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Forbes / June 6, 2015 A new exhibit, "Fruehauf: The First Name in Transportation," opens on June 7 at the Detroit Historical Museum, telling the story of an automotive company that changed the transportation landscape. Growing up with the last name “Fruehauf” made Ruth Fruehauf feel responsible for her family’s legacy. “When people recognize my last name, they always ask me what happened to the company,” she said. “When I start telling them little nuggets of what happened, they are always on the edge of their chair, and they always say, ‘My gosh, this should be a book.’” Now it is a book called “Singing Wheels: August Fruehauf & The History of the Fruehauf Trailer Company.” And starting on June 7, 2015, a display of Fruehauf artifacts and innovations will open at the Detroit Historical Museum, 5401 Woodward Avenue in Detroit, Michigan. The exhibit, entitled “Fruehauf: The First Name in Transportation,” runs through June 2016. Ruth Fruehauf will appear at the exhibit’s opening on June 7 at 2:00 pm to present “a historical overview of the display exhibition.” In a phone interview, Fruehauf described the origins of the book, and of the company itself. “When my mother died, I found thirty boxes of my father’s office archives just stored in her attic that probably hadn’t been gone through since he died in 1965,” she said. Those archives revealed a remarkable history of engineering innovation, including many firsts in the transportation industry. “There were over 1,000 patents for Fruehauf Trailer Company, but there are over 150 Fruehauf patents for military inventions alone. I had no idea that Fruehauf was so involved in defense work.” Heavy-duty Fruehauf trailers were designed for World War II and the Korean War, many with special purpose provisions. “Completely armored trailers wore radar units. Trailers wore anti-aircraft missiles and served as command centers,” said Fruehauf. “There were even trailers designed to go out into the front lines and tow back disabled tanks.” A big discovery in the archives surprised Fruehauf. “We traced the invention of the shipping container to Fruehauf Executive VP Keith Tatlinger,” she recounted. “Malcolm McLean, a customer, came to my dad with a problem in 1956. Everyone was pilfering booze from his shipments.” Tatlinger developed the enclosed shipping container in standard dimensions, an innovation that revolutionized and simplified global shipping. “My dad actually financed Sea-Land, so that was a huge discovery for us,” said Fruehauf. (After a series of mergers and acquisitions, Sea-Land was operated as Horizon Lines, Inc. The company is currently in the process of ceasing operations.) Fruehauf has compiled the information that she discovered in her father’s archive, as well as numerous other materials relating to the family business, on a website, http://www.singingwheels.com. The companion book, “Singing Wheels,” is a 130-page collection of images and history about the business, and is available for $29.95 (softcover)/$39.95 (hardcover) at the Fruehauf Trailer Historical Society website. Related reading: http://detroithistorical.org/detroit-historical-museum/exhibitions/special-exhibitions/fruehauf-first-name-transportation http://www.forbes.com/sites/jasonfogelson/2015/06/05/fruehauf-the-first-name-in-transportation-exhibit-opens-at-detroit-historical-museum/?slide=1

Forbes / June 7, 2015 In the late 1990s, Allentown, Pennsylvania native and former Chrysler CEO Lee Iacocca handed more than $10 million to Massachusetts General Hospital (MGH) scientist Denise Faustman and instructed her to transform an ancient tuberculosis vaccine into a cure for type 1 diabetes. Today, Faustman announced the latest milestone in that project—FDA clearance to launch a large trial in people based on what her lab learned from that early research. And the 90-year-old auto magnate continues to fund her studies through the Iacocca Family Foundation, which he founded in 1984 in memory of his late wife, Mary, who died of complications from diabetes. The trial, announced at the American Diabetes Association conference in Boston, will investigate whether treating patients with the vaccine, bacillus Calmette-Guérin (BCG), will improve natural insulin production in adult patients whose pancreases still produce small but detectable levels of the hormone. If it works, BCG might one day be used to essentially reverse the disease in some patients—even adults who have suffered from diabetes from childhood—says Faustman, director of MGH’s immunobiology laboratory and the study’s principal investigator. And it wouldn’t cost much, either, since BCG has been around for nearly a century and is available in generic form. “We’re not only going for something cheap and safe, but also trying to figure out a good treatment that might reverse the most severe form of the disease in people who are 15 or 20 years out,” Faustman says. Here’s how BCG works: The vaccine prompts the immune system to make tumor necrosis factor (TNF), a protein that destroys the abnormal T-cells that interfere with the pancreas’s ability to make insulin. That elevation of TNF has already been well-proven to be quite therapeutic in some settings—BCG, in fact, is approved by the FDA not only to prevent tuberculosis but also to treat bladder cancer. Faustman’s lab spent years doing basic science experiments to show TNF can temporarily eliminate the abnormal T-cells that cause type 1 diabetes. Iacocca’s foundation, which had been supporting some of that work since coming across the lab’s earliest studies, invited Faustman to present the results of her research at a board meeting in 1999, she recalls. Iacocca asked Faustman why she wasn’t using BCG to cure diabetes in mouse models of the disease. “I said, ‘It’s too early. We need to do more basic science,’” Faustman recalls. “He looked at me and said, ‘You know, it’s my money.’ We made a deal that if I would aggressively go forward in the mouse he would support me. He gets the credit for supporting the basic science that led to the discovery that TNF is needed in type 1 diabetes.” With continued funding from the foundation and other supporters, Faustman launched a small phase 1 clinical trial in people designed to prove that BCG would kill the bad T-cells and stimulate good T-cells in a way that would restore insulin secretion. It worked, though the positive effects were transient. So Faustman started planning a larger phase 2 study to prove that regular injections of BCG, followed by periodic booster shots, would produce a sustained response, and to determine whether that response might improve over time as the pancreas regenerates. Still, Faustman’s team had to overcome one big hurdle before the FDA would approve the phase 2 trial: a massive shortage of BCG. Two of the biggest producers of the vaccine, Merck and Sanofi , have suffered production problems, leading to huge manufacturing delays. The issue has left some bladder cancer patients in the lurch, as reported recently in the Wall Street Journal. Faustman and her colleagues, who had been using Sanofi’s vaccine, had to go looking for an alternate supplier. So MGH collaborated with a division of the Bill & Melinda Gates Foundation and the World Health Organization to secure the vaccine for the trial from a drug manufacturer that’s run by the Japanese government, Faustman says. “We had to get the FDA to certify that [the manufacturer's] processes are up to U.S. standards so the BCG can be used for trials,” she says. “This is not something that academics normally do, but we were determined.” Faustman’s team has raised $19 million of the $25 million needed to complete the phase 2 study, thanks largely to the Iococca Family Foundation, which continues to be the project’s biggest source of support. “I made a promise to my late wife to find a cure for type 1 diabetes,” Iococca said in a statement. “Now my family and I look forward to the continued progress and are proud to support this effort to get closer to that goal.” Faustman’s plan is to enroll 150 adults with diabetes, some of whom will receive BCG, with the others getting a placebo. The patients will have two injections four weeks apart and then annual injections over four years. They will continue to take insulin, though the research team will be watching closely to see if the BCG reduces the amount of insulin needed to maintain blood-sugar control, Faustman says. “We expect the metabolic effect to occur gradually over five years,” she says. However it turns out, Faustman says, she will always be grateful to Iacocca for having the patience to continue funding the BCG research. “Many other people support us now, but the Iacocca Foundation makes a huge contribution to these trials,” she says. “He sees the big picture and is willing to look for ways to change the paradigm.” .

