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Kenworth Trucks Australia / June 9, 2015

Wall Street Journal / October 27, 2015 Companies aim to leverage drivers’ smartphones to quickly connect them with nearby companies looking to ship goods Investors are pouring millions of dollars into startups hoping to disrupt the $700 billion trucking industry, the latest example of Silicon Valley’s efforts to upend the traditional economy. A series of startups are vying to become an “Uber of trucking,” leveraging truck drivers’ smartphones to quickly connect them with nearby companies looking to ship goods. The upstarts aim to reinvent a fragmented U.S. trucking industry that has long relied on third-party brokers, essentially travel agents for trucking who connect truckers with customers. Silicon Valley’s interest in trucking has accelerated in recent months. San Francisco-based Trucker Path Inc. says it is aiming to reach a $1 billion valuation next year. The latest entrant, Seattle-based Convoy, said Tuesday it had raised $2.5 million in seed funding from investors including Amazon.com Inc. founder Jeff Bezos, Salesforce.com Inc. founder Marc Benioff, eBay Inc. founder Pierre Omidyar and Uber Technologies Inc. co-founder Garrett Camp. “I’ve never seen a larger market opportunity,” said Hadi Partovi, an early investor in Facebook Inc., Airbnb Inc. and Dropbox Inc. who is investing in Convoy. Mr. Partovi and others are eyeing an industry that generated $700 billion in revenue last year. By comparison, he said most startups aim for markets of $1 billion to $2 billion. The startups face big hurdles, including risk-averse shippers and technology-averse truckers. Analysts say the newcomers might be effective arranging local deliveries, but say that is a fraction of the overall trucking market. “Truckers are very reticent to adopt the technological options that are out there,” said Jack Atkins, a transportation analyst with investment bank Stephens Inc. “There are a lot of moving pieces, and I don’t see an app from a nonindustry player—just given the complexities of the truckload market—really coming in and having a disruptive impact.” The newcomers are targeting both full truckloads and smaller shipments of a pallet or large box. Convoy, incorporated as Greypoint Inc., says it enables companies looking to ship goods locally to order a job on its website, get an instant price, and track the shipment in real time. Convoy sets the price, based on a formula. Mike Williams, global supply chain director for World Vision, a Christian humanitarian organization, said that in two months of using Convoy, the service typically connects him with a trucker within four to five minutes, compared with hours for some brokers. Mr. Williams said that speed is key because the organization books at the last minute for many of its 3,000 domestic shipments a year of items such as clothing, furniture and school and medical supplies. At least seven other startups are targeting a similar market, including KeyChain Logistics, Transfix and Trucker Path, which raised $20 million in July. Los Angeles-based Cargomatic Inc. aims to fill empty space in trucks by connecting companies wanting to ship items with truckers headed their way. The two-year-old company, which has 58 employees and $12 million in funding, has facilitated tens of thousands of shipments in New York and Los Angeles so far this year, CEO Jonathan Kessler said. Mr. Kessler said Cargomatic aims to apply principles from the “sharing economy” pioneered by Uber and Airbnb to local trucking. “That means trucks are fuller more of the time and are taking shorter routes to pick up shipments,” he said. Dan Lewis, Convoy’s 34-year-old CEO, said the company empowers small trucking firms and independent truckers by giving them direct access to a steady stream of customers. “You can’t have 1 million small trucking companies without brokers, but they’re taking a hefty fee without adding much value,” he said, noting that the fee averages roughly 20%. Mr. Lewis said Convoy’s fee varies, but is less than 20%. “This makes it so much more efficient and (truckers) can make so much more per job.” XPO Logistics Inc., which brokers freight as part of its portfolio of services, said it is investing millions of dollars in technology. “Many aspects of transportation brokerage will ultimately be disrupted by technology, but we are likely to be the disrupter rather than the disrupted,” said XPO CEO Bradley Jacobs. Freight trucking isn’t the only logistics industry in the middle of a potential transformation. For small parcels, such as e-commerce deliveries, Uber and others are trying to take business from delivery giants United Parcel Service Inc. and FedEx Corp. ’s same-day delivery business. For larger, long-haul items, there is Roadie Inc., which aims to entice college students and other travelers to earn extra pocket money by delivering packages on the way to where they are already going.

Martin talks about the US market and the Mack brand at 1:58.

Deliveries rose 6% in the 3rd quarter, but orders plummeted 51%. Mack brand 3rd quarter deliveries in North America represented less-than 40% of Volvo's truck deliveries there. The Volvo brand continues to extend its sales lead over the Mack brand and deliver the majority of trucks.

