RSS Feed TRATON SE</h1> <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>TRATON Finans AB</h1> <p>Fri, 22 May 2026 11:46:42 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>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> <article> <h1>José Ricardo Alouche – Accelerating Brazil’s E-Mobility Shift</h1> <p>Mon, 12 Jan 2026 23:00:00 GMT</p> <![CDATA[José Ricardo Alouche – Accelerating Brazil’s E-Mobility Shift At TRATON, sustainability is a shared purpose. Impact Lines reveals how TRATON’s people bring this purpose to life, turning sustainability goals into tangible impact across every brand, every system and every line of work. After nearly four decades in the commercial vehicle industry, José Ricardo Alouche still arrives at work with the same mindset he had as an intern in 1989: solve the customer’s problem quickly and reliably and use every day to improve the product. That customer-centric approach has shaped his journey from after-sales trainee to Vice President of Sales, Marketing and Aftersales at Volkswagen Truck & Bus Brazil and it’s the foundation of his mission today: driving the shift to sustainable mobility across one of the world’s largest and most complex transport markets. You’ve been part of the commercial vehicle industry for almost four decades. What first drew you to the field — and what keeps you motivated during such a profound industry transition? I started my career in 1989 in after-sales, especially in the service area for trucks and buses – which, in my opinion, was the best beginning for my career. I strongly recommend to all my team to start in that area because you learn to understand the customers needs immediately and to get a truck back on the road quickly. That shaped my whole career. Even after almost 40 years, I’m motivated because every day brings a new challenge. Commercial work is about solving problems, improving processes, using new tools, and staying ahead of competitors. Brazil is a continental country with different cultures, climates and road conditions, and our brand needs to deliver the same quality everywhere. That responsibility keeps me energized every day. How does sustainability factor into your daily work? Sustainability is now integrated into everything we do. Among many other things, we include it in dealer training, and we talk about it constantly during customer visits, which are one of the pillars of our commercial strategy. These conversations often turn into real projects. For example, one customer produces 100% biodiesel (B100) and asked to operate our trucks on their own fuel. Together with engineering, we developed a program, and today several trucks run on B100 on Brazilian roads. Another strong example is in São Paulo. A waste-collection company produces biomethane from organic waste and wanted garbage trucks that could run on that gas. We delivered the first NGV (Natural Gas Vehicles) trucks over a decade ago, and after only 60 days of recent operation, the customer already signaled interest in 170 additional units. These trucks operate in front of the population every day – quietly, without diesel emissions. Volkswagen Truck & Bus pioneered electric trucks in Brazil. How did the e-Delivery and now the e-Volksbus 22L programs begin? Our electric journey began earlier than many people think. At Fenatran in 2017, we presented a prototype e-Delivery truck simply to show future readiness. But the reaction was huge – customers immediately asked when it would be available. Some people said we were crazy to develop electric trucks in Brazil, but we decided to start anyway, working with suppliers and major fleets. This led to order intentions of more than 1,000 trucks from the beverage company Ambev, and by 2019 the e-Delivery entered series production. We became the first OEM (Original Equipment Manufacturer) to develop and produce electric trucks in Brazil, and we remain the benchmark today. Our strategy focuses on urban distribution, where public charging infrastructure is not required. We install chargers directly in the customer’s depot, they charge overnight and operate during the day with zero emissions and near-zero noise. This demonstrates that electric mobility is not the future — it is already here. The same applies to our e-Volksbus, a 100% electric urban bus beginning operations in São Paulo. By March, around 100 units are expected to be running. Electric buses help replace the old image of noisy, polluting fleets and show that public transport can be clean, quiet and comfortable. What measures are in place to facilitate the shift toward electric trucks and buses? The technical collaboration inside TRATON has become increasingly important. We share components, engines and battery technology to accelerate development and reduce costs. The e-Delivery and e-Volksbus already use Group synergies, and we integrate components from MAN and Scania where it makes sense. But one of the biggest enablers this year has been the arrival of TRATON Financial Services (TFS) in Brazil. Since its launch, financing demand has more than doubled, showing how strongly customers trust a partner focused exclusively on trucks and buses. Financing is essential for electric adoption. TFS helps us offer tailored solutions for operators, and we are preparing to use Refrota, a national program that supports the modernization of urban bus fleets. If approved for TFS, it will significantly accelerate e-bus deployment. Brazil faces unique challenges – including infrastructure gaps and a continental scale. Why is this sustainability work meaningful to you personally? The climate is changing. Today we have 35 degrees at nine in the morning. Here in Brazil, we feel it every day. We know Brazil will move at a different pace than Europe, mainly because infrastructure investment takes time. But there is no turning back. The future of mobility will be electric, and we will continue preparing our products, our teams and our customers for the transition to battery electric vehicles. A recent example was COP30, where we partnered with Heineken to supply water for participants using sustainable logistics solutions. It was a small gesture, but symbolic of our commitment. We are doing this for our children and the next generation – step by step, always forward.]]> </article> <article> <h1>Helping people navigate the mobility cycle</h1> <p>Mon, 15 Dec 2025 23:00:00 GMT</p> <content:encoded><![CDATA[Helping people navigate the mobility cycle Kristina Klag, Head of Global Mobility at International’s headquarters in Lisle, Illinois, knows first-hand what relocation and global assignment involve. Her team solidly supports employees through the entire cycle of both domestic and international relocation, thus fostering a smoother experience – and talent retention. I lead a team of four and together we help employees of International and the wider TRATON GROUP navigate all the complexities of employee mobility – whether it’s immigration, domestic relocation or international assignment. I moved here from Munich and began my own global assignment as Head of Global Mobility in Chicago in 2023. It’s a rare experience – to truly step into the shoes of those we support daily, navigating not only the logistics of an intercontinental move but also the emotional journey that comes with it. For example, when I organized our family’s relocation to Chicago, I was genuinely excited about this new opportunity. But, then my son, a young adult at the time, decided he wasn’t going to join. This unexpected change meant we had to adapt quickly. It was a reminder that with relocations, no matter how well you plan, there’s always something unforeseen. Flexibility and resilience have become just as important as logistics. I travel regularly to see him, and the rest of my family, our beloved dog, who never leaves my side when I’m home. And whenever I’m home, I make time to visit the TRATON offices. This gives me the chance to meet with my TRATON colleagues in person, which I really value. Our Global Mobility team is partly remote and works across different US states. We work closely together despite being geographically dispersed and stay connected with each other through regular video calls. We nurture the human side of our working relationship by allowing some time to share and catch up on our personal lives, just as we would in a shared office. Our work is deeply rooted in HR and each day brings a mix of