Heavy Duty Trucking / June 5, 2015 Terminal tractor manufacturer Kalmar Ottawa hosted a number of industry journalists for a tour of the company’s Ottawa, Kan., facility and some time behind the wheel of the T2, its newest terminal tractor introduced last year. “Given our relatively small industry, common sense suggested that a more hands-on research approach would be in order, with a lot of personal contact with our end customers themselves,” explained Dave Wood, vice president of sales and marketing, discussing the development of the T2. That research began with bringing Kalmar Ottawa customers out to Kansas and into a “white-walled” idea room which had a full-scale cab mock-up and a 50% scale chassis model. The team interviewed 60 drivers, as well as maintenance technicians, safety directors, and fleet managers from more than 25 companies. The T2 is exclusively being built at the Kansas plant, which was also redesigned to improve workflow and productivity. While the frame for the original terminal tractor arrives preassembled to the plant, the T2 frame is built on-site. According to Production Supervisor Mark Wright, the process, which initially took more than an hour to complete, now only take approximately 25 minutes. After a look at the build process, editors were given some time behind the wheel of the T2, which is now in full production and has already pushed out 625 units, with 800 more on order. “The T2 accounts for about half of our daily build in our transition, which means we’re currently building about seven T2 trucks each day,” said Wood. “We expect to be at virtually 100% T2 production by year end.”

Today's Trucking / June 5, 2015 Despite still dealing with financial problems, the truck and engine manufacturer Navistar International Corp. is rapidly gaining market share in the North American medium-duty market. That was one of several nuggets the company discussed in a conference call with analysts on Thursday. According to Troy Clark, president and CEO, Navistar’s medium duty market share increased six percentage points in its fiscal second quarter over the first quarter to 27%. “In fact one of our major leasing customers recently shared some data with us that shows that DuraStar chassis and ISB engine combination delivers the best fuel economy and lowest cost of ownership across their entire fleet,” he said. “Our leasing and rental customers are increasingly happy with our performance. Our share is growing with these very important buyers. Notably we've also seen a significant increase in dealer wide sales. That's key to our success in the medium-duty segment.” Growth for Navistar, compared to a year ago, is also happening in the heavy-duty truck market arena with dealer led sales up 36% year-over year, which has also resulted in the company taking in more used trucks. “We expect that we'll continue to manage our higher than normal used truck inventory over the next few years. That said, our used truck team continues to create opportunities to address the issue,” Clark said. “One way is through our Diamond Renewed program that provides a new truck experience to used truck buyer. Diamond Renewed sales are growing and were up 150% [in the second fiscal quarter compared to the first quarter.]” He noted in addition to this, its dealers are increasing their activities in used trucks. “We've also been successful finding some new markets for these vehicles globally. Its just a fact the faster we sell or turn our used truck inventory more used trucks we can take unlocking more market share and we're encouraged by our progress,” Clark said. According to Navistar, it held US$375 million in gross used truck inventory at the end of the second quarter, US$10 million more than in the previous quarter, though its used truck sales increased 26% during the comparable time periods. It expects this level of used trucks held in inventory to go higher, peaking next year. Despite this better news, Navistar still is in the red, reporting a net loss of $US64 million, but that’s down considerably from US$297 a year earlier, while revenue fell slightly to just below US$2.7 million. In releasing these figures before the conference call, in a statement Clark said the results reflect continued progress in and positive momentum in the North American industry “Revenues from the truck segment grew 4% compared to a year ago,” said Walter Borst, executive vice president and chief financial officer, during the conference call “The growth was primarily driven by a 14% increase in our core truck markets which included a 1,700 unit increase in chargeouts. Upsetting the growth in the core markets were lower sales in our export and Mexico businesses.” He said the results of Navistar’s truck segment profit improved by US$78 million compared to last year. “Contributing to this improvement were higher truck sales in North America, lower warranty expenses and cost reduction,” Borst said. “These improvements were partially offset by losses from our used truck operations.” Also helping improve Navistar’s numbers, according to Borst, is the quality of new products has improved significantly along with warranty expense, the latter of had been much higher due to a high number of warranty claims by customers. “For the second quarter of 2015 warrant expense excluding preexisting adjustments as a percentage of manufacturing revenue was 2.9% compared to 3.1% in 2014,” he said. “The decrease reflects quality improvements and more recent model years and continued efforts to reduce overall repair costs.”

Owner/Driver / June 5, 2015 When he couldn't get a T409 made to order, James Aquilina decided a custom K200 8x4 was the way to go. It’s hard to miss James Aquilina’s blue Kenworth K200 8x4. It’s not only purpose-built but an eye-catching rig as well. James, who hauls scrap metal as a sub-contractor to Sims Metal Management, was in the market for a new cab-over, so he went for a Kenworth. Initially, he spotted a T659 8x4 at last year’s Melbourne Truck Show and made a few inquiries to Kenworth salesman Steve Connally. "I was told it was going to NZ [New Zealand], so I went to the Steve and told him that I wanted a T409 with a 21 IT sleeper with 550hp [410kW]. I thought I had found my new truck," James says. However, a chat with Kenworth’s engineering department revealed that the T409 would be too long. "I went back to Steve and asked him what my options were. It was either lose the sleeper or change to a K200," James says. "I was told that the Kenworth cab-overs had changed a bit from what I remembered, so I went for a drive and was quite impressed." Kenworth built James’ custom K200 truck in seven weeks. "The salesman Steve Connally had been selling Kenworths for over 10 years. The truck was his first 8x4 K200, as most of the 8x4s either go west or across the ditch to New Zealand. This one is something different," he says. James opted for a sleeper cab on the K200 due to the large amount of country work he does. He also had the Kenworth specced with an 18-speed, double overdrive gearbox with 4.11 ratio, which keeps the engine speed down while returning good fuel consumption figures. "I go as far west as Terang, Ballarat, Nhill and a couple of jobs in Horsham that I do, so I get around," he says. James says he would have loved to add some bling to the K200, but he adds that it was bought to work. When it gets down to the job, shiny bits don’t count. But he remains proud of his fleet. "Each truck is washed every week and we look after them," James says. Related photographs: http://www.ownerdriver.com.au/industry-news/1506/custom-kenworth-k200-hits-the-right-note-for-james-aquilina/

Fleet Owner / June 5, 2015 This week at the Waste Expo show in Las Vegas, Goodyear Tire & Rubber Co. showed off a new waste haul tire it said will become the “go-to” tire for waste hauling fleets in North America. The Endurance WHA features a combination of a new, scrub-resistant compound and a deep, 24/32-in. tread depth to deliver more miles to removal, the company said. “Goodyear wants to help waste haul fleets lower their operating costs, and the new Endurance WHA will do just that by offering more miles to removal and other important benefits,” says Andrea Russell, brand manager for Goodyear Commercial Tire Systems. The tire is optional with Goodyear’s DuraSeal Technology, which seals nail-hole punctures of up to ¼ in. in diameter in the repairable area of a truck tire’s tread. “Our goal is to provide the Total Solution for waste haul fleets, including premium new tires and retreads, world-class service and support, and smart business tools to help fleets become more profitable,” said Russell. The WHA also features: New sidewall protector shingles to help resist sidewall scuffing in high-scrub applications, which will help enhance casing life;A steel belt and casing package for enhanced toughness, endurance and retreadability;An optimized shoulder design to help direct pressure away from the tire’s outer tread, which promotes uniform tread wear;Four wide circumferential grooves for all-season traction on wet, snow-covered and dry roads in stop/start waste haul truck applications;A wide footprint to enhance cornering and handling when used on local streets.The tire will be available in the fourth quarter of this year in size 315/80R22.5 in Load Range L.

