MACON, Georgia — IMMI, the trusted global leader in school bus seating, joined Blue Bird Corp. to celebrate the grand opening of its manufacturing facility in Macon, Georgia. IMMI’s 75,000 square-foot plant will support school bus maker Blue Bird after the company announced to equip select model buses with industry-first safety upgrades, including seats with three-point seat belts as standard protection for all student passengers and a steering wheel deployed air bag to safeguard school bus drivers.
“Today, not only do we celebrate safety leadership alongside our partner Blue Bird, we also are thrilled to add 80 good-paying U.S. manufacturing jobs to middle Georgia,” announced Larry Gray, CEO of IMMI. “We are also here to recognize Blue Bird’s continued commitment to advancing school bus safety by being the first school bus manufacturer to make lap-shoulder belts standard on their buses and provide frontal airbags to protect school bus drivers in communities across the United States,” added Norm Gould III, school bus president and IMMI CFO.
IMMI’s 4Front airbag safety system will also be standard safety equipment on Blue Bird’s Vision- model school buses beginning this month.
“Every day, millions of children travel on our buses to school and back home. They are the most precious cargo in the world,” said John Wyskiel, president and CEO of Blue Bird Corporation. “For nearly 100 years, Blue Bird has led the way in school bus safety. We partnered with IMMI to bring industry-first, standard student and driver safety systems to school districts in North America. We are thrilled that our joint commitment to safety drives investments, manufacturing expansion, and job growth in our home state and beyond.”
Under the brand SafeGuard, IMMI’s Macon facility manufactures state-of-the-art school bus seats, which help to protect millions of children every day. Blue Bird was the first school bus manufacturer to announce in 2024 that lap-shoulder belts would be standard safety equipment on their school bus seats.
“The National Highway Traffic Safety Administration and the National Transportation Safety Board have called for school bus manufacturers to provide lap-shoulder belts for the 25 million plus children who ride on buses every year, and Blue Bird has answered that call,” added Wyskiel.
As demand increases for IMMI SafeGuard’s lap-shoulder belt seats, IMMI expects to add more jobs to its workforce in Macon. The company will post open roles on its career website and encourages qualified candidates to apply.
“Illinois recently passed legislation joining eight other U.S. states mandating lap-shoulder belts on new school buses,” said Gray. “We expect other states to follow suit as they recognize that even on the safest vehicles on the road, which are school buses, seat belts continue to save lives and reduce injuries.”
Press Photo/Caption: IMMI’s 75,000 square-foot manufacturing facility in Macon, Georgia produces industry-leading school bus seats with three-point seat belts for Georgia-based school bus maker Blue Bird Corporation. Blue Bird is the first school bus manufacturer in the United States to equip select model buses with three-point seat belts as standard protection for all student passengers and a steering wheel deployed air bag to protect school bus drivers. (Image provided by IMMI)
About IMMI
IMMI® is the trusted, global leader of safety solutions, helping to protect millions of lives every day. For almost 60 years, IMMI has led the way in developing, designing, testing and manufacturing innovative safety restraints and systems. IMMI’s safety products are found worldwide on car seats, heavy trucks, school buses, recreational/off road, military, fire/EMS, motor coach, and construction vehicles. Employee-owned, IMMI is headquartered in Westfield, Indiana and operating nine additional global facilities, IMMI is also home to CAPE, the world’s leading state-of-the-art testing facility. For more information, visit https://www.imminet.com.
About Blue Bird Corporation
Blue Bird (NASDAQ: BLBD) is recognized as a technology leader and innovator of school buses since its founding in 1927. Our dedicated team members design, engineer and manufacture school buses with a singular focus on safety, reliability, and durability. School buses carry the most precious cargo in the world — 25 million children twice a day — making them the most trusted mode of student transportation. The company is the proven leader in low- and zero-emission school buses with more than 25,000 propane, natural gas, and electric powered buses sold. Blue Bird is transforming the student transportation industry through cleaner energy solutions. For more information on Blue Bird’s complete product and service portfolio, visit www.blue-bird.com.
Wisconsin manufacturers are more confident about the economy than they’ve been since 2021, despite nearly three-quarters saying they’ve been affected by tariffs.
The California Air Resources Board (CARB) proposed an emergency action to continue enforcing engine emissions regulations because it says federal government efforts to undo them could result in the sale of vehicles that are not certified to any standard.