quick check-ins and more complex situations. The pace and nature of our work depend on where people are in their relocation journey, how much support is needed, and at times external factors, such as new immigration regulations, if it’s an international relocation. No two days are the same and that’s what makes our work both dynamic and meaningful. Our team’s busiest phase is during new relocations or global assignments. We don’t simply support the employee who will take on a new role, be it in the same or a different country. Our work extends to partners, children, pets and the general intricacies of life. We help colleagues navigate the ambiguity and uncertainty of immigration, what certain policies mean for them and how that impacts their move. For assignees, repatriation, the final stage of the global assignment cycle, is another phase which generates a lot of questions. And sometimes the timing of someone’s return to their home country is accelerated due to a new opportunity, for instance. One key objective is to retain talent for the long haul. Supporting them every step of the way, with empathy and understanding, as they navigate these major transitions is an essential part of our sustainable approach. When I started at MAN Truck & Bus in 2011 as Global Assignments Manager, it quickly became clear to me: This is more than just a job. I vividly remember realizing that I wasn’t just managing processes but finding real solutions that impacted people’s lives. In 2018, the opportunity arose to take a new path as International HR Manager at the TRATON SE in Munich – taking on an even broader international focus and exciting strategic responsibilities – where I remained until the opportunity for my current role came up in 2023. Every stage of our careers hold value – even my years as a tax consultant before 2011 continue to serve me today when navigating specific tax inquiries - so this experience is still relevant and reinforces the importance of diverse professional foundations. Every new role and every new country experience is not just a career step – it’s an opportunity for personal growth. Such experiences don’t just broaden horizons and open perspectives but also teach adaptability. Through my experience at International, which has been truly positive, I’ve learned and grown, and gained a deeper appreciation for the diverse approaches of teams and individuals. I feel genuinely supported by my colleagues in my assignment. Chicago is a vibrant city full of cultural events and living in the US is exciting in general. It’s a melting pot of so many different cultures and experiences. TRATON reflects that same diversity – where every brand and every employee bring something unique to the table. Greetings from Chicago Kristina Klag]]> </article> <article> <h1>TRATON and International pioneer customer-centric solutions with modular approach</h1> <p>Wed, 10 Dec 2025 23:00:00 GMT</p> <![CDATA[TRATON and International pioneer customer-centric solutions with modular approach Driven by a commitment to shape the future of service solutions in the commercial vehicle industry, TRATON and International have successfully applied a modular system methodology to the service business. The result is a new model currently being tested in an innovative pilot project that challenges the set ways of selling service contracts within our industry today. “Customers are telling us that we are doing something no one else is,” says Oscar Duse, Senior Portfolio Manager at TRATON. For TRATON, the future of service offerings is modular, efficient, and innovative. While the offerings to customers will remain unique to each manufacturer, the underlying tools and workflows can be effectively synchronized within the Group. The upcoming launch of the TRATON Modular System represents a great opportunity to extend modularization principles into the services domain, enabling greater scalability and flexibility across the Group. “We aim to tailor our service offerings to each unique customer need, just as we intend to do with our hardware. This approach allows us to create a comprehensive, modular solution that generates the greatest possible customer value,” says Oscar Duse. Understanding diverse customer needs TRATON's customers span various parts of the world, transporting everything from waste to frozen vegetables. Regardless of their specific transport mission, their fundamental need remains the same: vehicles must stay on the road and spend as little time as possible in the workshop. However, the optimal solution for supporting all these diverse customers is not one-size-fits-all. For example, some customers need more advanced telematics while other customers would benefit from servicing their vehicles during weekends. The transport mission and the customer's operational conditions lead to varying demands for service and solution offerings, as well as different performance requirements. Despite this complexity, the industry standard often involves offering service and solution packages in pre-packaged bundles with limited options for customization. “To challenge our current approach to service and solution offerings, TRATON, in collaboration with International, initiated a pilot project for the North American market. The objective was specifically to offer tailored, or modular, service contracts. This methodology doesn't prevent pre-packaging offerings, but it ensures you're not limited to it,” Duse says. Developing a tailored solution The pilot project started in Q4 2024, with a target launch during 2026. As part of the project, a tool has been developed that processes customer cases. The input for this tool is both data-driven and informed by direct dialogue with customers. Models then generate a precise description of the required service performance—in other words, a customized service and solution specification, complete with the associated expected increase in customer value. “To avoid the pitfall of developing a centralized solution that doesn't meet market needs, we decided from the outset to visit and engage directly with customers and dealers. The customers explain their current situation, their needs, what works well with their current service setup, their pain points, and so on. We developed the tool based on these conversations,” Duse says. Huber Mastelari, VP of Service Contracts & Connectivity at International, believes the project is precisely the right strategic move for International to develop its offering. “It’s helping us simplify complexity and create a more flexible services architecture. This progress is critical to supporting International’s solutions journey—enabling us to tailor offerings to customer needs and deliver integrated solutions more efficiently. Reducing lead times and improving adaptability allows us to strengthen our consultative selling approach, ensuring we can partner with customers to solve their challenges and provide value beyond the vehicle,” says Mastelari. To be tested in daily operations Following customer visits in June 2025, the model was refined over the summer. Subsequent return visits in fall 2025 were conducted to test the updated model. The methodology will be tested in daily operations with a select few dealers and customers across four states in the South and Midwest. The plan is for the pilot to run for one year starting in 2026. It will be continuously evaluated to gain further insights and understanding of how this approach works and what it yields for the customers. If the pilot program is successful, there is the potential for the tool to be incorporated in the International digital ecosystem and rolled out at all International dealers, ultimately spreading this methodology and insights across the whole Group to improve our global customer offering further. “This way of working differentiates our solutions from the competition, evolves the sales flow, and generates a more focused product offering. The concepts and modular approach were well received and brought excitement to the conversations with customers and dealers,” says Thomas Yaeger, Senior Product Marketing Consultant at International. Duse confirms that the customer reception has been overwhelmingly positive: Related articles]]> </article> <article> <h1>Ludwig Wimmer – Financing TRATON’s Battery-Electric Future</h1> <p>Mon, 08 Dec 2025 23:00:00 GMT</p> <content:encoded><![CDATA[Ludwig Wimmer – Financing TRATON’s