Whitworth (British Standard Whitworth), that's a term I haven't heard in a while. There was a time, indeed decades, when the Queen's truckmakers were among the most innovative in the world. I don't know what view you hold, but I believe Thatcher destroyed industry in the UK. Besides the wonderful ERF E16, here's a picture of a 1945 Mack EQT, operated out of Greensboro, North Carolina by Turner Transfer, retrofitted with a Gardner 6LW (They ran Gardner-powered Corbitts as well). http://www.commercialmotor.com/big-lorry-blog/-rich-stanbier-aka-the

The Financial Times / June 5, 2015 The leaders of Sweden’s legendary business family, Jacob, Peter and Marcus oversee an empire worth €250bn (US$277.8 billion). One wears his protective helmet askew, like a rap star. All three jostle and bump into each other playfully as they wait for the photographer to be ready. As the trio line up in a dark mine underneath a Stockholm suburb, they appear less like serious businessmen and more as boisterously close relatives. They are, of course, both. Together, brothers Jacob and Peter junior and their cousin Marcus are the public face of the fifth generation of the Wallenbergs, the Swedish dynasty that can arguably be called Europe’s pre-eminent business family. Others may be older or richer but none can combine the Wallenbergs’ longevity with the breadth of their holdings. Their company stakes range from drugmaker AstraZeneca and white-goods manufacturer Electrolux to defence group Saab and telecoms-equipment maker Ericsson. Together, they add up to an empire that controls businesses worth €250bn. Even the mine they are standing in today is a test facility for equipment belonging to their biggest holding in monetary terms, industrial group Atlas Copco. Rather incongruously, you reach the mine’s labyrinthine tunnels using a lift from the main entrance to Atlas Copco’s headquarters. Back above ground the three Wallenbergs are similarly jovial. As Jacob struggles to coax coffee out of a high-tech device, his brother and cousin crowd around to help. “How many Wallenbergs does it take to work a coffee machine?” I ask. Jacob, the eldest at 59 and chairman of Investor — the listed holding company that is their main investment vehicle — raises three fingers as the others giggle. But they soon become serious, convening for a brief huddle in their almost matching dark suits before heading into a small and anonymous meeting room for this, their first joint interview. In keeping with the Swedish bent for modesty, the Wallenbergs prefer to stay out of the limelight and so getting all three of them on the record is big news, and not just in Sweden. “The Wallenbergs are one of the principal families of the business world, not just in Europe but globally. There is almost no industry they do not have an interest in,” says a German chief executive who knows them well. Their holdings add up to a third of Sweden’s entire stock exchange. I start by asking whether they feel the burden of their history, given their great-great-grandfather founded the bank that became SEB nearly 160 years ago. There is a long pause: with typical Swedish reserve, none of them wants to speak first. So I pick on Marcus, the 58-year-old chairman of SEB (among many other roles) who is known almost universally by his nickname, “Husky”. He answers in typical Wallenberg fashion: with a look to the future as well as the past, all of it wrapped up in family. “We’ve known each other for our whole lives. We’ve grown up together. And this is a discussion about what is needed for the future — a discussion that we’ve had for decades among each other — not from the perspective of burden but rather from that sense that tradition has been to reinvent and to grasp new opportunities and form what is there today into something that will be appealing and fruitful and good for the future,” he says. The success of the Wallenbergs points to the endurance of dynastic power in business. While European families such as the Agnellis of Italy (Fiat) and Quandts of Germany (BMW) are still powerful in global business, many of the newcomers in recent years are backed by Asian families. Indeed, Jacob says they have a particular focus on the long term. “For companies that we are close to, that is the reality of the future, that’s where the competition lies, that’s where lots of the market growth will be found in the future. And then one has to learn that this long-term perspective becomes very, very important. That is a challenge,” he adds. Although there is plenty of debate about the wisdom of each individual action of the Wallenbergs, there is no doubting their extended track record. Investor has enjoyed better returns than the Swedish stock exchange over the past 20 years. The family approach of long-term, active, engaged ownership of companies has gained plaudits from around the business world. What lies behind their success, and can it continue? When asked to reflect on their family history, each Wallenberg picks a different date. For Marcus, it all began in 1856, when André Wallenberg, a former naval officer, founded Stockholms Enskilda Bank, which began to accumulate industrial investments. For Jacob, things really started in 1916, when Swedish law made it difficult for banks to own industrial companies. Instead, SEB’s stakes in itself, Atlas Diesel and truckmaker Scania were placed in a new holding company: Investor. Peter junior, a 56-year-old known as “Poker”, as his grandfather thought he had a poker face as a child, talks about 1917. This is when the Knut and Alice Foundation was set up, of which Peter is now the chairman. Knut was André’s son. He and his wife Alice were childless so they pooled all their investments into what remains the Wallenbergs’ biggest foundation. Strikingly, Jacob, Marcus and Peter own no personal part of the family empire. Instead, stakes in companies such as airline SAS, stock market Nasdaq and industrial group ABB are owned directly or indirectly via family foundations. “Frankly, some of the other family companies cannot understand. [They say] ‘Why are you doing this? You have no stake in the game?’” says Marcus, who is married to architect Fanny Sachs and lives in the family villa Täcka Udden on the Stockholm island of Djurgården. While comfortably off, the trio do not even make rich lists in Sweden and insist they still have to work to make a living. But the 20 family foundations have freed the Wallenbergs from the sort of bickering and fighting that often blights family businesses by the time they reach the fifth generation, when there are often hundreds of relatives as shareholders. “I can only speak for myself,” says Jacob, a keen sailor and golfer who headed Sweden’s bid to hold the 2018 Ryder Cup, “but I must say that I feel blessed that I have the opportunity to participate in [world-leading companies] and not to have to get into the personal squabbles about personal wealth.” The three of them, who meet every Monday for three or four hours to discuss family business, were in no way predestined for the roles. Jacob and Marcus began their careers in banking before ending up at SEB while Peter, also known for racing Porsche Carreras, was a manager of one of Stockholm’s most luxurious hotels, the Wallenberg-owned Grand. The family has faced its fair share of tragedy: Marcus’s father, Marc, committed suicide in 1971, while his cousin Raoul, a diplomat famous for saving thousands of Jews during the second world war, is presumed to have died under KGB detention in 1947. But they have survived, in large part thanks to what Peter calls the “closed circuit” system of the foundations. There are two sides to their success. On the one hand they own vast swaths of European industry including ballbearings maker SKF, paper company Stora Enso and power systems group Wärtsilä. Together, their holdings employ about 600,000 people and have sales of SKr1.3tn ($154bn). On the other, they are the second biggest donors in Europe to research, giving away about SKr2bn in 2014. Better performance at their companies feeds bigger grants to Swedish research, which in turn boosts the competitiveness of local business. The Wallenberg model revolves around a few core principles. One is that the family are long-term owners. Jacob likes to say they “buy to hold”, where hold can mean more than 100 years. But he adds that it is no excuse for poor performance: “The long term also consists of many short terms and you have to perform in every short-term period as well.” A second is that they are active, engaged owners. Jacob and Marcus sit on eight corporate boards between them and play a key role in discussions on strategy and the choice of directors. They also focus on people. “This is maybe the single most important ingredient in our business venture — the fact that we can never, given the size of the companies and the complexity of the businesses, stay on top of all the issues, all the details ourselves. We are dependent on a great group of people,” Jacob says. Richard Twomey is one of them. The Welshman is sitting in a boardroom in Gothenburg surrounded by wound dressings, surgical outfits and other medical paraphernalia. He is chief executive of Mölnlycke Health Care, a relatively obscure medical-equipment company that is nonetheless described by one