028. “Our collaboration with Applied Intuition brings together TRATON’s deep expertise in commercial vehicles, including strength in modularization and in-house application-function software development, with Applied Intuition’s leading software capabilities,” said Stefan Teuchert, Senior Vice President EE Platform at TRATON GROUP. “With TRATON ONE OS, we combine strong building blocks from Applied Intuition, TRATON and the open source community to create a worldwide cutting-edge EE platform, delivering fast new functions and services to the customer, while still preserving what makes each of our brands unique.” The platform is being co-developed as a white-box modular architecture that combines TRATON’s internal development with Applied Intuition’s Vehicle OS for trucking, as well as trusted third-party and open-source components. This modular approach allows TRATON to replace or consolidate compute units over time without fragmenting the software stack or rewriting the platform or applications, supporting the company’s long-term ambition to move toward fewer, more powerful high-performance computers. “Working closely with TRATON, we’re building the next generation of software-defined commercial vehicles,” said Qasar Younis, co-founder and CEO of Applied Intuition. “TRATON ONE OS creates a platform that allows commercial vehicles to continuously evolve through software updates while giving TRATON the flexibility to build and scale capabilities across its global brands.” 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 About the TRATON SE 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 Applied Intuition Applied Intuition, Inc. is powering the future of physical AI. Founded in 2017 and now valued at $15 billion, the Silicon Valley company is creating the digital infrastructure needed to bring intelligence to every moving machine on the planet. Applied Intuition services the automotive, defense, trucking, construction, mining and agriculture industries in three core areas: tools and infrastructure, operating systems and autonomy. Eighteen of the top 20 global automakers, as well as the United States military and its allies, trust the company’s solutions to deliver physical intelligence. Applied Intuition is headquartered in Sunnyvale, California, with offices in Washington, D.C.; San Diego; Ft. Walton Beach, Florida; Ann Arbor, Michigan; London; Stuttgart; Munich; Stockholm; Bangalore; Seoul; and Tokyo. Learn more at applied.co.]]> </article> <article> <h1>How TRATON Modular System builds resilience</h1> <p>Wed, 18 Mar 2026 23:00:00 GMT</p> <![CDATA[How TRATON Modular System builds resilience By developing a Group-wide modular system, TRATON strengthens its resilience against disruptions, ensuring the continuity of production and logistics flows even in an unstable global environment. “The modular system is our answer to this more unpredictable world,” says Fabio Castello, Head of Group Logistics at TRATON. Natural disasters, geopolitical unrest, component shortages, and other external factors can disrupt the global value chain. One of the best known examples is the 400-meter container ship that stranded in the Suez Canal in 2021. Hundreds of vessels were brought to a standstill for nearly a week. This had a significant impact, as approximately 10-15% of global trade passes through the canal. The TRATON Modular System (TMS) /TMS - Home/ begins with common components and grows into a Group-wide modular setup that will extend across all parts of the organization, generating positive effects several steps removed from its core. One example is that the modular system significantly improves the Group's ability to withstand supply shocks that may affect both production and logistics flows. This can be summarized in three key points: Global logistics optimization: Common, modular parts and components are produced and stored worldwide, reducing the risk that regional volatility will disrupt supply. Optimized inventory: Group Modularization enables a planned approach to maintaining and optimizing inventories of critical parts. Flexible production: TRATON Modular System enables more flexible reallocations of component production. 1. Global logistics optimization If one region faces issues, another can step in to maintain the flow. This is made possible by having shared common components, and shared Group production & logistics principles. “We will be regional in execution but global in orchestration. We are creating logistics hubs across the continents where we operate, and they’ll manage our flows within the regions and connect these regions in real time. If we encounter disruptions, we can dynamically replan our flows. This will mean fewer stoppages, faster recovery, and greater stability for our customers,” says Fabio Castello, Head of Group Logistics at TRATON For further perspective, Mattias Strömsten, Head of Powertrain Production at Scania, brings extensive experience from an organization with production sites across multiple continents, intricately linked by a robust global logistics network. “By having common platforms for engines, transmissions, and axles, and later on e-propulsion systems, we can source critical components across multiple sites within the TRATON network. We can shift dynamically. It’s not just about redundancy, it’s about intelligent flexibility built into the system. In practice, that makes our supply chain far more resilient and predictable, even in uncertain times. On top of that, we can optimize the flows for the lowest landed cost for TRATON,” he says. 2. Optimized inventory The TRATON Modular System enables a planned approach to maintaining and optimizing inventories of critical parts. “Because parts are used across several brands and models, we can hold optimized inventories that serve a wide range of products. Approximately 80-90% of the strategic and core parts are common in our powertrain. This makes it possible to maintain stability during disruptions without overstocking or tying up unnecessary capital,” says Strömsten. Castello says that it is a fine balance between preparing for potential crises and avoiding excessive inventory. “We believe that TMS will help us achieve this balance in an intelligent way. Instead of maintaining safety stocks across locations, we can share common stocks. With the combination of modular design and data-driven logistics, we can act quickly in a crisis while keeping our working capital and environmental footprint under control.” of the strategic and core parts are common in our powertrain. 3. Flexible production The modular setup is built on shared capacity and capability between TRATON’s production sites in Europe, South America, the US, and China. “This gives us the agility to balance production depending on where challenges arise. For instance, if a particular plant is affected by a local problem, production of certain products can be ramped up elsewhere with minimal reconfiguration,” says Strömsten. The TRATON Modular System is steadily progressing. With the engine and gearbox now built upon the common base, production benefits have already begun to manifest. “We see the benefits of this approach in our conventional powertrain setup. As we transition into e-mobility, this flexibility will become even more important, even if the world becomes more of a diverging roads. It’s a truly global network with flexibility, not just a collection of local factories,” says Strömsten. A shared digital infrastructure is key Castello emphasizes that a shared digital infrastructure is necessary for this global logistics flow to work. “The data must flow seamlessly from suppliers to factories, from factories to dealers, from dealers to customers. This level of clarity is key to enabling faster and smarter decisions,” he says. The final piece of the puzzle is the people working in this global network. “It’s all about the people. The TMS brings our logistics experts from the brands together in one ecosystem,” says Castello. Strömsten agrees. “This new way of working creates a team spirit within the Group, we solve problems and create strategies together. To the customers, we are four different brands, but internally in the Group, we need to cooperate.” Looking to the future Looking ahead, Strömsten believes that the modular system will be the catalyst for innovation within the Group. “Once fully rolled out, the TMS will unlock even greater synergies across TRATON’s brands. We’ll see more cross-learning, shared best practices, and faster continuous improvements across all sites. Having access to over 200,000 global components gives us significant learning potential. Challenges identified at one site can be solved and deployed Group-wide. In the long term, TMS will also support a smoother transition into electrified and digitalized production systems, ensuring we stay competitive and resilient—not just today, but for the next generation of transport solutions.” Examples of collaboration Fabio Castello provides three examples of how TRATON is already leveraging the global logistics network today: Related articles]]> </article> <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 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> </main></body></html>