Battery-Electric Future At TRATON, sustainability is a shared purpose. Impact Lines reveals how TRATON’s people bring this purpose to life, turning sustainability goals into tangible impact across every brand, every system and every line of work. As TRATON ramps up the shift toward battery-electric trucks and buses, someone has to translate the Group’s sustainability ambitions into financial products that move capital and momentum in the right direction. For Ludwig Wimmer, Specialist Corporate Funding at TRATON, that’s where his work becomes meaningful. After several years in corporate finance and a growing passion for sustainable finance, he joined TRATON’s Treasury team two years ago and is a cornerstone in the development of the Group’s first Green Finance Framework – a flexible approach designed to support a wide range of future green financing instruments. Ludwig highlights how the Framework channels investment into TRATON’s battery-electric vehicle (BEV) transformation, why flexibility matters, and what role green finance will play in shaping the industry’s future. You’ve built your career around sustainability and green finance. What does that mean in practice and what motivated you to focus on this field? My career didn’t start in green finance, but sustainability became more important as I worked in corporate banking and saw how quickly ESG topics were gaining relevance. I completed a Sustainable Finance certification and realized how powerful this field can be: you can shape financial decisions that have a real environmental impact. As part of the TRATON Treasury team, I focus on corporate funding and managing the Group’s debt portfolio. Sustainable finance is a strategic priority – especially as TRATON and its brands make large investments in BEVs. For the past year, I drove the set-up of our first Green Finance Framework in my role as PMO. It took nine months and involved more than eight different teams from TRATON as well as further involvement from our brands. Now that it’s in place, we have a clear structure for raising and allocating capital to projects that accelerate electrification and innovation. So for me, the motivation comes from being able to contribute to something bigger: TRATON’s purpose of “Transforming Transportation Together. For a sustainable world.” It’s a challenging moment for our industry, but also a moment full of possibility and I’m excited that my work can play a tangible part in that transition. Green finance can sound abstract. How does the Framework actually support TRATON’s decarbonization efforts? Simply put, the Green Finance Framework defines how TRATON issues and manages green financial instruments – for example, green bonds or green loans. It ensures that the capital we raise goes directly into projects with clear environmental benefits. At TRATON, the Framework focuses entirely on battery-electric trucks and buses across their entire value chain: research and development, manufacturing, financial services for our customers and even charging solutions. It’s aligned with international standards and received a “Dark Green” rating from S&P Global Ratings, which indicates the highest level of sustainability integrity and a strong contribution to climate goals. For investors, this transparency matters. Many have dedicated green funds and want to support companies driving meaningful decarbonization. The Framework gives them a clear, credible way to invest in TRATON’s transformation. How do you remain agile and competitive while meeting sustainability standards? The Framework aligns with international standards such as the ICMA Green Bond and Loan Principles and EBA regulatory guidelines. This gives us a credible foundation while still allowing flexibility. The shift to electric mobility is fast-moving; we don’t always know which part of the value chain will need the most investment. Staying agile means staying close to the market – engaging with banks and investors, promoting the Framework and collecting feedback to structure future transactions. Green Finance Frameworks are typically updated after a few years, and we see opportunities to expand into additional categories in the future, such as circularity and sustainable production. What’s next for sustainable finance and what role will TRATON play in shaping that future? I think developments will differ by region, but in Europe the momentum remains strong. Investors increasingly expect transparency, reliable data and measurable impact. The EU’s regulatory initiatives on standardization and reporting are pushing the market in that direction. The initial wave of companies publishing Green Finance Frameworks has probably peaked. The real challenge now is using them effectively: allocating capital, reporting impact and maintaining credibility. That’s where the market is heading. With our global brands, TRATON is uniquely positioned to lead the shift toward sustainable mobility in our commercial vehicle sector. The Green Finance Framework helps by raising capital for low- and zero-emission technologies and channeling it toward the areas where it can create the most impact. By financing everything from vehicle technology to infrastructure, partnerships and digital solutions, we’re contributing not only to our own transformation but also to a broader ecosystem of sustainable logistics. The Framework gives us a targeted, purpose-driven way to support this transition across the entire Group. TRATON Green Finance Framework Related articles]]> </article> <article> <h1>Smart customer solutions: Through data and AI</h1> <p>Sun, 07 Dec 2025 23:00:00 GMT</p> <content:encoded><![CDATA[Smart customer solutions: Through data and AI Head of Advanced Analytics and AI Solutions Mansoureh Jesmani explains how tapping into collective expertise, resources and insights places TRATON in a solid position to successfully navigate a continually fluctuating market. The advantage of being part of a strong group like TRATON is that you can combine a wealth of talent that works on the optimization of products and services. One key area of this is analytics and AI – the creation of intelligent solutions and streamlined automated processes to address customer needs in vehicle service information. Efficient, smart workshops worldwide Mansoureh Jesmani worked at Scania for several years before joining the Vehicle Service Information department within Group R&D as Head of Advanced Analytics and AI Solutions. Now she leads a team of ten and explains, “We are responsible for making workshop operations smarter and faster worldwide by providing AI powered solutions and data products.” Combining the expertise from the four brands into one Group-wide entity has also expanded the international perspective of Jesmani’s team for defining customer issues and then translating them into technical solutions. This is a much more efficient approach than the previous brand-specific focus. Jesmani points out, “Our team works from research to production and the best thing about this is that when we provide a technical solution, we get feedback immediately because the customers go and use it immediately. This gives us even deeper insights into customer needs for the future.” Products can also be created, adapted and customized within shorter time frames, thus speeding up TRATON’s ability to roll out new services for customers globally – a vital factor in a continually changing market. Growing together as one TRATON GROUP Regarding being part of the TRATON GROUP Jesmani says, “I really value diversity and now we can bring together all our different perspectives for even greater collaboration and advanced solutions. This transition will take some time, but I’m looking forward to our performing phase as one Group R&D!” And the potential for integration is huge. The use of AI tools is currently spread across different areas of the TRATON GROUP. Jesmani sees all service areas across the Group, as potential sources of useful data which can form the basis of data-driven products. She says, “We can unify our efforts here to harness the real power of using technologies like LLMs and Generative AI to boost our efficiency and innovation.” Intelligent products and automated processes Jesmani and her team stay vigilant of rapidly evolving technologies but always maintain a strong focus on TRATON’s vision and the wider business context. Thinking about the next chapter, for instance machine learning can reduce time spent on analysis for vehicle fault prediction. This intelligent predictive analysis then helps to streamline the resulting workshop tasks with smart, automated processes. Large Language Models (LLMs) can be used to respond to questions and address common customer queries. This relieves experts of valuable time to contribute their knowledge and expertise to new intelligent product development. Looking ahead, the Vehicle Services Information department supports TRATON’s vision of transforming transportation by using future technologies and developing smart solutions as part of a robust digital ecosystem. Mansoureh Jesmani shares her ambitious outlook: “I would like us to be the global leader in intelligent, data-driven, vehicle service solutions and for AI to be deeply integrated in all of our daily work. I think, with the right data and an innovator mindset, we can achieve this.”]]