The Morning Call / October 26, 2015 Mack Trucks has delivered more vehicles this year than last, and the heavy-duty truck manufacturer's third-quarter results did not slow that upward trend. Mack delivered 6,623 trucks worldwide, up 6 percent from the 6,244 delivered in the third quarter last year, according to a report released Friday by the Sweden-based Volvo Group, Mack's parent company. Of that, 6,105 — or 92 percent of the worldwide total — were delivered in North America, up about 6 percent compared with last year. Mack also sent more trucks to South America, where deliveries increased from 182 to 287. Mack's third-quarter deliveries in North America represent almost 40 percent of Volvo Group's truck deliveries there. By comparison, Volvo Trucks delivered 9,147, nearly 60 percent of the total in North America during the third quarter. All Mack trucks built for the North American market are assembled at the company's Lower Macungie Township plant. The facility has approximately 1,870 employees. While deliveries were up in the third quarter, the total net order intake in North America decreased 40 percent for Volvo Group compared with a year ago. While Volvo orders were down 30 percent, Mack orders declined 51 percent. In the report, Volvo said the "decline is an effect of dealers focusing on reducing their inventories and the comparison with a good quarter last year." Despite the decline in orders, Volvo said the retail activity at North American dealerships remained solid in the third quarter due to a "good freight environment and customer profitability." Volvo said it expects the total North American retail market for heavy-duty trucks to approach 310,000 trucks in 2015. In 2016, Volvo said it expects lower demand, forecast at about 280,000 trucks.

If they want to be devout Muslims, they should return to their Muslim country of origin. Want to live in the United States? Then renounce the Sharia Law, swear to place the U.S. Constitution above your religion and subjugate to the American way of life. If unwilling to become an American, the taxi outside can drop you off at the airport.

Today's Trucking / October 26, 2015 A U.S. federal jury in Peoria, IL has awarded more than US$240,000 to two Somalian-American Muslims who were fired from their jobs as truck drivers at Star Transport, when they refused to transport alcohol because it violated their religious beliefs. The case was brought on their behalf by the U.S. Equal Employment Opportunity Commission (EEOC), which enforces laws in the country prohibiting employment discrimination. The trial started on Oct. 19, and the jury returned its verdict the next day after 45 minutes of deliberation. Judge James E. Shadid, the chief judge of the U.S. District Court for the Central District of Illinois, found in favor of EEOC after Star Transport admitted liability in March 2015. The resulting trial was to determine compensatory and punitive damages and back pay. The jury awarded Mahad Abass Mohamed (formerly known as Mahad Aden) and Abdkiarim Hassan Bulshale (formerly known as Abdikarim Ismail) $20,000 each in compensatory damages and $100,000 each in punitive damages. Judge Shadid awarded each approximately $1,500 in back pay. EEOC alleged in 2009 Star Transport fired Mohamed and Bulshale after they were required to transport alcohol. Both men told Star Transport that they believed doing so would violate their religious beliefs under Islamic law. The U.S. agency also alleged that Star Transport could have, but failed to accommodate the truckers' religious beliefs, as required under the U.S. Civil Rights Act of 1964. "EEOC is proud to support the rights of workers to equal treatment in the workplace without having to sacrifice their religious beliefs or practices," said EEOC General Counsel David Lopez. "This is fundamental to the American principles of religious freedom and tolerance." “Star Transport failed to provide any discrimination training to its human resources personnel, which led to catastrophic results for these employees,” said June Calhoun, an EEOC attorney who litigated the case. “They suffered real injustice that needed to be addressed. By this verdict, the jury remedied the injustice by sending clear messages to Star Transport and other employers that they will be held accountable for their unlawful employment practices.” She also said the decision signals religious freedom is a right for all Americans. "This case makes me proud to be American,” Bulshale said.