As California’s lawsuit continues against the Trump administration, challenging the presidential executive order in January directing federal agencies to terminate state emissions waivers and a resulting revocation of those waivers through the Congressional Review Act (CRA) signed into law in June, CARB said it wants to provide regulatory certainty and flexibility to manufacturers. For school buses and trucks, manufacturers could meet the Omnibus Low-NOx regulation adopted in 2020 or the previous regulation that met the U.S. Environmental Protection Agency levels set in 2010. The CRA this spring revoked three waivers, one of which allowed CARB to set a new level of 0.05 g/bhp-hr of NOx.
The public had five business days from Monday’s announcement to weigh in on CARB’s intent to enact its Emergency Vehicle Emissions Regulations by filing comments with the state’s Office of Administrative Law.
The emergency regulations do not address the Advanced Clean Trucks rule, which the CRA also revoked an EPA waiver for.
“The amendments would confirm that, until a court resolves the uncertainty created by the federal government’s actions, certain antecedent regulations (displaced by Advanced Clean Cars II and Omnibus) remain operative (as previously adopted) with the caveat that CARB may enforce Advanced Clean Cars II and Omnibus, to the extent permitted by law, in the event a court of law holds invalid the resolution purporting to disapprove those waivers,” the proposal reads.
In other words, manufacturers would be able to continue certifying engines under either the earlier-adopted emissions standards or the more stringent standards.
CARB noted that most engine and vehicle manufacturers have already planned on or achieved compliance with the more stringent emissions requirements. But CARB also warned that manufacturers choosing to certify to previous emissions levels assume the risk of having engines out of compliance with regulations, should current legal cases brought against the Trump administration go in California’s favor.
Cummins spokeswoman Drew Blair told School Transportation News that it was premature to respond in detail to CARB’s proposal, as it was not final. But she added Cummins is following the issue closely.
“Cummins is focused on delivering products with the power and performance our customers need to get their jobs done, while also meeting emissions requirements,” she commented. “We also will continue to advocate for national standards to bring clarity to our business and customers and ensure efficient and affordable products are available to power their needs.”
Earlier this month, a group of vehicle manufacturers led by Daimler Truck North America, the parent company to Thomas Built Buses, filed a suit against CARB, claiming the agency would need to re-enact previous legislation before it could enforce earlier emissions regulations.
“In the event the vehicle manufacturer’s claims were deemed correct … then CARB must take immediate action to maintain a stable vehicle market in the state and prevent the sale of vehicles into the state that would not be certified to either set of standards …,” CARB writes. “… Otherwise, in light of these unprecedented circumstances, there may remain questions — for the first time since CARB’s program began decades ago — as to whether any California standard is in effect.”
A Daimler Truck spokesperson said Wednesday the company could not comment on CARB’s proposal.
International, the parent to IC Bus, signed onto the Daimler Truck lawsuit. An International spokesman declined comment because the litigation is ongoing.
Meanwhile, CARB said Tuesday 23 percent of new medium- and heavy-duty vehicle sales in 2024 were zero emissions, more than double the minimum statewide requirement. The data is based on 30,026 zero-emission trucks, buses and vans reported to CARB by manufacturers. School buses are included in the reporting.
It was the fourth year in a row that ZEV sales increased. More than 57,000 ZEVs have been sold in California since 2021.
The new U.S.-based manufacturing of the Micro Bird joint venture between Blue Bird and Girardin Minibus of Quebec is underway, with the plant in Plattsburgh, New York, officially opening this past week.
The formation of Micro Bird USA LLC was announced last November with the factory, formerly a Nova Bus plant, acquired in December with a $38 million investment. The first U.S. manufactured Micro Birds in 15 years began rolling off the production line in July
Micro Bird said the 156,000-square-foot plant currently employs 225 workers with a goal of growing the number to 350 when it reaches full production capacity. The project is supported by the Empire State Development with nearly $10 million in performance-based Excelsior Jobs Program tax credits and a $2.5 million capital grant from the North Country Regional Economic Development Council.
New York Gov. Kathy Hochul was on hand Wednesday for the ribbon cutting ceremony.
“Today’s grand opening celebration marks a new chapter for Plattsburgh,” she said. “We are proud to welcome Micro Bird to the North Country, where the company is tapping into our skilled workforce, thriving transportation cluster, and major regional investments. This new facility strengthens the local economy, creates good jobs, and builds a brighter future for the region and all of New York.”