Wallenberg associate as perhaps the family’s most important investment. Wholly owned by Investor, some analysts value it more highly than the stake in Atlas Copco. Twomey’s very presence in Sweden demonstrates the pull of the Wallenbergs. A keen surfer, he was happily based in California when he got the call in 2013 about the Mölnlycke job. His initial reaction was not positive. “When I was being called about the job I went: Sweden, you have got to be joking. Cold and wet, and there’s no surf. But the determining factor was the ownership structure. They hold for the long term, they invest, they want to build value… If you want to be a CEO this is a dream environment to do it in,” he says. Twomey, who passionately extols the science behind the five layers of a specific dressing, has a mandate to boost sales growth. He shows product after product, all backed by Wallenberg investments, to demonstrate how he hopes to achieve it: a dressing to help prevent pressure ulcers for bed-ridden patients; a one-use pack for a hysterectomy, which for about €80 offers all the clothing, instruments and materials needed for the operation. Sales growth was falling when Twomey took over with an anaemic increase of 3 per cent in 2013. By the first quarter of this year, sales were rising by 12 per cent. “Having worked in US publicly traded companies where it’s quarterly pressure, your long-term strategy becomes the next three months. A big reason I came here was the ownership,” he adds. Ronnie Leten is another outsider brought in by the Wallenbergs. A native Belgian, he became chief executive of Atlas Copco in 2009. His first culture shock came when he realised that in Sweden everybody’s income is checkable thanks to publicly available tax returns. “A transparent society is a fast-changing, fast-adapting society. The governance structure is embedded in that,” says Leten, who recently became chairman of Electrolux as well. Atlas Copco’s mining-equipment business is currently in the doldrums due to depressed commodities markets. But Leten says the Wallenbergs’ long-term focus allows him to keep investing in the knowledge that markets will bounce back. “Their message is, ‘Don’t jeopardise the future’ . . . I would like to have the Wallenbergs in Belgium too,” he adds. A third non-Swede close to the family is Josef Ackermann. A former chief executive of Deutsche Bank, Ackermann also sits on Investor’s board, from where he has come to admire greatly the Swedish and Wallenberg model. “I like the board environment a lot. Everyone is contributing. No one is playing an ego game. It is to the point, a very performance-orientated atmosphere. You feel you are not just controlling [management] but co-managing the portfolio.” Of the Wallenbergs themselves, he says: “It’s a relatively modest culture. You don’t see the family living a luxury life. They are very much focused on the companies. In the board, of course they have the final say, but you don’t feel it.” Not all of the Swedish system is that way. The other big owner of Swedish listed companies is Industrivärden, which has controlling stakes in the likes of Handelsbanken, Volvo, Ericsson and Sandvik. It was plunged into scandal earlier this year by a series of reports about private jet trips at SCA, the paper company that is another of its holdings. Family members and even pets were flown to sporting events and a corporate hunting lodge — something that did not go down well in egalitarian Sweden. But the Industrivärden scandal also exposed deeper weakness in its corporate governance. Two men — chairman Sverker Martin-Löf and chief executive Anders Nyrén — controlled many of the most important board seats and there was sometimes cross-signing of each other’s expenses. Both men have since had to resign as Industrivärden seeks to improve its governance. The case raised some doubts about the Swedish model and whether its system of holding companies created too cosy an atmosphere between management and the biggest shareholders. Both the Wallenbergs’ Investor and Industrivärden benefit from the dual-share system, under which, for instance, the latter owns just 2.6 per cent of Ericsson’s capital but controls 15.2 per cent of its votes. Christer Gardell, a Swedish activist investor, likes the system but argues enhanced voting rights can entrench incompetence. Unsurprisingly, the Wallenbergs disagree. Jacob says the academic debate has moved away from insisting on one share, one vote towards accepting there is a freedom to contract as parties see fit. “We have a system that works,” he adds. As proof, he even cites Industrivärden. Its main shareholders did take action. “Isn’t part of it the whole question about self-regulation? As much as it took a while in the situation of SCA, eventually it did happen.” Marcus says that unlike Industrivärden, where power appeared too concentrated, the Wallenbergs have consciously over generations sought to find the right people to support them. But he is anxious to avoid any thought that the family is resting on its laurels. “Are we aware of an understanding that there is a risk of becoming complacent or cosy? Yes, we are very much aware of that. Will we always make the right decisions? No, probably not. We will also make decisions that later turn out not to be the best but at least you can rest assured that this is something that stays with us on a daily basis.” Few pursuits are more beloved in the Stockholm business community than minutely analysing the Wallenbergs’ latest moves. And few of their decisions are so picked over as those to sell out of truckmaker Scania and approve the 1999 merger that created AstraZeneca. “Scania and Astra were gobsmacking decisions. They were crown jewels and I think the sales are seen by some as a sign of the decline of the Wallenbergs,” says the head of one investment bank in Stockholm. Partly this comes with the territory: when Jacob and Peter’s father, Peter senior, took over the empire in 1982, newspapers quickly speculated about the end of the family. Marcus, who was himself chief executive of Investor from 1999 to 2005, says: “I learnt one thing as CEO of Investor and that is I woke up most mornings with some sort of a comment on what was done or not done at the company. At the end of the day, I think it comes down to where lies true north? Where are we heading?” He adds, in something of a family motto: “My grandfather used to say that you have to play the ball where it lies.” Some argue the sales of Scania and Astra undermined the story of the Wallenbergs’ long-term interest: Scania, now owned by Volkswagen, is still one of the best-performing Swedish industrial groups. Astra, the Wallenbergs’ drugmaker, merged with Zeneca, the pharmaceuticals assets of UK chemicals group ICI and set up its headquarters in Britain. Swedish scientists still bemoan the decline of the local pharmaceuticals industry. But Jacob argues the sales actually reinforce the long-term thinking: “Even if we lost influence, we felt that it was in the interest of the company and we always try to think along those lines.” “Rightly or wrongly,” adds Marcus, “the view was that both of these companies needed some sort of a larger base from which to compete in a very, very competitive industry at the time.” Today, a more frequent complaint is that the Wallenbergs have stuck to staid industries, leaving a smaller Swedish holding company, Kinnevik, to invest in internet and telecoms groups. Ackermann retorts: “The Wallenbergs are not conservative but they know where their strengths are.” Investor’s shares are up 170 per cent over the past five years, compared with 140 per cent for Kinnevik and 70 per cent for the Stockholm stock exchange. As in any family business, there is always the question of the next generation. Jacob, Marcus and Peter do their best to look offended by the thought — Peter senior carried on into his eighties. But the trio have started preparing the 30 or so members of the sixth generation — currently aged between three and 35 — for possible work in the family firm. Peter says they try to inculcate the next generation with the history and methods of the Wallenbergs but without forcing them to do anything. At least three have jobs in the family empire already. He thinks that getting one or two of them sufficiently interested to devote their lives to the business will be harder than in the past. “Today it’s a global world: the next generation has so much more input in their lives than we ever had. We are competing with so many more interests and challenges,” he adds. Asked if they are sick of the sight of each other after so long together, an awkward silence ensues until Marcus replies to general laughter: “We don’t live together.” He adds: “I think actually we’ve come a long way in terms of understanding each other. We’ve known each other from being kids… but more as grown-ups and professional people we’ve spent a lot of time together to figure out what our priorities are and where our interests lie.” The three of them all nod in agreement. Peter adds: “We have grown into working with these questions and we love it.” Facts: 600,000 - the number of people employed by Wallenberg-owned companies. 170% - Investor’s share rise over the past five years, compared with 70 per cent for the Swedish stock exchange. .