Fleet Owner / October 8, 2015 Consistent performance could be the key to wider acceptance by U.S. fleets When it comes to the stopping power needed to halt a fully loaded tractor-trailer cruising at highway speeds, both air disc brakes (ADBs) and their S-cam drum brake brethren get the job done. But when it comes to consistently delivering that braking performance, ADBs have an edge; unlike drum brakes, they don’t suffer from a “fade” in stopping power after repeated use. And that edge is becoming more critical as an array of enhanced safety systems (such as a collision mitigation technology) and semi-autonomous truck platforms (such as platooning) are relying on braking consistency to deliver expected performance improvements. “Look at today’s safety systems and things like platooning and autonomous vehicles,” says Jon Morrison, president of the Americas for Wabco Holdings Inc. “You must look at the foundation those technologies are based upon and that’s the braking system. ADBs can deliver a tremendous amount of consistency in terms of performance and stopping distance, which is something those systems need. “It’s not just about stopping in 210 to 220 ft.; it’s about better brake torque output, eliminating brake fade, and controlling brake temperature better,” he adds. Morrison points out that when it comes to operations such as platooning, trucks are operating about 50 ft. apart. “Brake performance and consistency is going to be critical in making that work safely,” he stresses. “And when you’re talking about trucks that cost $130,000 to $150,000, you need to [decide if you are] going to marginalize on the brakes, especially when you are trying to keep the truck up and running longer with less downtime.” Nicole Oreskovic, product director for air disc brakes at Bendix Commercial Vehicle Systems, says the big advantage in having ADBs complement truck safety systems is that there is no fade. “If you are in stop-and-go traffic using the brakes frequently, and then need them in a panic stop situation, you get the same braking performance,” she explains. “Drums may or may not give you that. They will meet the stopping distance rules, but in terms of consistent performance, that will be different.” The current ADB adoption rate among Class 6 to 8 vehicles in the U.S. is about 13%, says Oreskovic. “Since we are shipping brakes to [equipment] manufacturers, it is difficult to determine specific usage, but the primary users are over-the-road tractors, trailers and bus applications,” Oreskovic relates. Bendix is experiencing a significant build rate increase for ADBs this year versus that of 2014, a 40% year-over-year uptick she says is a sign of rapidly growing acceptance of ADBs by the trucking marketplace. “We see many fleets initially going with ADBs on their steer axles. This lowers the acquisition costs and still enables them to reap many of the benefits of ADBs, often progressing to disc brakes on all wheel positions as their comfort level improves,” Oreskovic points out. “That said, we estimate about half of [commercial] vehicles equipped with disc brakes are using discs on all wheel positions.” Wabco’s Morrison emphasizes that this steady adoption rate for ADBs should continue but cautions that the percentage rate of adoption really varies between OEMs. “We think the current market penetration is between 10% and 15% and has been largely in steer axle applications,” he points out. “In turn, we see the trailer ADB market growing significantly over the next few years. There is significant ADB growth in all segments, but it is higher where enhanced safety and maintenance costs are the critical drivers.” The increase in the overall penetration of ADBs will continue to have a favorable impact on acquisition costs. And this will have the potential to drive major growth in the dry van segment of the trucking market—the sector Morrison says is most sensitive to cost. “There is still price sensitivity; it’s still a business after all,” he explains. “There is increased cost with ADBs, but fundamentally better braking is the difference, plus longer maintenance intervals, less out-of-service compliance issues, and no negative resale impact.” To really increase ADB adoption, Morrison thinks ADBs need to be in a $600 to $800 “delta” in terms of additional cost. And he cautions that simply building more ADBs won’t necessarily make them cheaper. “It’s not scale; volume does not automatically convey lower cost,” Morrison stresses. “It’s about less weight and better integration for ADBs at the wheel end. It’s about optimizing the wheel end with ADB-friendly brackets and hub/rotor interfaces. And OEMs have to commit to that fundamental optimization.” Bendix’s Oreskovic agrees that the price gap between ADBs and drum brakes is indeed shrinking, but it is a gap that is heavily OEM-dependent. “The premium can run to $2,500 to $5,500, depending on the OEM and truck application,” she adds. “But when you look at the maintenance and time savings at the wheel end, that alters the return on investment calculation.” Oreskovic stresses that many factors that influence the ROI of ADBs vary based on individual fleet circumstances. “However, longer lining and rotor life, shorter maintenance times, and reduced downtime are key inputs,” she says. “Once the wheels are off, both wheel position [pads] can be changed in under 30 minutes [with ADBs] versus close to two hours for a drum brake [pad] replacement. Plus, no special tools are required.” Morrison notes that safety compliance is another ROI factor that needs to be carefully considered where ADBs are concerned. ADBs do not need to be adjusted, so this eliminates the opportunity for out-of-adjustment violations. During the 2014 annual Operation Airbrake inspection “blitz” overseen by the Commercial Vehicle Safety Alliance (CVSA), there was in increase in these types of brake violations. And during that week-long intensive effort—dubbed “Brake Safety Week” and held last Sept. 7-13—inspectors looked at 13,305 brake systems on trucks and buses operating throughout North America. Some 2,162 vehicles were placed out-of-service (OOS) for all brake-related violations, representing 16.2% of vehicles placed OOS, up from 13.5% during the 2013 event. In addition, CVSA stated that the OOS rate for brake adjustments increased to 10.4%, up from 9% in 2013; the OOS rate for brake components reached 9.3%, up from 7.1% in 2013. “This can be important for driver retention as well,” Morrison says. “Compliance is one of the central value points of ADBs. ADBs don’t suffer from the whole issue of brakes being out of adjustment. Look at what’s happening with CSA; both fleets and drivers are being scored on vehicle and especially brake condition. Using ADBs means you’re less prone to those kinds of brake violations.” And from a recruiting/retention perspective, he explains, drivers focused on maintaining clean CSA score sheets will be looking for fleets with ADBs on their trucks, along with electronic stability control, collision mitigation technology, etc. “The driver gets tagged with this [CSA scores] now,” Morrison notes. “The point is that ADBs offer a very good opportunity to reduce the CSA brake inspection factor. They take a safety compliance issue off the table.” Of drums, discs, and friction materials Most OEMs met NHTSA’s reduced stopping rules unveiled in 2009 by switching to wider S-cam drum brakes. Their 16.5-in. size and enhanced design refinements dissipated heat more effectively and as a result stopped trucks within a significantly shorter distance than their predecessors. Yet many fleets also started using ADBs in combination with drum brakes, mainly on tractor steer axles, which can create the potential for compatibility issues, notes John Thompson, sales manager CV-NAFTA at TMD Friction. “Careful attention must be paid to potential compatibility issues between drum and disc,” he stresses. “In general, linehaul usage compatibility between brakes is not an issue. It’s in more extreme applications, such as heavy haul or mountainous regions, where the differences in brake designs can be accentuated.” Thompson says transit and refuse fleets are moving more and more to ADBs for safety, more consistent stopping power, performance at higher temperatures, longer life, and faster relines. However, long haul and even some regional fleets are converting to disc for longer life and to help reduce CSA scores. When considering which type of brake system to spec, one area often overlooked is what kind of friction material will be used, he points out. “Some suppliers sell a one-size-fits-all friction material, such as a one-disc pad option that’s high friction, so as to meet the highest axle load,” Thompson explains. “Lower axle loads are compensated for by changing to a smaller air chamber.” He stresses that tribology, which is the science and engineering of interacting surfaces in relative motion and includes the study and application of the principles of friction, lubrication and wear, dictates that the higher the friction, the higher the wear, regardless of air chamber size. “That’s why tailoring the friction levels of [brake] pads for specific trucking applications can significantly increase pad and rotor life, which reduces maintenance lifecycle costs on commercial vehicles,” he says. ---------------------------------------------------------------------- The rules of stopping distance Six years ago, the National Highway Traffic Safety Administration significantly shortened the stopping distance requirements for tractor-trailers. Those rules are as follows: A typical three-axle tandem tractor with a gross vehicle weight rating (GVWR) of 59,600 lbs. or less coupled to a trailer and traveling at 60 mph must come to a complete stop in 250 ft. compared to the former 355 ft. stopping standard. This reduced tractor-trailer stopping distance is roughly 30%.For heavy severe-service tractors with GVWRs above 70,000 lbs., the stopping-distance requirement is reduced to 310 ft. at the same speed. The caveat is that all “heavy truck tractors” must stop within 235 ft. when loaded to what is termed their “lightly loaded vehicle weight.”Two-axle (4×2) tractors and tractors with a GVWR above 59,600 lbs. (6×4) must also meet the 250 ft. at 60 mph rule. So-called heavy severe-service tractors sporting GVWs above 70,000 lbs. are required to meet the shorter stopping distance of 310 ft.