> </article> <article> <h1>Sustainability is what drives us</h1> <p>Sun, 07 Dec 2025 23:00:00 GMT</p> <content:encoded><![CDATA[Sustainability is what drives us Tiva Sharifi is technology leader for electrification in the Group-wide R&D department at TRATON. She explains how bringing together the four brands is the next step toward their shared goal of creating a sustainable transportation system. Tiva Sharifi joined Scania around six years ago. Since July 2025, she has been the technology leader for one of the key areas of TRATON’s new Group-wide Research and Development organization: the electrification unit. “Even though we are still in the transformation phase, I have already noticed that our way of working has become more agile,” Sharifi says. “Cooperation between the brands has improved, and by pooling our shared expertise we can innovate more quickly.” Turning research into results Sharifi and her colleagues are currently working on a research project to develop battery electric vehicles for the forestry sector. “When the project is complete, we will be able to supply electric transportation solutions for forestry,” she explains, clearly enthusiastic about the prospect. For Sharifi, the most rewarding part of her role at TRATON is the opportunity to turn research into genuine results — to combine innovation with products that will be available on the market in the future. One of the turning points in her career was the moment when she presented the first electric truck. “The electrification of heavy long-haul trucks seemed almost impossible, particularly in comparison with cars,” she says, “but then I realized that we can produce fully electric trucks with a performance level that equals their diesel equivalents.” Now, fully electric trucks have become a reality. “At the moment, the most urgent question is whether the infrastructure is ready.” The availability of charging points, energy costs, and charging time all play a crucial role in the purchasing decisions made by TRATON GROUP customers. For this reason, Tiva Sharifi believes that the next major breakthrough for e-trucks will be the successful development of an electrified transport ecosystem where highly developed BEVs can perform at their best, supported by other components of the ecosystem, including the charging infrastructure and a grid system. This will simultaneously increase customer trust and further development. “Then the range, costs, and availability of long-haul e-trucks will be equivalent to their diesel counterparts, and their total cost of ownership will soon be even lower,” she says. Other important fields of research within the TRATON Electrification area include intelligent management systems, more efficient and user-defined batteries, and software-defined vehicles. Artificial intelligence brings genuine advantages for customers Sharifi sees the introduction of AI into her day-to-day work as another highlight of her career at TRATON. “We are already using AI for the benefit of our customers in areas such as predictive maintenance and the optimization of routes and energy consumption,” she explains. This is an ongoing process. In the future, AI will enable autonomous route planning and energy management, together with intelligent fleet coordination: “I see AI as a tool that will make us winners, if we can learn how to use it to its fullest.” The next chapter in electrification Tiva Sharifi has a vision for the next decade: “At TRATON, our goal is a sustainable transportation system. This means that we must continue to develop technologies that enable us to offer our customers the best solutions. We want to supply intelligent, innovative, and sustainable products for every route and every segment. That will be the next chapter in our story.”]]> </article> <article> <h1>How TRATON is boosting innovation and efficiency</h1> <p>Sun, 07 Dec 2025 23:00:00 GMT</p> <content:encoded><![CDATA[How TRATON is boosting innovation and efficiency The key purpose of creating the industrial functions such as Research & Development and GPM is to ensure TRATON’s future success. Business Developer Rawan Hasan provides insights into the creation of Group R&D, the groundbreaking research and development organization, in which she played an important role. She shares the challenges she encountered along the way and the opportunity to leverage the strengths of the four brands. Where should you begin if you are creating a completely new department within the TRATON GROUP? A business unit that will bring together 9,000 employees from the Scania, MAN, International, and Volkswagen Truck & Bus brands under one umbrella? For Rawan Hasan, this was a unique moment that offered the opportunity to leverage the joint potential of the various research and development departments. “The first step was to ensure transparency,” says Hasan, who has a degree in engineering. “First, we defined the responsibilities of the central functions of the TRATON GROUP and of the individual brands. The next stage involved establishing a new R&D governance team and an organizational structure. Then we drew up a transition plan for transferring all the employees into the new Group R&D department,” she explains. “Alongside operational precision, the most important factor was to translate strategic decisions into real-life actions.” Defining structures and bringing all employees on board The biggest challenge was reaching a consensus about the structure of the future organization. Several questions needed answering, such as: “Which areas of expertise should we transfer to Group R&D and which should stay with the brand?” Or: “Which activities should be centralized, and which should not? Every decision and every move had direct consequences for individual people within the organization. This was a considerable responsibility that Hasan was constantly aware of. “During this transition, the employees were and still are our main priority,” she says. “Throughout the entire restructuring process, they were always at the top of the list.” The extensive experience that Rawan Hasan has gained in previous roles stood her in good stead for her current position. Among other things, she was an object test manager, development engineer, a strategic project manager, and a member of the Cross Talent Network at Scania. As a result, she has an in-depth understanding of the strength of attachment between employees and their brands. She knows that the decisive factor in a successful transformation is explaining why certain decisions have been made and communicating this to employees on every level. “Part of the reason why this step is so complex is because we all come from different brands and sites and bring different backgrounds and experiences with us,” she says. “The most important thing is to understand that we are working together in the face of current and future competition within the industry.” The passionate engineer is deeply grateful that the process was a success and that the new TRATON R&D organization could begin its work in July 2025. This was also made possible by the excellent collaboration with the project management team, whose dedicated and knowledgeable colleagues helped to put the carve-out into practice. Even more innovative and efficient Rawan Hasan’s career in the TRATON GROUP began in 2019 in the autonomous systems department at Scania. She helped to develop a speed assistant for autonomous driving systems. “It was very exciting to be able to work with such highly qualified people and to