The current Micro Bird joint venture dates to Sept. 14, 2009, when Blue Bird and Quebec-based school bus manufacturer and dealer A. Girardin Inc. entered a 50-50 partnership agreement to create Micro Bird, Inc. and jointly market the Type A school bus branded as Micro Bird by Girardin. Girardin provided all body design, manufacturing and assembly.
Blue Bird and Girardin also entered a supply marketing agreement in 1991 to sell the Type A vehicles through Blue Bird’s sales network. The school bus was mostly assembled at Girardin’s Brantford, Ontario, plant but also at Blue Bird’s Fort Valley, Georgia, plant from 2006-2010, said Steve Girardin, the executive chairman of Micro Bird, Inc. He also noted that Girardin designed the very first Micro Bird for Blue Bird in the 1970s.
The Plattsburgh plant opening returns a significant portion of Micro Bird production to the U.S. to supplement ongoing manufacturing in Quebec but with a much larger footprint. Micro Bird USA said last year it expects the new facility will double the company’s Type A production. NBC5 reported Micro Bird USA expects the plant will help increase daily production to 15 buses a day from its current five a day.
The new plant is also fully compliant with the Buy America Act.
“This grand opening is a proud moment for the entire team,” said Eric Boulé, president and CEO of Micro Bird. “With our new facility, we are doubling our production capacity and increasing our ability to deliver high-quality, long-lasting small and mid-size buses to our customers.”
Boule added Micro Bird had been planning expansion “for some years.”
“Plattsburgh was the perfect choice for us, the availability of a highly skilled workforce, proximity to major markets, and within a community with a strong manufacturing ecosystem,” he continued.
PLATTSBURGH, N.Y.– Micro Bird USA LLC, a leading manufacturer of school and commercial buses, celebrated the grand opening of its state-of-the-art manufacturing facility in Plattsburgh, New York. This milestone marks a major step in Micro Bird’s long-term growth strategy and its commitment to provide the highest quality and safest buses to customers across North America.
Following the acquisition of the site in December 2024 and a $38 million investment, Micro Bird’s team worked diligently to set up the plant, train employees, and start production just seven months later. Today, more than 225 team members are employed at the 156,000 square-foot Plattsburgh facility, with plans to grow the workforce to 350 team members at full capacity. This represents a significant investment in good-paying U.S. jobs, manufacturing expansion, and the local economy of the North Country in New York State.
“This grand opening is a proud moment for the entire team,” said Eric Boulé, President and CEO of Micro Bird. “With our new facility, we are doubling our production capacity and increasing our ability to deliver high-quality, long-lasting small and mid-size buses to our customers. This achievement is the result of the hard work and dedication from our talented teams here in Plattsburgh and at our Canadian headquarters in Drummondville, Quebec. We are deeply grateful to our employees and partners who made this vision a reality.”
“Today’s grand opening celebration marks a new chapter for Plattsburgh,” Governor Hochul said. “We are proud to welcome Micro Bird to the North Country, where the company is tapping into our skilled workforce, thriving transportation cluster, and major regional investments. This new facility strengthens the local economy, creates good jobs, and builds a brighter future for the region and all of New York.”
“Micro Bird is officially open for business in Plattsburgh! Buses across America will soon be rolling out once again stamped ‘Made in the North Country’ by Plattsburgh’s powerhouse workforce,” said Chuck Schumer, U.S. Senator of New York. “When I heard about the closure of the former Nova Bus factory, which was the beating heart of this community, I immediately called Volvo’s top brass to urge them to do the right thing and find a new manufacturer to take over this plant. Micro Bird’s leaders have shown they care about this community and continuing its manufacturing legacy by preserving hundreds of good paying jobs here in Clinton County. I am thankful for the North Country Chamber of Commerce and Governor Hochul who formed a fantastic team in helping land this investment so Plattsburgh can continue to lead the nation in transportation manufacturing.”
“Micro Bird marks a historic milestone with the grand opening of its Plattsburgh, New York, plant and expansion of its advanced manufacturing capabilities to the United States,” said John Wyskiel, President and CEO of Blue Bird Corporation. “More than 45 years ago, Blue Bird started working with our partners at Girardin in Canada to design and build the first Blue Bird Micro Bird buses. Since 2009, our powerful joint venture has driven dynamic job growth, prosperity, technology innovation, and customer satisfaction in both the United States and Canada. Micro Bird is poised to further solidify its long-term success by launching the Plattsburgh plant and capitalizing on Buy America commercial bus opportunities.”