Transport Topics / October 26, 2015 Thermo King has developed a solar panel option for trucks, designed to provide an alternative power source for refrigerated and dry fleets. The ThermoLite solar panels are able to withstand winter conditions as well as high velocity rain and are “the only automotive-rated charge controller on the market.” “Parasitic power is a significant issue for both refrigerated and dry fleets. Telematics and other power draws drain battery life and create downtime — those issues turn into costs and cut into the bottom line. ThermoLite solar panels are the solution,” Paul Kroes, solar business development manager at Thermo King. The ThermoLite 26W is able to support transport refrigeration unit batteries and the 36W model can support the company’s Heat King cargo heater and its Europe, Middle East and Africa products. “Our goal is to continue to bring customers the most innovative solutions that are efficient and reliable, and improve the bottom line,” Kroes said. The company expects to unveil its 100-300W model in November, which will be able to support liftgate and pallet-jack charging. Video - https://www.youtube.com/watch?v=COAvsWg4WBs

Scania Group Press Release / October 23, 2015 Weighing in at 104 tonnes (229,281 lb), this giant is the heaviest vehicle of its kind in Europe. The timber truck, a Scania R730, is currently being tested on Finnish roads in the hope that more heavily loaded vehicles will be able to reduce both transport costs and environmental impacts. The words Iso, mutta hyvätapainen – Finnish for “I am big, but well behaved” – are printed on the cabin of this 104-tonne timber truck. The 730 horsepower V8-powered Scania R730 is the heaviest vehicle of its kind in Europe and is taking part in a high-capacity transport trial in Finland. The aim of the trial is to potentially open the way for the use in Finland of vehicles weighing more than 76 tonnes – the current maximum allowable weight. Metsähallitus State Forestry Enterprise, the organisation behind the project, hopes that allowing more cargo per vehicle will mean a reduction in transport costs and the number of transport movements on Finnish roads, as well as reduced environmental impacts. The trial is investigating how the heavy vehicle affects roads and bridges as well as traffic safety and emission levels. The hope is that road wear and tear won’t be greater than that caused by the 76-tonne (167,551 lb) vehicles allowed today. “We need to check on road strength and furrows forming on the road surface,” says Ari Kilponen, Head of Unit Strategy Planning, ELY Centre Finland. “However, roads in Finland are frozen solid half the year and therefore suffer less.” Scania – the best at heavy haulage The Giant, as the 104-tonner is known, is 33 metres long, has 13 axles and consists of a tractor unit, a semi trailer and a trailer. The vehicle has been given permission by the Traffic Safety Agency to drive between Ivalo and Rovaniemi, a 300-kilometre long stretch in northern Finland. On the route, the truck is driven over a bridge where the driver can control the traffic lights with a remote control. The driver is required to drive in the middle of the bridge with no other vehicles on the structure at the same time to avoid potential collapse. The stretch of road also includes a two-kilometre long up-hill section where the truck is really put to the test, with speeds sinking to 30 km/h on the last part. The Giant is owned by haulage firm Ketosen Kuljetus OY, whose owner Risto Ketonen hopes that the heavy vehicle will lower fuel costs. “We chose Scania as tests have shown that Scania is best at heavy haulage in these conditions,” he says. Video - https://www.youtube.com/watch?v=7mlHnA5Ab2c