be part of one of the most technologically advanced departments during my master thesis work ,” she recalls. Today, she is a member of the TRATON Modular Solutions area team. This team ensures, among other things, that the components solutions developed across the various value creation flows areas consistently meet both brand identity requirements and customer expectations over time. In the future, the new Group R&D organization will ensure that the entire TRATON GROUP can exploit the full potential of this modular system. Within this field of modular solutions, Rawan Hasan and her colleagues are responsible for developing and adhering to the principles of modularization and for ensuring that the TMS has a long-term future. “To achieve this, we have created a joint innovation roadmap that will allow us to test the very latest vehicle technologies across the different brands. Planning projects together also enables us to become much more efficient,” she explains. “By identifying synergies and making use of the best working methods, we can not only reduce costs but also improve our overall performance.” This is a challenging task that she takes very seriously: “Every day when I come into the office I try to create an environment where innovation can thrive,” she says. Global unit with world-class research and development Rawan Hasan is certain that the TRATON Modular Solutions team will play a central role in bringing the organization closer together and, over the next few years, in turning TRATON into a globally successful business that will set new standards for the industry. With the launch of Group R&D, TRATON has laid these foundations. “Now it is time to fill this framework with innovations and effective cooperation. These are the factors that will shape our future.”]]> </article> <article> <h1>Greater efficiency and growth through optimized costs</h1> <p>Tue, 02 Dec 2025 23:00:00 GMT</p> <content:encoded><![CDATA[The next chapter: Emma Karlsson A decade after its founding, the TRATON GROUP finds itself at a pivotal crossroads. Head of Product Cost CAB and Electronics Emma Karlsson explains how a restructure of the TRATON brands’ Finance divisions has paved the way for a fully aligned and collaborative next chapter as one TRATON GROUP. The recent transition from an individual brand focus to one TRATON GROUP has also seen a key shift in central service divisions, such as Finance. Product Cost Controlling teams, which also used to be separate, brand-specific entities, are now part of a fully integrated, cross-functional product cost organization. Sub-teams, including powertrain, e-mobility and CAB electronics are now all market-focused to serve the whole TRATON GROUP. Embracing change and sharing knowledge Emma Karlsson became Head of Product Cost CAB/EE in June 2025. She and her team have been adjusting to the ongoing changes – and driving them further forward. Product cost controllers from Scania and MAN were the first to join the new setup and those from International and the team at Volkswagen Truck & Bus in Brazil will follow soon. Karlsson is convinced the new combined TRATON GROUP approach is the right way. She says, “We can now rethink how we work and create bridges between Finance, R&D and other cross-functional divisions in the future to share knowledge and set up new processes. This is what I’m most excited about.” Combining experience and learning together The new structure aligns with TRATON’s vision of transforming transportation together, with clear benefits of greater collaboration across the Group. The integration of brand functions into a unified organization sends a clear message: In a world where efficiency and collaboration are the keys to future success, transformation is essential. And, as with all teams undergoing major change, the product cost controllers have also embarked on an exciting learning journey together. Each are finding out from one another what has worked well to address challenges in the past – with a view to retaining this valuable knowledge – and which old processes it is time to let go of. Karlsson says of this, “It has taken some time for us to take off the brand hat and realize that our old way of doing things wasn’t always the best way. But now we have this wonderful unique opportunity to combine all our experience and expertise, take all the positive lessons and create something really good together.” Shifting the perspective towards a new shared vision Karlsson’s team, based across two locations, Södertälje in Sweden and Munich in Germany, are already enjoying the advantages of working as one TRATON GROUP by gaining deeper insights into the various business areas through the new Group-wide perspective. Recognizing common challenges and requirements has revealed possibilities for streamlining processes for improved efficiency and cooperation. “For example,” says Karlsson, “we have initiated a lot more Make or Buy analyses, as well as conceptual option evaluations, while benefitting from the commonalities of effects on the product cost, and how we track and monitor changes or deviations in the process.” As TRATON continues to develop technologies for the future in CAB and electronics, the demands placed on teams are also shifting. Now, all functions are involved at a much earlier stage of project development than in the past, the pace of projects has increased, while cost and risk analysis have expanded. Karlsson says of TRATON’s next chapter and beyond, “Now all functions have a shared view of what we want to achieve, and how. I think, as development gets faster, there will be more benchmarking and competitor analysis across the markets. This is how we will maintain our volume share and secure our margin in the future.”]]> </article> <article> <h1>How M&A lays the foundation for TRATON's future</h1> <p>Tue, 02 Dec 2025 23:00:00 GMT</p> <content:encoded><![CDATA[The next chapter: Henning Thormählen Henning Thormählen, Head of M&A, has played a major role in key chapters of TRATON’s history, including the takeover of International, the establishment of TRATON Financial Services, and the creation of the Group-wide R&D organization. He explains where he believes the greatest potential for TRATON’s future lies. When Henning Thormählen joined TRATON in the summer of 2021, the Group was in the midst of a fundamental change. It was no longer simply a manufacturer of commercial vehicles with combustion engines, but was instead on the way to becoming a future-ready mobility provider, developing battery electric drives, autonomous driving systems, and new business models. The department headed by Henning Thormählen played a key part in this transformation. Mergers & Acquisitions was responsible for the transactions that had a decisive impact on the change process — for example, the department managed the takeover of International (known at the time as Navistar). It also set up joint ventures such as Milence, helped to establish TRATON Financial Services, and pushed through internal restructuring measures, in particular the creation of the Group-wide R&D organization (Group R&D). “M&A transactions are a key component of the TRATON strategy and therefore have a decisive influence on our ongoing transformation process,” says Thormählen, who is an expert on strategy. TRATON Financial Services — the gamechanger TRATON Financial Services (TFS) is of crucial importance to the transformation. The establishment of the financial services organization under the TRATON umbrella not only created a joint framework for the financial and service offerings of the different brands, but also enabled TRATON itself to become a service provider. TFS offers its customers financing solutions for alternative drives and also supports new business models, such as Transport-as-a-Service. This allows companies to book transportation capacity to meet their needs instead of buying or leasing their own vehicles. “New business models like Transport-as-a-Service are gaining traction. At the same time, customers are experiencing higher procurement costs as they electrify their truck fleets,” explains Thormählen. “We need to be able to respond to all these developments and this is why an integrated, in-house financial services offering is crucial to our success. It enables us to work closely with our sales teams and to offer every customer a tailor-made service.” Milence — a genuine milestone The establishment