With the plant now in operation, Micro Bird started assembling buses in the United States, each one built with care to deliver unmatched reliability and customer satisfaction. Fully compliant with the Buy America Act (BAA), this facility enhances Micro Bird’s ability to serve customers with greater speed, precision, and quality.
“We’ve been planning this expansion for some years,” added Eric Boulé, President and CEO of Micro Bird. “Plattsburgh was the perfect choice for us — the availability of a highly skilled workforce, proximity to major markets, and within a community with a strong manufacturing ecosystem. We are thankful for the warm welcome, and for the strong support from the state of New York, the County of Clinton Industrial Development Agency, the North Country Chamber of Commerce, The Development Corporation (TDC) and the Town of Plattsburgh. We look forward to being a long-term community partner and contributing to local economic development.”
“This grand opening event brought together employees, Blue Bird executives, the Girardin Holdings Executives, dealers from across North America, government officials, and local partners for a plant tour, a ribbon-cutting ceremony, and presentations that highlighted Micro Bird’s unwavering commitment to innovation, product excellence, and customer success,’’ said Eric Boulé.
“Today, we are opening more than a plant — we are opening the path to tomorrow. Guided by vision and driven by ambition, every bus we build here will help shape possibility and set the future of transportation in motion. Micro Bird was built to take on tomorrow, and this new chapter in Plattsburgh is proof that our best is yet to come.’’
About Micro Bird:
Established in 2009, Micro Bird Inc. is a joint venture between Girardin Minibus and Blue Bird Corporation, combining nearly 160 years of experience in the bus industry. Headquartered in Drummondville, Quebec, Micro Bird designs and manufactures the complete line of Type A school, commercial, and electric buses known for their durability, safety, and long-term value. In 2025, Micro Bird expanded its footprint with a state-of-the-art manufacturing facility in Plattsburgh, New York — a strategic investment that brings the company closer to its U.S. customers and strengthens its ability to deliver innovative, Buy America Act–compliant transportation solutions across North America. For more information, visit www.mbcbus.com.
About Blue Bird Corporation:
Blue Bird (NASDAQ: BLBD) is recognized as a technology leader and innovator of school buses since its founding in 1927. Our dedicated team members design, engineer and manufacture school buses with a singular focus on safety, reliability, and durability. School buses carry the most precious cargo in the world – 25 million children twice a day – making them the most trusted mode of student transportation. The company is the proven leader in low- and zero-emission school buses with more than 25,000 propane, natural gas, and electric powered buses sold. Blue Bird is transforming the student transportation industry through cleaner energy solutions. For more information on Blue Bird’s complete product and service portfolio, visit www.blue-bird.com.
About Girardin:
Girardin is a third-generation family business and longtime partner of Blue Bird specializing in bus and school bus transportation for over 65 years and having its head office in Drummondville for almost 60 years. Girardin is a manufacturer, distributor, and operator of buses, school buses, electric powertrains and electric charging infrastructures. It provides the widest selection of electric school buses together with individualized charging infrastructure assistance. The company’s more than 40 operating divisions employ over 3,000 employees in Canada and United States. For more information on Girardin, visit https://www.girardinbluebird.com/en/.
Electric school bus manufacturer GreenPower Motor Company signed a multimillion-dollar contract with New Mexico for a pilot program at the same time it is facing obstacles with a similar West Virginia project and perilous corporate finances.
The company announced Aug. 4 that the $5 million-plus New Mexico contract resulted from an award made by the state under a request for proposals published in May for participation in a two-year, all-electric school bus pilot project. GreenPower stated the project would deploy three Type A Nano BEAST school buses during the 2025-2026 school year, and three Type D BEAST and Mega BEAST school buses in the coming months.
Those vehicles, the first three scheduled for deployment the week of Sept. 15, are expected to “rotate around the state in five pilot rounds each school year with each round lasting six weeks.” The company, which is partnering with Highland Electric Fleets to install and implement the necessary charging infrastructure, will also provide training for the school bus drivers, mechanics and the community’s first responders to “help ensure a seamless testing period.”