New Mexico abolished the death penalty in 2009. How then, do they expect to justly deal with murderers? Do the citizens of New Mexico actually want to use their tax money to incarcerate a cold-blooded murderer for life in prison? Really now, what's the point? Until confirmed murderers (indisputable situations) are summarily executed, we will continue see our crime rate soar, and our quality-of-life plummet. Until we put the fear of god into those with criminal will..................... No American should fear for their safety in these United States. However, these are the times we now live in, with an excessively politically correct and thin-skinned society that hasn't the nerve to call a spade a spade, and take an eye for an eye. Look at this man's cocky face (it speaks volumes). He wouldn't hesitate to pull his gun again tomorrow and shoot at another citizen. He and his values belong in Somalia, or one of the drug cartel-run Latin American countries.

Volvo Says Weaker Krona Helped Boost Profit as Orders Fell Bloomberg / October 23, 2015 Truck orders dropped 15%; construction equipment fell 35%Volvo is less than halfway to reaching cost-cutting targetVolvo AB said the krona’s decline on currency markets helped boost third-quarter operating profit even as truck orders, a predictor for future sales, dropped 15 percent. The stock gained to a five-week high. Earnings excluding interest, taxes and costs related to restructuring surged 75 percent to 5.1 billion kronor ($604 million), Gothenburg, Sweden-based Volvo, said Friday in a statement. Advance sales contracts for trucks declined to 42,648 vehicles, while orders for construction equipment dropped even more, falling 34 percent to 7,898 units. Volvo, the world’s second-biggest truckmaker, is restructuring to become more profitable amid pressure from investor Cevian Capital AB while contending with market declines in China and Brazil. The manufacturer remains less than halfway to reaching a goal of cutting 10 billion kronor in annual costs by next year, as savings on a 12-month rolling basis reached 4.2 billion kronor in the quarter. Commercial-vehicle manufacturers including Daimler AG, the world’s biggest truck producer, have been counting on demand in Europe and North America to sustain profit and make up for weakening economic growth in China and a recession in Brazil. While Volvo reiterated a forecast for North America’s truck market to expand 15 percent in 2015, demand in the region is also declining, “albeit from a very high level,” acting Chief Executive Officer Jan Gurander said in the statement. “They’ll struggle to meet their efficiency target,” said David Jacobsson Cederberg, a Stockholm-based analyst at Pareto Securities. “They’ll get there for the most part, but probably not all, because of the change in demand conditions,” he said, citing a mix of a more positive outlook for Europe, the negative guidance on North America and poor prospects for next year for construction equipment. Volvo rose as much as 4.1 percent to 90.75 kronor, the highest intraday price since Sept. 17, and was trading up 2.6 percent as of 9:11 a.m. in Stockholm. The stock has gained 5.7 percent this year. Third-quarter sales jumped 9 percent to 73.3 billion kronor, and the operating margin widened to 6.9 percent of revenue from 4.3 percent. Truck deliveries rose 3 percent, bolstered by growth of 13 percent in Europe and 10 percent in North America. Exchange-rate effects added 831 million kronor to operating profit. Volvo said it’s evaluating selling its Arrow Truck Sales used-vehicle unit in North America, which includes a customer finance portfolio worth about $250 million. Daimler AG said Thursday that its truck deliveries rose 2 percent to 128,4966 vehicles for an operating return on revenue of 8.2 percent, above its target. The Stuttgart, Germany-based company tempered its forecast to a “slight” increase in sales this year, compared with a previous goal of a “significant” gain, as recovery in Brazil remains distant and demand in Indonesia weakened.