of Milence, the charging network operator which is a joint venture involving the TRATON GROUP, Daimler Truck, and the Volvo Group, was a particular challenge for Thormählen. “It was a really interesting project, because we started completely from scratch,” he recalls. “We were and still are all competitors in the market for trucks with combustion engines, but we began working together in a new area and set up a company with the aim of creating an electric charging infrastructure covering the whole of Europe.” After the legal issues had been resolved, the implementation process began. “We had no blueprint for what we were planning to do. Our job was to establish a company, recruit a CEO and a CFO, and find a site so that the company could start work immediately and focus on the task at hand. It was almost like a start-up. I’m really pleased to see what Milence has achieved since then.” The three pillars of TRATON’s future success Because of its work in the field of M&A, TRATON has now achieved one of its long-term strategic goals: The takeover of International enabled the Group to develop a strong presence in the USA. “Moving into the North American market was a very important step for us,” says Thormählen. He believes that the three most important aspects of the TRATON Way Forward strategy over the next few years are the Chinese market, the Group’s internal organization, and technological innovations. In 2025, TRATON took a strategic step by opening its production site in the Chinese city of Rugao. The plant will manufacture Scania products, as well as a completely new model known as NEXT ERA. “Our presence in China gives us two decisive advantages: Access to one of the largest markets in the world and the possibility of benefiting from the country’s immense innovative capability.” Thormählen also sees significant development potential in the Group’s internal structures, such as Group Industrial Functions: “By integrating corporate functions we can become even stronger.” He also believes that ongoing technological development is particularly important. TRATON is on the right path with regard to electric vehicles and it also plans to make significant progress in the field of autonomous driving over the next decade, with initial road tests already underway. “We have already laid the foundations in three areas that will be crucial to our future,” says Thormählen. “This is why I am convinced that TRATON will continue to be successful over the next ten years.”]]> </article> <article> <h1>Stronger together: Global Group R&D as the key to success</h1> <p>Tue, 02 Dec 2025 23:00:00 GMT</p> <content:encoded><![CDATA[The next chapter: Marvin Kalberlah A decade after TRATON was founded, the company is taking a radical step forward by merging the research and development departments of its brands. Marvin Kalberlah, Senior Manager Strategy & Business Opportunities, explains why pooling the expertise of the individual brands puts TRATON in a strong position for the future. The reorganization has already begun, and the teams are continuing to work on coordinating and streamlining the processes and workflows. At the time of TRATON’s tenth anniversary in the summer of 2025, the company began a new chapter in the collaboration between its brands with the launch of its Group-wide Research and Development Department, known as Group R&D. This brings together around 9,000 employees from across the four brands into one central organization. 3,000 additional R&D colleagues will remain with the brands to work successfully on brand-specific solutions in what is known as Brand Identity Development (BID). Marvin Kalberlah, who is based at the Munich site, has played a significant role in this groundbreaking project. He sees the outsourcing and consolidation of R&D activities as one of the key prerequisites for improving the Group’s performance: “The transportation industry is facing a significant transformation with digitalization, alternative drive systems, autonomous driving, and global competition, forcing companies like TRATON to rethink their structures and improve their efficiency,” he explains, adding, “The consolidation is much more than simply an organizational measure. It represents a commitment to transformation over the next ten years.” Individual brands combined to form a united force “Our brands have a powerful legacy,” says Kalberlah. “In the future, our new, centralized R&D department will enable us to use the latest technologies and to exploit the Group’s expertise to the full. R&D lies at the heart of our business and enables us to find the right solutions for our customers.” Kalberlah goes on to explain that, thanks to their use of the TRATON Modular System, pooling the Group’s expertise does not mean sacrificing any local requirements. Founding the new R&D organization represents a milestone in TRATON’s history, but the transformation process has only just begun. The next task is to streamline workflows and consolidate the new way of working. Employees all over the world are now collaborating within the new structure, and this needs to run smoothly. The first step involves bringing together the R&D sites, as well as the Enabling Functions in the USA, Sweden, and Germany, to be followed by other sites throughout the world. The new global organization will continue to grow. Leveraging past experience in acquisitions and restructuring Kalberlah’s global experience will bring benefits during the ongoing consolidation. Before he became involved with the restructuring of R&D, he worked for TRATON in the USA and supported the acquisition and integration of International. He helped to secure the financing by establishing the EMTN bond program. The approach to challenges in the USA has shaped his view of the cross-brand collaboration: “Americans solve problems quickly, while Europeans are more cautious. I am convinced that combining American pragmatism with European thoroughness is exactly the right approach to take.” Kalberlah has already learned a key lesson from the first stage of the consolidation of R&D: “We realized that the most important thing, alongside all the technical considerations and the PowerPoint slides, was to listen to people. What do they need? What are their concerns? Of course, they were worried about the impact that restructuring would have on their daily routines. We have tried to find solutions but also to be transparent about what we know and what we don’t know.” Preparations in place for the next chapter Kalberlah will make use of these lessons and his experience during the next chapter of the TRATON story — the ongoing development of the global innovation network that will lay the foundation for transforming transportation. “We will continue to increase our efficiency while pooling innovation and expertise, especially in dynamic growth regions with rapid economic and technological development, such as Asia and Latin America. This will enable us to remain alert to global developments and apply our expertise in a targeted manner where it creates the greatest added value.”]]> </article> <article> <h1>TRATON and EIB conclude EUR 500 million loan agreement to accelerate the transformation of transport</h1> <p>Tue, 02 Dec 2025 23:00:00 GMT</p> <content:encoded><![CDATA[TRATON and EIB conclude EUR 500 million loan agreement to accelerate the transformation of transport The funds support the further development of the TRATON Modular System Standardized interfaces of the TRATON Modular System allow economies of scale, reduce costs, and enable specific solutions for the customers of Scania and MAN Munich, December 3, 2025 – TRATON SE and European Investment Bank (EIB) have signed a EUR 500 million loan agreement at favorable terms. The long-term loan will support the TRATON GROUP’s research and development for the TRATON Modular System (TMS). TMS is a global, cross-brand modular platform designed to harmonize vehicle development and production. It promotes scalability, cost efficiency, and flexibility while supporting innovation and sustainability. The rapid evolution of global transport demands greater flexibility and efficiency. The TRATON Modular System enables the TRATON brands to quickly adapt, scale, and meet diverse customer needs. This funding aims to drive the transformation of Europe’s heavy-duty vehicles sector. It supports the goals set out in the European Green Deal, which include making transport