GreenPower President Brendan Riley said via a press release that the New Mexico project is “leveraging the successful pilot that GreenPower conducted in West Virginia but also has a concentration on evaluating charging options and infrastructure.”
At the same time, GreenPower has faced several headwinds this year in West Virginia with a similar contract that also began with a pilot. The electric school bus manufacturer took ownership of its South Charleston plant in August 2022 and eight months later entered into an agreement with the state to sell $15 million worth of BEAST and Nano BEAST models. The state also agreed to pay GreenPower a $3 million deposit.
Separately, GreenPower and the state signed an agreement for an additional $18.6 million in ESBs awarded by the EPA Clean School Bus Program in 2024 to seven county school districts.
But West Virginia Metro News reported last month GreenPower had only delivered about a dozen of the promised 41 ESBs as of this past spring.
The state claims breach of contract. GreenPower CEO Fraser Atkinson said the reality is far more nuanced. During a phone call Thursday, Atkinson told School Transportation News several factors have hindered the company’s ability to deliver the ESBs.
“We have either delivered or we had vehicles ready to go, to be delivered to every single one of those counties,” he said.
Among the issues, Atkinson added, some school districts have not signed required documents with the EPA and GreenPower’s West Virginia dealer, Matheny, to accept the ESBs. In at least one other case, Atkinson said a county did not have available the older diesel school bus EPA required to be scrapped, so the new ESB couldn’t be delivered.
“Even if the dealer came forward and said, well, don’t worry about this other part, let’s just deliver the vehicle, you still have to worry about it,” he added. “We [would not be] compliant with the program.”
He also noted some counties still don’t have electric infrastructure installed. While GreenPower could still deliver those school buses, Atkinson noted that ESBs can’t sit in a parking lot for months on end without being operated like internal combustion vehicles can.
“There’s a much higher level of ongoing maintenance that you need to have on these vehicles if you’re not using them almost every day,” he added.
A West Virginia official contacted by STN declined comment because the issue is ongoing, and a request for comment from Gov. Patrick Morrisey’s office had not been answered at this report.
Hiccoughs With State Inspections and Maintenance
Meanwhile, Atkinson said some counties are having success with GreenPower. But not all say they are. Tony Harris, transportation director for the Monongalia County Schools serving the Morgantown and surrounding area, said the state’s second-largest district received a GreenPower Beast and a Nano Beast, which met his expectations at first.
However, he added, “We have been working with the West Virginia Department of Education, Department of Transportation and GreenPower in regard to a few issues where the buses do not meet the state specifications for a school bus.”
Harris clarified that the unmet state specifications center on failed state inspections for items such as the parking brake release, the color of loading light switches, non-working window defroster fans, and controls for exterior mirrors not working.
Atkinson said GreenPower has worked closely with the state on specifications but commented that not all state inspectors may have the same perspective on what constitutes an out-of-service item, especially as this could be their first experience with an electric school bus.
Still, he noted that any issues keeping school buses sidelined are “a concern.”
“Is there an educational process? I think you’re absolutely right. In hindsight, if all the parties had been in the same room 2 1/2 three years ago and worked through [the issues] …,” he said. “But the flip side is, until you’re actually in the field looking at these things in real time, you probably couldn’t have guessed what all the different issues or potential considerations that needed to be discussed are at the outset. It is a bit of trial and error.”
Harris also expressed disappointment about school bus-related services, which is “an area that has not come close to meeting expectations set for all vendors.”
“We have not been able to obtain stock inventory to have on-hand when something breaks on one of the buses,” he continued. “We have requested training several times for our mechanics on how to service the buses for our preventative maintenance schedules. The mechanics have received some training when representatives have been onsite to address issues when they have been onsite, but no formal training has been provided.”
He said training has so far consisted of what to do in the case of a battery issue or fire.
“A lot of the preventive maintenance items are typical in all school buses, but there are some unique things when it comes to EV school buses,” he said. “Also, we have no access to software or manuals to diagnose problems when they arise. We have requested these products at different times. We have these products for other bus types.”
Atkinson commented that GreenPower is very concerned about any high-voltage work necessary on its school buses.
“Our approach is, until they’re up to speed with the basics, we like to or prefer to take responsibility for anything that could be related to the high-voltage battery system,” adding dealer Matheny has limited experience working with GreenPower’s technology.