Press Release / October 22, 2015 Nextran Corporation, one of the top selling dealers of Mack brand trucks in the nation, broke ground on its state-of-the-art Atlanta regional location adjacent to Highway 85, northeast of Atlanta. "I'm pleased that Duluth was selected for Nextran's flagship location," said Duluth Mayor Nancy Harris. "It's both an economic boost and an opportunity for new jobs. We are proud to welcome Nextran to our community." The new, strategically located Atlanta area location, which will create 80 new jobs, is scheduled to open in mid-2016 and will provide convenient access to the many major highway interchanges in the region. The 55,000 square foot facility will house both sales and service functions, focused on medium and heavy-duty trucks. The service shop, a large space of more than 120 linear feet, will feature an overhead crane spanning 112 feet, and a separate area for repair of vehicles powered by natural gas. "With the opening of our 15th location, we continue to expand our network of Nextran Truck Centers to serve our trucking industry customers who have the important responsibility of delivering essential products for America's businesses and consumers," said Jon W. Pritchett, President and CEO, Nextran Corporation. "Our customers rely on us to keep them moving everyday – to us, it's about more than just selling and servicing trucks – it's about helping our customers fulfill the promises they've made to their customers. We take that responsibility very seriously." "The addition of a new Nextran location to Mack's extensive dealership network will further Mack's ability to offer a low total cost of ownership to customers and help improve uptime support," said Stephen Roy, President of Mack Trucks North America. "Nextran is a recognized leader among truck dealers in terms of service and innovation. This facility will be a flagship dealership for Mack Trucks, and we look forward to our ongoing partnership with Nextran as we continue to provide service and support for our customers." Nextran Truck Centers are strategically located along major transportation corridors in Alabama, Florida and Georgia. The company's product offering include some of the world's strongest brands: Mack Trucks; Volvo Trucks; Isuzu; Ford; and Fuso trucks.

Volvo Group Press Release / October 23, 2015 The Volvo Group continued to strengthen its profitability in the third quarter of 2015. Operating income excluding restructuring charges amounted to SEK 5.1 billion. This is an improvement of 75% compared with the corresponding quarter in 2014 and the operating margin improved by 2.6 percentage points to 6.9%. Sales amounted to SEK 73.3 billion, which was an increase of 9%. Adjusted for currency movements, sales increased by 1%. • In the third quarter net sales increased by 9% to SEK 73.3 billion (67.2). Adjusted for currency movements and acquired and divested units sales increased by 1%. • Operating income amounted to SEK 5,087 M (2,908) excluding restructuring charges of SEK 434 M (659). Currency exchange rates had a positive impact of SEK 831 M. • The operating margin excluding restructuring charges amounted to 6.9% (4.3). • Operating cash flow in the Industrial Operations amounted to SEK –3.3 billion (0.9). • Truck order intake decreased by 15% and order intake of construction equipment decreased by 34%. For a PDF version of the report, please click here: Volvo Group Q3 2015 PDF

High expectations for new Volvo Head Goteborgs-Posten / October 22, 2015 Volvo Group must become more profitable. It is the market's expectation of AB Volvo's new CEO Martin Lundstedt. -One is humbled by the task, said Lundstedt, which starts with learning to the organization. Facts: Martin Lundstedt Born in 1967. Coming from: Mariestad, Vastergotland, Sweden. Family: Married, with two children. Education: Master of Engineering from the Chalmers University of Technology. Career: His entire career spent at Scania. Started as a trainee in 1992. After a number of executive positions, including head of engine development, plant manager in France, director of product marketing and management for the truck. Appointed as President and CEO of Scania in 2012. Trivia: He often played classical guitar at Scania staff gatherings. Martin Lundstedt has gone "the long way" in Scania and is said to be a man with great interest for trucks. This spring, Volvo announced it had recruited him to be president. It was a bit surprising, given many saw Martin Lundstedt as strongly associated with competitor Scania, where he has been President since 2012. Now Lundstedt is beginning his new position at Volvo after a six month transitional 'waiting period'. His first day included a meeting with the media. But rather than hold it in an executive building, Lundstedt held the press conference in the workshop of a Volvo truck dealer in Backa, Hisingen. - I think is one of the most important factors for a successful Volvo is to be instrumental in creating a sustainable transport and logistics system, says Martin Lundstedt. He will start out at Volvo getting to know the management, and talking to both employees and customers. Sometimes the opinion that the group is too cumbersome, with a range of different products from trucks and buses to construction equipment and marine engines. Volvo has acquired a number of different companies since 2000, but it has been unable to realize synergies and subsequent additional profitability that the market had hoped for. This was one of the key reasons for Olof Persson’s ouster. “Volvo wasted four years and the Volvo share price was stomped, while the overall stock market was soaring like a spear,” says Albin Rännar at Aktiespararna (the Swedish Shareholders' Association). Rännar have great expectations Lundstedt, calling Scania "one of the most well-managed companies." -Volvo is a spread conglomerate of brands, each of which are strong in their respective markets, but with far too dispersed resources. I expect rationalization and savings, but also focus, development and investments. Scania has been in the forefront technologically and in terms of emissions, says Albin Rännar. On Friday, Volvo presents its earnings report for the third quarter.