cleaner and helping manufacturers meet strict carbon reduction rules. Dr. Michael Jackstein, CFO and CHRO of the TRATON GROUP: “The partnership with the European Investment Bank is a major milestone in TRATON GROUP’s financial strategy and underlines our strategic direction and innovative strength. By further diversifying our financing access, we are ensuring the financial stability and flexibility needed to drive innovation and support our customers throughout the industry’s transition to a more electrified and sustainable future.” Nicola Beer, EIB Vice President: “Investing in sustainable mobility and cutting-edge digitalization is vital for Europe’s long-term competitiveness. By financing industry leaders like TRATON, the EIB ensures that European innovation translates into real-world impact—creating high-quality jobs, reinforcing resilient supply chains, and driving the continent’s leadership in the green transition. This agreement unlocks momentum for the Group to drive industry transformation, marking a decisive move in the shift to scalable, digital, and electrified mobility solutions for Europe and beyond. Together, EIB and TRATON are charting a course towards more sustainable, digitally integrated transport ecosystems—reinforcing Europe’s industrial leadership for generations to come.” Contact Sacha Klingner Head of External Communications T +49 170 2250016 sacha.klingner@traton.com Matthias Karpstein Business Media Relations T +49 172 3603071 matthias.karpstein@traton.com TRATON SE Hanauer Str. 26 / 80992 Munich / Germany www.traton.com With its brands Scania, MAN, International, and Volkswagen Truck & Bus, TRATON SE is the parent and holding company of the TRATON GROUP and one of the world’s leading commercial vehicle manufacturers. The Group’s product portfolio comprises trucks, buses, and light-duty commercial vehicles. “Transforming Transportation Together. For a sustainable world.”: this intention underlines the Company’s ambition to have a lasting and sustainable impact on the commercial vehicle business and on the Group’s commercial growth.]]> </article> <article> <h1>Huifen Cong – Catching the big fish in Green IT</h1> <p>Mon, 24 Nov 2025 23:00:00 GMT</p> <content:encoded><![CDATA[Huifen Cong – Catching the big fish in Green IT At TRATON, sustainability is a shared purpose. Impact Lines reveals how TRATON’s people bring this purpose to life, turning sustainability goals into tangible impact across every brand, every system and every line of work. As IT Sustainability Lead at Scania, Huifen Cong bridges the gap between technology and environmental responsibility. With a background in sustainable development and a curious mind for innovation, she helped establish Scania’s first CO₂ baseline for IT emissions – pioneering work that has since inspired similar efforts across the TRATON GROUP. Working closely with colleagues from other brands, Cong is part of a growing exchange on how digital operations can become a powerful lever for decarbonization across the Group. You studied sustainable development before joining Scania. Was the company already on your radar back then? When I was doing my master’s in Sweden, Scania was hard to miss – you see their trucks everywhere. A friend who worked there spoke very positively about the company, so it became a dream goal of mine, even though I never imagined I’d actually join so soon. During my studies, I found an internship opening focused on Green IT. It asked: “Are you interested in learning about emissions from IT and cloud services?” That really caught my attention. I had a background in sustainability but, until then, only a curiosity about IT. I thought, what happens if we combine these two worlds? At Scania, I calculated the brand’s first CO₂ baseline for IT. When I graduated, I joined full-time as IT Sustainability Lead. It all started from that question – how do we make IT part of Scania’s sustainability journey? Why was Green IT such an exciting space for you to enter? Scania is known for trucks and manufacturing, so IT can feel like a different universe. But I saw an opportunity to make a real impact. Our ambition to drive the shift toward a more sustainable transport system also depends on how responsibly we use technology. You can’t just focus on vehicle emissions and ignore the footprint of the systems behind them. So we started from scratch to understand our own digital impact. You helped establish Scania’s IT emissions baseline. How did that come about? Back in 2022, hardly anyone in the industry had done this before. We started with a simple question: “What is the footprint of IT?” At first, no one knew. People focused on trucks, which made sense – they’re our biggest source of emissions. But I thought: if no one has the answer, that’s exactly why we should find out. I spent six months gathering data across departments, defining scope, and building a transparent methodology. It was hard work, but when the results came in, it was eye-opening. Around 80% of our IT-related emissions came from hardware, such as PCs, factory equipment and data centers. Seeing that in black and white was a turning point for me. That’s also why I’m based in a department called Digital Workplace, which delivers IT hardware and services to Scania employees. We realized that’s where the biggest opportunities lie. I like to call it “catching the big fish” in our IT journey. You’ve mentioned a philosophy that guides your work: “It’s better to ask forgiveness than permission.” How does that apply to sustainability? That phrase actually comes from our CIO, Jan Andries Oldenkamp, and it really stuck with me. At Scania, I learned that innovation often requires courage to try things, make mistakes, and learn. That freedom has allowed me to experiment with new ideas in Green IT. My colleagues and managers trust me to explore, and that trust drives creativity. You also built the Green IT Ambassadors Network. How does that work? I realized I couldn’t do this alone – IT is such a broad field. So, two years ago, my manager and I launched the Green IT Ambassadors Network. It now includes more than 20 people from across departments and regions, from R&D to purchasing. Each ambassador leads small initiatives – from understanding AI emissions to upcycling data-center equipment. One colleague started a refurbishment program for used hardware, which now gives servers and components a second life. Scania is also taking part in the Digital Cleanup Day initiative, which aims to raise awareness about the environmental impact of digital technologies. I see my role as supporting and connecting these people. That’s where the real impact happens. What excites you most about the future of Green IT? I think the biggest opportunities come from balancing three factors equally: cost, user experience, and sustainability. It’s not about making sustainability expensive – it’s about making it efficient. For example, we introduced an optional accessories policy: when employees order a computer, they can choose whether to receive a keyboard or mouse. That small change reduced both costs and waste. We also have a core value of “elimination of waste” at Scania and within the wider TRATON GROUP. Whether in production or IT, we always ask: “Do we really need this?” That mindset keeps us grounded and innovative at the same time. You’ve been part of this cultural shift from the start. What’s changed most since you began? When I joined, people were asking why we needed Green IT. Now, they ask how we can do more. The awareness is completely different. We’ve moved from ideas to action, reusing equipment and tracking it systematically. Small actions add up to something powerful. Photo credit: Peggy Bergman, Scania. Related articles]]> </article> <article> <h1>Moving Forward with a Proven Leadership Team: TRATON GROUP Extends Contracts of Dr. Jackstein and Modahl Nilsson</h1> <p>Sun, 23 Nov 2025 23:00:00 GMT</p> <![CDATA[Moving Forward with a Proven Leadership Team: TRATON GROUP Extends Contracts of Dr. Jackstein and Modahl Nilsson The Supervisory Board of the TRATON GROUP has decided to extend the Executive Board contracts of Dr. Michael Jackstein and Catharina Modahl Nilsson ahead of schedule Dr. Michael Jackstein will remain CFO and CHRO of the TRATON GROUP The contract of Catharina Modahl Nilsson as Head of Product Management at the TRATON GROUP has been extended as well Munich, November 24, 2025 – The Supervisory