Speaking of powerplants, what were your personal thoughts on Rolls Royce, Gardner and Leyland (eg. TL12) For others, this link gives insight of what I'm speaking of. http://www.aronline.co.uk/blogs/commercials/trucks-t45-leyland-roadtrain/ In my humble opinion, today 45 years since its introduction, the Leyland T45 cab still looks relatively modern. Note the similar cab design cues between the Leyland Constructor and the current Renault Kerax. http://www.aronline.co.uk/blogs/wp-content/uploads/2012/01/Cons6TL11-BLPUB-e1327431426254.jpg http://www.motorstown.com/images/renault-kerax-380-06.jpg http://www.aronline.co.uk/blogs/commercials/leyland-commercials/t45/unsung-heroes-leyland-roadtrain-interstate/ http://www.aronline.co.uk/blogs/commercials/blog-meet-essex-boy-whos-leyland-man/ ERF's were always a looker. http://www.aronline.co.uk/blogs/facts-and-figures/essays/unsung-heros/unsung-heroes-erf-ec-range-the-plastic-fantastic/ Created in 1968, the AEC "3TVG" prototype's Motor Panels-produced cab reminds of me of a Diamond Reo Royale and Peterbilt 352. Unfortunately, Leyland management mistakenly wouldn't let AEC put it into production. http://www.aronline.co.uk/blogs/facts-and-figures/essays/commercial-vehicles-the-great-fightback-a-marathon-task/ https://www.flickr.com/photos/blackcountryman/4369092612 The quintessential AEC with the Ergomatic cab, a Mammoth Major (Leyland acquired AEC in 1962) - http://static.commercialmotor.com/big-lorry-blog/IMG_8265.jpg AEC down under - http://static.commercialmotor.com/big-lorry-blog/aec%20ad%20-%20sept%201959.jpg http://static.commercialmotor.com/big-lorry-blog/AEC%20ad%201961.jpg (The legendary "Routemaster" double decker buses associated with London from 1955 thru 2005, and Hong Kong, were built by AEC. Fortunately, good sense has prevailed bringing a next generation Routemaster into service.....http://en.wikipedia.org/wiki/New_Routemaster ) This is one I never saw, the Leyland Redline using the BMC-designed FJ cab. http://www.aronline.co.uk/blogs/commercials/archive-cheaper-blmc-truck-range-for-europe/

Press Release / June 4, 2015 The Red Bull formula 1 racing team has taken delivery of seven new 520 horsepower Renault T Range 4x2 tractors. Normally, there would be nothing unusual about seven articulated lorries carrying seven containers across Europe. Unless the seven containers are 'parts' of the Red Bull Tree House, an extended pit lane for the Infiniti Red Bull Racing Formula 1 team. This is also true for the Formula 1 drivers and their cars travelling across Europe from one race weekend to the next. The Tree House is a mobile workshop and office for supporting the Red Bull team at each European race weekend. If you look in the four containers for the mobile workshop, you will see, not only conventional tools such as a lathe and drill press, but also a 3D printer for printing the required parts. During a race, it is important to react quickly. So the Tree House is a logical extension to the Red Bull Box. The remaining three containers are used as a mobile office to accommodate 35 people. 100 percent Renault fleet The seven new Renault Trucks T 520 High represent a continuation of the long-standing relationship between Red Bull and Renault Trucks and are spec’d with the latest features including Euro-6 13-liter 520 horsepower engines paired with Optidriver AMT transmissions. Optibrake+ exhaust brakes and Voith hydraulic retarders (http://resource.voith.com/vt/publications/downloads/1564_e_g_2097_en_vk_hilfe_renault_2013-10.pdf) dramatically lower life cycle costs while adding safety. A high-roof sleeper cab configuration boasts an interior height of 2.05 meters. Supporting photographs: http://corporate.renault-trucks.com/media/image/CP-jpg/renault_trucks_t_red_bull_racing_f1_team_1.jpg http://corporate.renault-trucks.com/media/image/CP-jpg/renault_trucks_t_red_bull_racing_f1_team_2.jpg http://corporate.renault-trucks.com/media/image/CP-jpg/renault_trucks_t_red_bull_racing_f1_team_3.jpg

Transport Engineer / June 5, 2015 Allison Transmission is teaming up with MAN and Mercedes-Benz to demonstrate its products at Interschutz 2015, the exhibition for the fire protection and rescue sector, taking place in Hannover, Germany from June 8th thru the 13th.. Allison's 3000 Series and 4000 Series automatic transmissions will soon be available in MAN TGM and TGS trucks. Visitors to Allison's stand can see a MAN TGS 18.400 4x4 chassis, produced to operate in the Austrian Alps. Its 400 horsepower engine is coupled with an Allison 4000 Series automatic transmission. Also at the Allison stand will be a Mercedes-Benz Econic 1830L 4x2 vocational chassis equipped with a HLF 20/16 firetruck body and Allison 3000 Series automatic transmission. The vehicle, currently operating in the City of Hannover, has a small turning radius of 13.5m thanks to its rear steering axle, compared with the standard vehicle radius of 16.5mm, allowing the Econic HLF to easily negotiate narrow roads or alleyways. Allison's patented torque converter enables precise low-speed maneuvering. In addition, Allison offers a top-mount, engine-driven power take-off (PTO) provision, for easy integration of emergency equipment. .

Fleet Owner / June 4, 2015 Goodyear Tire & Rubber Co. and Sumitomo Rubber Industries (SRI) are dissolving their global alliance and in the process Sumitomo will acquire the remaining 75% of Dunlop Tires North America that it does not own. The companies have had a formal alliance since 1999. The agreement includes four joint ventures, one each in North America and Europe, and two in Japan. Under the terms of the agreement, Goodyear will pay SRI $271 million upon closing of the transaction, which is expected in the fourth quarter of 2015. “While we have derived value from the alliance over the last 16 years, Goodyear is well positioned today to pursue our strategy on our own,” said Goodyear Chairman and Chief Executive Officer Richard J. Kramer. “This successful resolution increases our flexibility to grow profitably as we continue to focus on delivering strong performance and sustainable economic value.” The agreement, when closed, would resolve the pending arbitration filed in January 2014. The agreement enables both companies to avoid the cost and uncertainty of the arbitration process. In North America, SRI currently owns 25% of the Dunlop brand. Under terms of the agreement, Goodyear will retain exclusive rights to sell Dunlop-brand tires in both the consumer and commercial replacement markets of the United States, Canada and Mexico as well as to non-Japanese vehicle manufacturers in those countries. In addition to assuming full ownership of the Dunlop motorcycle tire business in North America, SRI will have rights to sell Dunlop-brand tires to Japanese vehicle manufacturers in the United States, Canada and Mexico. In Europe, the changes include: Goodyear (currently 75% interest) will acquire SRI’s 25% interest in Goodyear Dunlop Tires Europe B.V. (GDTE).Goodyear will retain exclusive rights to sell Dunlop-brand tires in both replacement and original equipment consumer, commercial, motorcycle and racing markets in European countries where the current joint venture exclusively serves the market.SRI will obtain exclusive rights to sell Dunlop-brand tires in certain countries that were previously non-exclusive under the global alliance, including Russia, Turkey and certain countries in Africa.In Japan: Goodyear (currently 25% interest) will acquire SRI’s 75% interest in Nippon Goodyear Ltd., which serves the replacement market in Japan with Goodyear-brand tires.SRI (currently 75% interest) will acquire Goodyear’s 25% interest in Dunlop Goodyear Tires Ltd., which serves the original equipment market in Japan with Goodyear- and Dunlop-brand tires.Goodyear will regain exclusive rights to serve the Japanese replacement and original equipment markets with Goodyear-brand tires.SRI will continue to have exclusive rights to sell Dunlop-brand tires in the Japanese replacement and original equipment markets.