Very hard work awaits new Volvo CEO Goteborgs-Posten / October 22, 2015 After six months quarantine is Martin Lundstedt finally there, next to a truck in Bäckebol. - We have much hard work ahead, he says. Behind one of the doors at the Volvo truck dealer is a table with a white tablecloth. Coffee and cinnamon buns. Nearby, technicians are working as usual on trucks and buses. The dealership’s gate raises up and a green Volvo bus rolls in. In connection with the quarterly report just six months ago came the news that the Volvo Group was firing CEO Olof Persson, and that Scania CEO Martin Lundstedt would take his place. Since then, Martin Lundstedt remained in quarantine, with no contact with either the old or the new employer. Over this period, he has been bringing himself up to speed on the “state of the union” at AB Volvo. While he already had firm knowledge of Volvo’s business where Volvo and Scania operated in the same markets, he now has learned more about the other areas of Volvo including the situation in North America. - It is a great matter, and many different issues. There has been a very, very concentrated and focused work on Volvo and the most important message for me now is: this work will continue in a good way, says Martin Lundstedt. The service technicians pause as martin Lundstedt steps through the gate together with CFO Jan Gurander. The media’s interest in this extraordinary press conference is huge, even more so that the quarterly performance announcement on Friday. - It feels both exciting and a little nervous, says Martin Lundstedt. He says he's been waiting months for this day. Now he wants to get started, meet employees and customers. Martin Lundstedt grew up in Mariestad and graduated from the Chalmers University of Technology with a master's degree in engineering. After graduating in the early 1990s, he has spent his entire professional career at truckmaker Scania. What was it that attracted you over to the competitor Volvo? - I knew well when I was asked, I was ready for this step. It is a company that is one of the largest in Sweden, has a global position and a number of business areas that are new to me. I have a personal Gothenburg connection, having studied at Chalmers and having many friends here. What will be the biggest challenge? - To begin with, it is that together with management and employees to get to know the organization. It is a large company with huge market presence, two to three percent of our sales are in Sweden. I want to put myself in it and understand where we're going forward. When it became clear six months ago that Martin Lundstedt would take over, Volvo’s share price took a huge leap upwards. And from ownership elsewhere, expectations are huge. Christer Gardell, a major shareholder through Cevian, said that he believes Mr. Lundstedt can and will make Volvo the world's best and most profitable truck manufacturer. Can you fulfill everyone’s expections? - You can not reply with absolute certainty, but you do not take a job that you do not think you can do good and to help develop. We will have much hard work ahead, but we should also remember that the Volvo Group already has a very strong position in many markets.

An interview with new Volvo CEO Martin Lundstedt Dagens Industri / October 22, 2015 Ex-Scania man Martin Lundstedt is expected to take Volvo's shareholders on a journey from industrial conglomerate to a more focused truck manufacturer. But the first day on the new job, he is keeping many of his thoughts to himself. "A statement here and now would be unwise - and disrespectful to the organization I just stepped in. I want to listen to the employees and customers to understand how we can develop Volvo," says Martin Lundstedt. A Volvo truck dealer in an industrial area along the highway in Hisingen acts as the press room where AB Volvo's new CEO Martin Lundstedt begins his first day on the job. It has been a little over seven months since we disclosed that Olof Persson would be fired from Volvo, and Martin Lundstedt was the main candidate to succeed him. After sitting in quarantine for six months, it is time to deliver on the hopes that were born with the change of CEO. Lundstedt is expected to drive the transformation from industrial conglomerate to truck manufacturers. It is not just about the big structural questions surrounding whether Volvo Construction Equipment (VCE) will be under the same roof, but also regarding ownership of listed companies Deutz and Mongolian fire engine manufacturer Mongolia Hauler Joint Stock. "The first thing I will do is to get to know the business, meet people and my next product range," says Martin Lundstedt. You must have thoughts about Volvo's structure? "If I had formed any opinions about Volvo after just three hours on the job, I would not share them with you first. It can be noted that Volvo has strong market positions for its different brands, so it has a structure that has been successful. To begin to speculate structural changes now will not happen, "says Martin Lundstedt. He has been in contact with activist fund Cevian, but says he has no reason to review the owners' vision of Volvo. What to expect as a shareholder in Volvo? "One should expect that we will go for it." We reported yesterday that Martin Lundstedt is going from Scania which sparingly provides sponsorships, to Volvo where money is extravagantly spent on the Volvo Ocean Race, golf tournaments and Gothenburg Horse Show. Do you like sailing, golf and equestrian sports? "I've bought a 31 foot yacht, so I like sailing. I also enjoy golf and equestrian sports, but I seldom get the opportunity." How do you look at Volvo's sponsorship methodology, which differs from Scania? "The companies have different backgrounds and have different decisions. Volvo is visible in a number of contexts, and Scania in others. How we are to appear in the group in the future is something we will discuss," says Martin Lundstedt. He is originally from the city of Mariestad western Sweden’s western province of Vastergotland, and holds a master's degree in engineering degree from the Chalmers University of Technology in Gothenburg, where he will settle. A union representative at Scania said they would fly their flag at half mast if you were to leave. How do you feel about this? "Sometimes life presents you with tough decisions, but then you should have a good dialogue and can look each other in the eyes. Half mast was difficult to take in, but I see it as an honor."