Board of the TRATON GROUP took two important personnel decisions at its meeting last Friday. The contracts of Dr. Michael Jackstein, CFO and CHRO of the TRATON GROUP, and Catharina Modahl Nilsson, responsible for Product Management, have been extended. Hans Dieter Pötsch, Chairman of the Supervisory Board of TRATON SE, stated: “To continue driving the path we have embarked on, we have decided to extend the contracts of Catharina Modahl Nilsson and Dr. Michael Jackstein. We are pleased to have two such experienced Executive Board members on the TRATON GROUP leadership team.” Contact Sacha Klingner Head of External Communications T +49 170 2250016 sacha.klingner@traton.com Matthias Karpstein Business Media Relations T +49 172 3603071 matthias.karpstein@traton.com TRATON SE Hanauer Str. 26 / 80992 Munich / Germany www.traton.com With its brands Scania, MAN, International, and Volkswagen Truck & Bus, TRATON SE is the parent and holding company of the TRATON GROUP and one of the world’s leading commercial vehicle manufacturers. The Group’s product portfolio comprises trucks, buses, and light-duty commercial vehicles. “Transforming Transportation Together. For a sustainable world.”: this intention underlines the Company’s ambition to have a lasting and sustainable impact on the commercial vehicle business and on the Group’s commercial growth.]]> </article> <article> <h1>Florian Stehbeck – From diesel dreams to decarbonization</h1> <p>Sun, 16 Nov 2025 23:00:00 GMT</p> <![CDATA[Florian Stehbeck – From diesel dreams to decarbonization Florian Stehbeck, a corporate strategist responsible for Decarbonization & Circularity at MAN, has taken an unconventional path from diesel-fueled childhood dreams to leading sustainability initiatives within one of Europe’s largest commercial vehicle manufacturers. In this interview, he reflects on his journey through digital innovation, the challenges of embedding sustainability into business processes, and the collaborative spirit across the TRATON GROUP that’s helping drive the industry toward a more sustainable future of transportation. Florian, you mentioned that climate change wasn’t always a central concern for you. Can you tell me more about how your perspective shifted? My dad ran a driving school, so I basically grew up with diesel in my blood. I was even close to becoming a pilot which I have always dreamed of. But during my studies in Management & Technology at Technical University of Munich (TUM), I began to develop a more critical mindset. A first turning point came when I joined a two-year scholarship program focused on shaping tomorrow’s responsible leaders. That experience helped me refine my moral compass and sparked a deeper awareness of social and environmental issues – thus also my sense of responsibility in leading positive change. But the real perspective shift happened later at MAN, when I got the chance to help launch and lead the MAN Impact Accelerator – an initiative born from a conversation between our former CEO and Nobel Peace Prize laureate Muhammad Yunus in which we were supporting social impact businesses in the fields of transport, mobility and logistics. The goal of this accelerator program wasn’t to do business with these startups, but to learn from their mindset and impact on society while helping them grow. Working with those startups guided my attention to some of the most pressing societal challenges and the role and responsibility that the transportation sector has. After all, I started questioning my very own role and responsibility in all this – and the climate dilemma became a central concern worth facing. How did your work in digital innovation evolve into a focus on decarbonization and circularity? After my master’s thesis in truck platooning, I joined MAN’s team for digital transformation & new business models in 2018, focusing on startup collaboration, digital strategy and innovative customer solutions. Running the previously mentioned MAN Impact Accelerator in parallel for three years was an experience that opened my eyes to a different way of doing business: one strongly driven by purpose and optimism, where technology and innovation is used as a force for good. But first and foremost, it showed me that global challenges like climate change can be reframed as opportunities for innovation. Eventually, there was a newly created position opening up in the corporate strategy team to lead MAN’s decarbonization and circularity efforts, which aligned perfectly with my passion for driving positive change. So I accepted the challenge ahead, knowing that it won’t be a walk in the park. It’s been an intense, but absolutely worthwhile and exciting journey so far. How do you ensure sustainability targets don’t just stay on paper but actually reshape business processes? That’s one of the biggest challenges. At MAN, we’ve anchored our science-based decarbonization targets – which have been validated by the Science Based Targets initiative (SBTi) in 2022 – into our yearly financial planning process for the next 5-10 years. For example, our target to reduce greenhouse gas emissions from the use phase of our sold vehicles by 28% by 2030 (compared to 2019) is now a minimum requirement. No planning gets approved unless it meets this target. Beyond that, it’s a lot about education and mindset. We emphasize the scale of our responsibility: MAN with its value chain and the life cycle of its products contributes approximately 0.3% of global man-made CO2 emissions every year (status 2019) – that’s a huge responsibility given the fact that the world population emits ~42.2 gigatons annually and the transport sector causes roughly one fifth of these according to the IPCC (Intergovernmental Panel on Climate Change). But you know, like all those big figures, they are somehow so far away for each one of us, for each individual in the organization. So you kind of need to create that tangibility. Once you understand that basically one Diesel truck (incl. all greenhouse gas emissions occurring from its creation to its end of life) is emitted by the world’s population every second, the issue of climate change gets closer to your business. Over time, we’ve seen a shift from skepticism to active engagement, with colleagues bringing forward ideas and seeking support in pushing MAN’s transformation in their daily work environment. And that has a catalyzing effect. Why do you believe in a successful decarbonization of the transport sector? The solutions are here. Technologically and economically, battery electric vehicles (BEVs) are already viable today – and they are the single most important driver to substantially decarbonize our industry. What’s holding us back is the challenging ecosystem: charging infrastructure, geopolitical uncertainty, and policy shifts. It’s a critical moment for the global climate, and it can be questioned if the 1.5°C target is still achievable by the global economy at all. But I’m still optimistic when it comes to our contribution to fight climate change. Once customers experience our BEVs themselves and see the financial and ecological benefits, adoption will accelerate. It’s a snowball effect across the industry – we’ve seen it in the city bus sector, and now it’s time for battery electric trucks to claim their rightful place in customer fleets. How does the TRATON GROUP help align MAN’s sustainability roadmap with other brands? There’s a lot of collaboration and mutual learning. Let me give you an example: Scania was the first TRATON brand to set SBTi targets, which inspired MAN to follow. Vice versa, MAN has unique remanufacturing capabilities, which Scania can leverage and benefit from. And together we support our sister brands on their sustainability journey. We push each other’s boundaries, share best practices, define methodologies, and align on emissions calculations or general sustainability measures. The integration of engineering departments into the TRATON R&D structure has also helped. We’re developing a common vehicle platform, the TRATON Modular System, and sustainability requirements – particularly regarding decarbonization & circularity – are being embedded into the development process. It’s a fruitful setup: if one brand lags behind, another helps push it forward to bring TRATON forward as a whole. For the good of a healthy environment and a sustainable society we’re all part of. Related articles]]> </article> </main></body></html>