Harris said that the district has had to adjust its operations “considerably” after the delivery of the buses.
“We have two of the Nano BEAST buses in our fleet that have run no more than a month on routes since we took delivery of them. These buses have less than 3,000 miles on each of them,” he said, adding the school buses serve special needs and McKinney-Vento student populations. “We have four of the BEAST buses in our fleet, and one has been off the road since June due to defects found during an annual state inspection of the bus. The other three BEAST buses have been taken off the road [last] week due to issues that do not allow us to continue to use them at this time. By taking these buses off the road, it has impacted our bus routes due to the capacity of the buses and not having the same size buses in our spare bus fleet. The one BEAST bus has just over 4,000 miles on it, and this is because it was part of the state pilot program. The other three have less than 3,000 miles on them.”
Meanwhile, John Droppelman, director of support services with the Mineral County Schools, said in an email, “We have not received our two GreenPower buses. We have not received any information from GreenPower in quite some time. I do not expect to ever receive the promised buses. Information about the production and distribution of the GreenPower buses is scarce.”
Atkinson commented, “It’s the early days and there are things that have to get sorted out.” But he continued that, across the electric school bus market, he sees some school districts that have yet to buy-in to electrification, which complicates matters.
“If you have a good partner, they’ll work with you, and they’ll get the vehicles to a place where they’re just not encountering many issues or problems,” he said.
At the same time, GreenPower has been unable to fully staff its South Charleston manufacturing facility. The agreement with West Virginia listed the goal of 900 jobs filled by the end of last year.
“We don’t get paid a cent until a bus is delivered,” Atkinson told STN.
In turn, he added, the company cannot promise its plant workers the necessary weekly hours.
The West Virginia MetroNews Network reported May 26 that confirmed more than a dozen employees had been notified by email three days earlier that they had been laid off. The company did not confirm the exact number of employees who had been laid off, but the network quoted GreenPower’s Riley saying, “The imposition of new tariffs has significantly increased our operational costs and disrupted our ability to build and deliver buses in a timely manner.”
He added that restructuring and other cost-cutting measures were not sufficient to prevent the layoffs.
MetroNews reported last month that GreenPower indicated it employed fewer than 100 workers even before the spring layoffs.
Resulting Financial Uncertainty
Amid all of this, BDO Canada LLP released its independent audit of GreenPower as of March 31, which stated that “the company has suffered recurring losses from operations and has an accumulated deficit that raises substantial doubt about its ability to continue as a going concern.”
A statement by GreenPower issued in July of its financial status at the time noted that revenues for the fiscal year that ended March 31 fell 49.5 percent from the previous year — down from $39,271,839 to $19,847,279 — and experienced a total comprehensive loss of $18,511,895.
GreenPower contends that tariffs are “causing much harm to the entire school bus manufacturing sector. This business instability and the significantly increased costs impacts all school bus manufacturers whether they are producing electric, diesel, propane, or gas school buses. The implications are staggering. If a school bus manufacturer were able to pass these costs on to a school district, it would amount to a tax on the government as the cost would be paid by either local, state or federal government funding.
“But a school bus original equipment manufacturer (OEM) cannot pass on the increased cost since there are state contracts in place for the purchase of school buses,” the company continued. “The new tariffs leave no pathway for a school bus OEM to build vehicles in the U.S., and it completely halts GreenPower’s efforts to on-shore and friend-shore the supply chain, especially non-Chinese battery cells and components.”
An interim Q1 2026 earnings statement released Aug. 15 for the period ending June 30 showed gross revenue fell by 48 percent from the same period last year to $1.549 million, with gross profit at $361,682 after deducting the cost of sales, which actually represents a 63 percent increase from June 2025.
But the statement notes Greenpower anticipates it will not be in compliance with the minimum debt service coverage ratio at the end of the current fiscal year because it has not generated positive EBITDA in the previous four quarters. The outstanding balance on the term loan facility was $3.59 million as of June 30.
The interim statement echoed the warning of the auditor this spring.
“The company’s ability to achieve its business objectives is subject to material uncertainty, which casts substantial doubt upon the company’s ability to continue as a going concern,” it says.
Tony and Ryan discuss regulatory updates, the importance of vendor partnerships, a sensationalized incident involving a Texas school bus, and this year’s Garage Stars.