Volvo's new CEO SvD Naringsliv / October 22, 2015 Thursday was Martin Lundstedt’s first day at AB Volvo and he speaks warmly of customer focus - not sales activities. A new shiny red Volvo truck dominates the room at Volvo truck dealer on the outskirts of Gothenburg, Sweden. . Martin Lundstedt chosen this location for his first press meeting. It is just a few kilometers down the road from Volvo’s headquarters overlooking Gothenburg, but the distance seems like a trip to the moon. The symbolism of the truck workshop, after the corporate jet scandals of Industrivärden, which owns 22 percent of Volvo, could not be clearer. Three meters from Lundstedt, truck mechanic Patrik Granberg is working on a truck engine in a white Volvo truck. He has worked 28 years at AB Volvo. Lundstedt three hours. If you wake up in the middle of the night - what is the biggest challenge to achieving a profit increase? - Continue to focus on the customers, it is always what ultimately provides a sound position, says Martin Lundstedt. - Some would like to discuss a quick fix - structures and clearance sales, but it is about having a professional organization that serves customers. This leads to long-term profitability, he said. You have margin of nearly 3 percent. What is your goal? - I do not want to formulate a goal after being here just three hours. It would be bordering on frivolous. For the new CEO, it all started last spring. Volvo's Board Chairman Carl-Henric Svanberg called him - when Lundstedt was still CEO of Scania. Svanberg asked if he wanted to be chief executive of the largest competitor. Just at that moment, Volkswagen had announced that it was forming a new business unit, Truck & Bus GmbH, to oversee both Scania and MAN. Under that new structurem Martin Lundstedt’s power would be trimmed. What was first thought? - I was overwhelmed. You always put your heart into what you do. He becomes quiet. - But I felt when the question came, that I was ready to have a discussion and take a next step. They met at a hotel in Stockholm. Martin Lundstedt accepted the offer to become CEO at one of Sweden's largest companies with over 100 000 employees, including more than 20,000 in Sweden. Lundstedt would now depart from Scania, a Swedish company focused exclusively on commercial trucks, and has an industry leading profit margin of over 10 percent. He has a tough journey ahead of them to work up the profit margin at much more diverse Volvo, which today is just under 3 percent - and thus differs dramatically from Scania. Since Volvo's car business was sold to Ford in 1999, sales increased from 100 to almost 300 billion through acquisitions. But then-CEO Leif Johansson never got out of the synergies he wanted. Olof Persson, who became CEO in 2010, said he would cut 10 billion Kronor and eliminate 4,400 employees over the 2012-2016 periodm but profit increases have been slow in coming. In the end, Olof Persson was fired. The press has increased since Carl-Henric Svanberg became Board Chairman and activist fund Cevian with Christer Gardell spearheaded increased its stake to almost 15 percent of the votes. This week it became clear that Volvo IT operations will be sold. And it’s no secret that Christer Gardell firmly believes in spinning off more Volvo business units, mainly the problem child movers who account for a fifth of sales. It is a company with many different businesses. To what do you see biggest challenge? - It is not as sprawling as you might think. There are many similarities between the operations. The group is great - it must have respect for, there are different brands and slightly different logic for business between construction equipment and trucks - but above all there are many similarities. Cevian with Christer Gardell at the head is a large shareholder which now has a representative on the board. What is your relationship with Christer Gardell? - I have met Christer and other representatives of Cevian. We have a great relationship. Do you share his view of Volvo? - I do not want to critique our shareholders. We will listen to all shareholders, large and small. Lundstedt’s personality is warm and spontaneous. He speaks with the fast western Swedish Skaraborg dialect, and laughs often. But now he comes to a Volvo, where many issues raised to symbolic issues, including housing. He has moved to Gothenburg - where Volvo thru the Persson era had provided their CEOs with luxury apartments or villas. But now, that policy has been cancelled. - I have rented a private apartment which feels great. A three and a half, which is great. His wife and two children will move over to Sweden's west coast from the east coast city of Stockholm and join him later. During this transitional period, he will retain their house on Stora Essingen in Stockholm. - But I have moved to Gothenburg, it is clear, he says.

Regarding the Mack brand, there's no where to go but up with Martin Lundstedt. Unlike Persson, Martin is a career truck man. And he had the best environment in the business at Scania. He has the full support of Volvo's board chairman to make major changes. He (Carl-Henric Svanberg) is extremely upset about Volvo's present situation, brought on by Persson's poor decisions. He cost Volvo a lot of money. Volvo went downhill from the day Persson took over, and they now realize he was a mistake. Having sold Volvo Aero, Volvo IT is nearly sold, and the now unprofitable Volvo Construction is on the table. I hope (actually expect) to see management changes at Volvo Group Trucks Sales & Marketing Americas, because, particularly over the last 12 months, the morale of the Mack brand people at Volvo's Greensboro HQ is on the floor, and the dealers are frustrated.

Volvo Group Press Release / October 22, 2015 http://www.volvogroup.com/GROUP/GLOBAL/EN-GB/INVESTORS/CORPORATE_GOVERNANCE/CEO_GEM/Pages/MartinLundstedt.aspx .