Transport Engineer / June 2, 2015 With the Euro 6 R&D drain behind them, truck manufacturers are spending on new technology. Ian Norwell visits Scania’s centre, in Södertälje, outside Stockholm, to gaze at its vision of the future In any industry there are always identifiable trends: currently, the big one in ours is autonomous driving (AD). Research efforts into platooning – where a lead truck takes control of followers – and single-truck AD are being vigorously pursued by, among others, Mercedes-Benz, Scania and Volvo, with different flavours emerging, and a visit to Scania's Södertälje centre shows where this Swedish OEM is heading. Lars-Gunnar Hedstrom, head of systems development at Scania, joined the company as a trainee in 1983, and rose to head of transmission control systems, with responsibility for developing the Opticruise AMT (automated manual transmission). It's been an interesting time to be in this particular hot seat. "Working on automated gear shifting technologies from 1985 to 1990, and retarder integration up to 1993, it was a fascinating journey," he agrees. "My guiding principle was that we would be adding a small extra cost in hardware, but it should deliver much greater savings in cost of operation. And Opticruise achieved that." However, Hedstrom says one of Scania's key development goals for advanced driver assistance systems is now platooning. It's not a new idea, but on-highway trials are planned for 2018 between Sweden and Germany – the far-off date reflecting legislative issues and permissions. The Scania transport laboratory (STL) has already conducted informal proximity driving trails to establish likely fuel economy benefits from closing the gap between convoy trucks. A 2.2 second gap – borderline unsafe at 56 mph – will win a 5% gain, says Hedstrom. Cut it to 1.5 seconds and it jumps to 7%, with a 10% prize waiting in the wings for those capable of reducing the margin to 0.5 seconds. But obviously, only electronically linked vehicles could achieve that. Incidentally, it's important to note that the leading vehicle in any such convoy is also a beneficiary. It may be pushing the air aside for its followers, but the massive reduction in rear turbulence is a win for them too. And on-track, a 0.5 second gap doesn't look alarmingly close. Not in M6 terms anyway. What about drivers themselves? A significant avenue of development at Scania is looking at what drivers do and how they reacts to different stimuli. For this, Scania has engaged the services of senior cognitive engineer Dr Stas Krupenia. "We understand that the driver's job has become more complex, and that stresses have changed," he says. Much of the physical grind has been mitigated by materials handling, and other health and safety-driven interventions, he explains, but the cerebral work load has increased. "Drivers have to process huge amounts of new information effectively to get the best from their vehicles, and it's no easy task," continues Krupenia, adding that traffic densities are forecast to increase 30% in Western Europe by 2050, and that driver assistance systems will need to be much smarter. "There are smart traffic systems [think of M42 congestion-easing], but the real hope is with vehicles using the road infrastructure more effectively, by being more intelligent." Accordingly, Krupenia's cognitive research has been examining which operational tasks (boots on pedals) can be automated, and the tactical operations (for example, route guidance) that might be added. Strategic aspects, such as interacting with other traffic, are the focus for the next chapter. What about taking the driver out of the equation altogether? "It's a long way off," he says. "Although we are aiming at connectivity between vehicles, you can still guarantee that the unexpected will happen." Why? Because the human element is at once our weakest and our strongest suit. A driver doing something stupid on the road in front is the weak spot; the reacting driver's creativity the strength. "Our objective is to make the driver and the truck a better team, and our guiding principle is to represent complexity with simplicity," suggests Krupenia. That may sound trite, but it's being done already in military applications, and Krupenia's ideas seem to have taken at least some inspiration from the pilot's environment in Lockheed-Martin's F-16 fighter jet. Head-up displays (HUD) have been around for nearly 40 years, but Scania sees a big role for them in trucks of the future. The Swedish giant doesn't want drivers spending time working out what's going on: it want them creating solutions instead. That is where automated information systems come good, through refined presentation of data. Hence Scania's latest development: one of the largest HUDs I've seen, occupying most of the windscreen. At first sight, it is intimidating. Not only does it display dashboard data – removing the requirement for drivers to look down for what may be critical fractions of a second – but it also provides visual and auditory reports. Those can include the proximity of surrounding vehicles, weather information, traffic conditions and safety alerts. It also shows an overview of the entire journey, with distances, times, events, topography and an interactive map. And the birds-eye view shows a tactical display of surrounding traffic and its movements, including the driver's own truck, while augmented reality highlights important information in the immediate vicinity, such as lane markings and obstacles. These visual displays are complemented by a customised set of 30 auditory 'displays' set to several urgency levels. Icons will also support platoon driving, including a decision-support tool for selecting or rejecting potential convoy participants. And there is a 'social' area for coordinating rest stops. Incidentally, there's an entertainment and communication section too. And the whole system can be customised to prioritise data according to driver needs. If this all sounds horribly complicated, drivers who have used it don't agree. Trails of a fully automated truck HUD in simulators show that professional drivers take to it remarkably quickly. "For a truck to become fully autonomous, it is assumed that we will have full connectivity between all vehicles involved," comments Krupenia. As far as platooning is concerned, that clearly means more than meets the eye. Expect changes in truck technology way beyond the obvious. Test track Before leaving Scania's R&D labs, a swift demonstration at the test track provided a timely reminder of just how fast technology is progressing. Many in the industry will have seen their first AEBS (advanced emergency braking system) demonstration only a few years ago. My first encounter was on a Mercedes-Benz track in Boxberg, where it seemed highly futuristic. I saw another at the Scania test track, but it had already become a formality, as AEBS will become a mandatory fitment for new trucks this November. With that in mind, think about how soon platooning, AD and HUD systems may become realities. Meanwhile, Scania's test track revealed how the company is ticking big environmental boxes with a range of developments. Bput through their paces were: a 26-tonne parallel hybrid distribution truck, which was virtually silent; and a 10-axle, 35 metre, 72-tonne combination that Scania's transport laboratories has been running on the highway. Sweden always seems to be first to push its national gvw limit in Europe. This month, it is being raised from 60 to 64 tonnes. .

Navistar Q2 Results Reveal Narrower Loss, Big Gain in Sales Heavy Duty Trucking / June 4, 2015 Navistar International Corp. narrowed its loss in the second quarter but missed analyst expectations as its revenue dropped by nearly 2%. Company officials emphasized the truck and engine maker's "continued progress in improving enterprise-wide business operations." The second-quarter net loss of $64 million (or $0.78 per diluted share) is significantly better than the net loss of $297 million (or $0.78 per diluted share) that it incurred for the same period a year ago. It also reflects a 38% increase in sales of Class 6-8 trucks and buses in the U.S. over the first quarter of the year. Revenue dropped from $2.75 billion to to $2.69 billion. Analysts had expected a loss of 18 cents a share and revenue of $2.82 billion. The OEM also stated that in Q2 it was cash flow positive and that it finished the quarter with $784 million in manufacturing cash, cash equivalents and marketable securities. In addition, the company advised that its Q2 2015 EBITDA was $85 million vs. an EBITDA loss of $119 million in the same period last year. In a June 4 conference call with investors, Navistar President and CEO Troy Clarke attributed this $204 million year-over-year improvement to an increase in truck segment sales, having a “favorable product mix” and the continuation of lower warranty expense and cost reductions. "Our results reflect continued progress in improving enterprise-wide business operations and positive momentum in the North American industry," said Clarke. "We continue to make solid improvements in our North American truck and parts businesses and are especially encouraged by the progress in our bus business as well as increased market share in our medium-duty business, where we saw significant improvement in sales to major rental and leasing fleets and strong results in dealer-led sales," he continued. Clarke noted that the 38% quarterly gain in North American truck sales also translated to a 10% year-over-year increase, which he said included a 24% increase in Class 6 and 7 medium trucks and a 9% increase in combined Class 8 trucks. "We continue to take the right actions to improve the business and expect to achieve in excess of an 8 percent EBITDA margin run rate as we exit the year," he added. "We think 2016 will be another strong year for the North American industry and we believe we're well positioned to take advantage of favorable market conditions for our core businesses." Indeed, Navistar said it is “projecting a continued strong North American industry for FY2016 with retail deliveries of Class 6-8 trucks and buses in the U.S. and Canada to be in the same range as FY2015 — 350,000 to 380,000 units — with a stronger mix of school buses and medium-duty trucks.” The company pointed out that it expects to attain more than $13 million in annual savings on fixed costs by “completing its exit from the foundry business as operations in Indianapolis wind down by the end of the summer.” It described the acquisition of a test track and proving grounds in New Carlisle, Ind., as a “key strategic addition to the company's product development operations, allowing for comprehensive testing and validation of new vehicles and innovative technologies.” Navistar also noted that it had announced during Q2 that it would be the first OEM to go to market with the Bendix Wingman Fusion advanced safety system, which it offers on International Class 8 on-highway tractors. Navistar also listed these Q2 segment-specific highlights: Truck. Recorded a loss of $51 million, compared with a year-ago Q2 loss of $129 million. Navistar said the segment's year-over-year improvement was driven by increased sales, improved product costs and lower charges for adjustments to pre-existing warranties— “reflecting quality improvements in recent model years and continued efforts to reduce overall cost per repair.” Parts. Recorded a profit of $133 million, flat compared to Q2 2014. Navistar noted that “sales and margin improvements in North American commercial markets were offset by a decrease in export and Blue Diamond Parts sales.” Global Operations. Recorded a profit of $1 million compared to a year-ago Q2 loss of $162 million. Navistar said the year-over-year gain was primarily due to one-time non-cash asset impairment charges in Q2 2014, noting that “the remaining improvements in segment loss were primarily due to lower manufacturing and structural costs as a result of restructuring and cost-reduction efforts.” Financial Services. Segment. Recorded a profit of $22 million compared to Q2 profit of $24 million. Navistar said this “reflected an increase in revenue that was more than offset by a higher provision for loan losses in Mexico and lower income from intercompany loans.”

Delco? Perhaps you mean York.

Today's Trucking / June 4, 2015 Navistar International Corp. on Thursday announced it narrowed its fiscal second quarter loss while revenue slipped. The truck and engine manufacturer reported a net loss of US$64 million, or US$0.78 per diluted share, compared to a second quarter 2014 net loss of US$297 million, or US$3.65 per diluted share. Revenues in the quarter were US$2.693 billion compared to US$2.746 billion a year earlier. The performance is less than the average estimate of 11 analysts surveyed by Zacks Investment Research, which were expecting a net loss of US$0.17 per share. Seven analysts surveyed by Zacks expected revenue of US$2.88 billion. Chargeouts for Navistar increased 38% over the previous quarter. These are defined as Class 6-8 trucks and buses in the U.S. and Canada that have been invoiced to customers, with the units held in dealer inventory. "Our results reflect continued progress in improving enterprise-wide business operations and positive momentum in the North American industry," said Troy A. Clarke, Navistar president and CEO "We continue to make solid improvements in our North American truck and parts businesses and are especially encouraged by the progress in our bus business as well as increased market share in our medium-duty business, where we saw significant improvement in sales to major rental and leasing fleets and strong results in dealer-led sales." Overall EBITDA (earnings before interest, taxes, depreciation and amortization) was US$85 million versus an EBITDA loss of US$119 million in the same period one year ago. According to Navistar, the US$204 million improvement was driven by an increase in truck segment sales, favorable product mix and the continuation of lower warranty expense and cost reductions. Prior year results included US$149 million in asset impairment charges related to the company's South American engine operations. In this most recent quarter Navistar’s truck segment recorded a loss of US$51 million, compared with a year-ago second quarter loss of US$129 million. The segment's year-over-year improvement was driven by increased chargeouts, improved product costs and lower charges for adjustments to pre-existing warranties, according to the company, which it said reflect quality improvements in recent model years and continued efforts to reduce overall cost per repair. The company provided guidance for its fiscal third quarter with EBITDA of US$125 million- US$175 million, excluding pre-existing warranty and one-time items. It also projects a “continued strong North American industry” for fiscal year 2016 with retail deliveries of Class 6-8 trucks and buses in the United States and Canada to be in the same range as the current fiscal year, 350,000 to 380,000 units, with a stronger mix of school buses and medium-duty trucks.

I like a 4.42 ratio, but 4.17 will accomplish what your want. 3.87 (not 3.86) would be to high (low numerically).

I suggest you head to your Mack dealer with your truck's model and serial number (located on the vehicle identification plate attached to the driver's door). Your dealer can then correctly look up the AC parts you are missing. And, they can probably print out illustrations of the compressor mounting arrangement as well as the AC piping arrangement.

The Economic Times / June 3, 2015 Sweden's Volvo AB is selling 1 million shares in Indian auto firm Eicher Motors in a deal valued at $278 million. Volvo is offering 1,00,5610 shares in a price range of 17,190-18,190 rupees in an open market sale that would result in the Swedish truck maker exiting its investment in Eicher. A Volvo spokeswoman and Eicher spokesman declined to comment. In March, Volvo had sold 1.27 million Eicher shares for around 2.5 billion Swedish crowns ($296.05 million). Sweden's Volvo is under pressure to demonstrate the benefits of years of cost cuts and has in addition to major staff cuts also sold off non-core assets in recent years, including its aerospace division in 2012. Volvo bought the stake in Eicher in 2008 as part of a deal under which the Swedish company also set up a separate truck and bus making joint venture with Eicher in India. Related reading: http://www.bigmacktrucks.com/index.php?/topic/39144-volvo-may-sell-4-stake-in-eicher-motors-to-raise-up-to-300-million/?hl=eicher

Australian Broadcasting Corporation (ABC) / June 3, 2015 A Northern Territory trucking company director says a booming live export trade is pushing up demand for cattle trucks. Audio: James Murphy from Barkly Livestock says his business is running "flat out" because of high demand in the live export cattle trade. (ABC Rural) Cattle producers are trying to fill the 250,000 permits Indonesia has issued for this year's second quarter, which has left transport companies struggling to meet the demand for trucks. Barkly Livestock's James Murphy said some pastoralists were struggling to access transport for their cattle. "Basically for the last two months it's been flat out," Mr Murphy said. "We've pretty well covered our customers but we might be struggling [to supply enough trucks] by the end of the week. "We've got 30 triple road trains working for us at the moment and they are pretty flat out across to Western Australia, South Australia and the Northern Territory." Mr Murphy said some pastoralists had booked significantly ahead of time, but those with cattle heading for live export through Darwin Port depended on the arrival of ships. "Our meatworks cattle that we are doing for Kidman Pastoral Company have been booked for over a month," he said. "Obviously they have got kill dates at the meatworks, so they stick to their schedules. "Boat cattle, that changes day-to-day. "As the boats get slower or quicker, dates come forward, dates go back, which can be a bit of a headache at times." Mr Murphy said while cattle prices and confidence within the industry had been rising he was yet to see many flow-on affects to the trucking industry. "I know producers are pretty happy with what prices they are getting at the moment, but put it this way, they're not giving us price rises."

When you contacted your Mack dealer with your truck's model and serial number, what did they say?

Heavy Duty Trucking / June 2, 2015 McNeilus Truck & Manufacturing has added the Meridian front loader to the company’s lineup of refuse vehicles. The 16,800-pound truck has a 14-ton payload and is rated to lift 10,000 pounds. Its design combines lighter-weight materials with a durable construction for commercial and residential applications. “The Meridian hits the productivity sweet spot our customers need with its reduced body weight, and increased lifting and payload capacities,” said Brad Nelson, president, McNeilus Truck & Manufacturing and Oshkosh Commercial Segment. “It was built by leveraging our proven technology, expertise and most importantly, customer input.” The Meridian features a clear headframe, underbody hydraulics and an electrical sidewall panel for easier access and serviceability. The hydraulic valves have been moved underneath the body rather than on the headframe to hedge against problems caused by leaks and to provide protection from hot exhaust. The electrical components are protected from heat and refuse debris by an enclosed sidewall panel. The Meridian is also available with the McNeilus NGEN Tailgate CNG system offered in 60, 75, 90 and 105 DGE capacities. The truck also includes the McNeilus CODE technology to provide diagnostics and troubleshooting capabilities. The CODE system features an integrated “smart” fuse panel, intuitive display, adjustable parameters and features like pre-trip reminders and vehicle status messages. Other features of the Meridian include: Non-sliding tailgate that means less wear on the tailgate seal and tailgate props that offer easier access between the tailgate and body Flat body floor design to increase payload capacity and allow for easier access and quicker service of underbody componentsLargest hopper access door available for easier cleanouts and curbside location for better accessAngled mid-post to help channel arm force appropriately, contributing to a stronger body designExcalibre packing cylinders that improve reliability and performance and prevent hydraulic contamination“We designed the Meridian by listening to our customers who want improved productivity, safety and serviceability, and validated the front loader through rigorous lab and field testing,” said Greg McCarty, McNeilus director of product management. “The Meridian – like all of our vehicles – also comes standard with our expanding network of customer service centers across North America.” Related information and photographs: http://www.mcneiluscompanies.com/meridian-interactive.html

Owner-Driver / June 3, 2015 The National Heavy Vehicle Regulator’s (NHVR) attempts to woo the Western Australian trucking industry have come to nothing, with the sector still maintaining it does not need national truck laws. NHVR CEO Sal Petroccitto recently emphasised the need for WA and the Northern Territory to follow the rest of Australia by enacting the Heavy Vehicle National Law (HVNL), but WA Transport Association (WARTA) CEO Ian King does not see that happening anytime soon. He says the industry and the Government of Western Australia firmly believe the existing state-based heavy vehicle framework is best and that the NHVR cannot demonstrate why Western Australia should change. "Ain’t going to be on. Our [transport] minister and the shadow minister have both said show us why we should be [part of it] and we’ll support it," King says. "We’re looking at what is happening over there [in the eastern states]. Do we need it in Western Australia since 97 or 98 per cent of the business is intrastate? "We’ve got about 2 or 2.5 per cent that is interstate and about 80 per cent of that is on rail. You don’t see trucks going across from Perth to Melbourne." Petroccitto told this year’s Trucking Australia conference the adoption of the HVNL in Western Australia and the Northern Territory was critical to delivering regulatory consistency and that both jurisdictions would eventually act. "We will get WA into the tent at some point in the future. We cannot have a national regulator without the Northern Territory and Western Australia there. It’s just a matter of time," he told the conference. Petroccitto hopes new fatigue management templates the NHVR has developed will encourage Western Australia and the Northern Territory to rethink their opposition to the HVNL. Both jurisdictions have cited fatigue management and heavy vehicle access conditions as key reasons why they are not prepared to adopt a national regulatory framework.

The Morning Call / June 3, 2015 Efforts at the Mack Trucks plant in Lower Macungie Township have helped Volvo Group North America hit its goal of reducing energy consumption at its U.S. facilities five years earlier than anticipated. Volvo Group's goal, under the U.S. Energy Department's Better Buildings, Better Plants initiative, was to reduce energy consumption at its eight U.S. manufacturing facilities by 25 percent between 2009 and 2020. But by the end of 2014, the group announced Wednesday, it had already reduced its energy consumption by almost 27 percent compared with its 2009 baseline. Volvo Group, the parent company of Mack Trucks, said it is one of only 11 companies to meet its goal early. "Reaching this milestone required the diligence and dedication of all our employees, and we will continue to strive for improved energy efficiency," Rick Robinson, director of health, safety and environment for Volvo Group North America, said in a statement. According to the Energy Department, Volvo Group North America has saved approximately 390,000 MMBTUs since 2009, the equivalent to about $2.3 million in cost savings. In addition to the Mack Trucks plant in Lower Macungie, energy consumption was reduced at Volvo Construction Equipment in Shippensburg, Franklin County; Volvo Group Remanufacturing in Middletown, Dauphin County; Volvo Group Powertrain in Hagerstown, Md.; Volvo Bus in Plattsburgh, N.Y.; Volvo Trucks in Dublin, Va.; Volvo Group Remanufacturing in Charlotte, N.C.; and Volvo Penta in Lexington, Tenn. Reaching energy efficient standards is nothing new for Mack Trucks in Lower Macungie over the last several years. In November 2013, the company announced the Lower Macungie plant was the first U.S. manufacturing facility to receive a platinum-level Superior Energy Performance certification in the Mature Energy Pathway category. The certification acknowledged the plant improved its energy performance by nearly 42 percent between 2002-03 and 2012-13. At that time, the company said plant investments that improved energy performance included lighting upgrades and controls, a building automation system, air compressor management, changes in heat recovery during manufacturing and HVAC system efficiency upgrades. All Mack trucks built for the North American market are assembled at the company's Lower Macungie plant. The facility has approximately 1,950 employees. As demand for Mack trucks has increased, the company has hired about 290 employees at the Lower Macungie plant since January 2014. And deliveries are up so far this year, driven by strong growth in the North American truck market. Through the first four months of 2015, Mack has delivered 8,895 heavy-duty trucks worldwide, up almost 1,070 — or 14 percent — from the same period in 2014, according to the most recent report released in May. The Better Buildings initiative was launched in 2011. According to the Energy Department, more than 250 organizations, including manufacturers, cities and school districts, participate in the program and have saved 94 trillion BTUs and $840 million since the initiative began. Each organization has committed to reducing energy use by at least 20 percent in the next 10 years, the Energy Department said. The program's 2015 progress report states that nine partners, including Volvo, and two financial allies achieved energy and financing goals in 2014. The only companies to post a larger improvement than Volvo were Sprint (36 percent), Ontario, New York-based Harbec (30 percent) and the Camas School District in Washington (28 percent).