Charles Chilton, vice president and general manager of IC Bus, discusses his engineering and school bus driver background, navigating the uncertain clean bus market, and supporting IC Bus customers.
Engine manufacturers using selective catalytic reduction (SCR) emission control technology have new federal guidance allowing them to more gradually “derate” systems when diesel exhaust fluid (DEF) depletes.
U.S. Environmental Protection Agency (EPA) Administrator Lee Zeldin announced during the Iowa State Fair last week the new action designed to protect American farmers, truckers and other diesel equipment operators from sudden speed and power losses caused by DEF systems.
“We have heard loud and clear from small businesses across the U.S. that the current DEF system is unacceptable,” Zeldin said in a statement. “It is unacceptable that farmers, truckers, construction workers, and many other small businesses continually experience failures of diesel-powered equipment when they need it most—costing millions of dollars in lost productivity. Today, we are responding to those concerns by calling on manufacturers to take action to update their software and eliminate the unnecessary sudden loss of power and frustrating shutdowns that too many Americans have experienced.”
EPA issued the guidance urging diesel engine and off-road farm equipment manufacturers to revise DEF system software in existing vehicles and equipment to prevent these sudden shutdowns. Starting with model year 2027, all new diesel on-road trucks and motorcoaches must be engineered to avoid sudden and severe power loss after running out of DEF.
EPA said it also has a fix for derate issues in legacy diesel vehicles with SCR.
“To fix the problem for vehicles already in use, EPA’s new guidance, developed in collaboration with manufacturers, will work to ensure that the necessary software changes can be made on the existing fleet,” the press release notes. “In addition to providing certainty to manufacturers about how EPA wants this issue resolved, the agency is not requiring separate approvals beyond that provided in EPA’s guidance. This ensures that bureaucratic steps do not delay manufacturers’ ability to put solutions into the field.”
Since 2010, SCR has used on-board diagnostics sensors to detect when DEF runs out or diesel particulate filters clog and then initiate a rapid derate of the engine. Within four hours of DEF depletion, vehicles automatically slow to five miles per hour.
But the results for industries have been “catastrophic,” said EPA, as disruptions have occurred to logistics, agriculture and construction. Several diesel engine manufacturers also initiated recalls over their SCR technology. Cummins recalled 2010 to 2015 medium- and heavy-duty engines, including the ISB 6.7 for school buses, because the SCR unit catalysts degraded faster than expected.
“At Cummins, we recognize our responsibility in powering some of the country’s most economically vital applications, from the buses that take our kids to and from school to the trucks that deliver critical goods,” a statement from the company reads. “Collaboration with our customers is at the heart of what we do, ensuring we deliver solutions that meet their business needs while continuously innovating to improve fuel efficiency, reduce costs and enhance reliability. SCR is a widely accepted, proven technology utilized in many applications, and we are committed to working closely with the EPA and the select customers affected by SCR inducements. Together, we aim to provide regulatory certainty, greater flexibility and the dependable solutions that contribute to the American economy.”
Daimler Truck North America told School Transportation News it welcomes the new guidance.
“We are supportive of the efforts to provide more flexibility with regard to DEF inducement and are actively working on solutions to support our customers,” the statement reads.
“EPA has heard from users of diesel trucks, tractors and equipment and, working with manufacturers, has responded with these adjustments to improve operational performance while ensuring emissions integrity,” Executive Director Allen Schaeffer said. “EPA’s announcement [Aug. 12] provides new guidance that allows manufacturers to adjust these systems to ensure that farmers, motor coach operators, and truckers, who all rely on diesel engines and equipment, will be able to complete critical work with sufficient lead time for scheduling maintenance and repairs.”
Phoenix Motor Inc., known for building heavy-duty transit buses and helping electrify medium-duty vehicles, announced John Walsh is stepping in as the new president of Phoenix Motor and CEO of PhoenixEV, the company’s U.S.-based commercial electric vehicle brand.
Walsh will oversee the company’s American operations, focusing on scaling production, accelerating adoption of zero-emission solutions and expanding market share in the commercial and transit EV space. While it’s unclear why Denton Peng is stepping down as President of Phoenix Motor, he will continue to serve as the chief executive officer of Phoenix Motor Inc. leading the company’s global strategy, innovation initiatives, and international operations.
John Walsh
“We’re excited to welcome John to our team,” said Peng in a press release. “He brings a deep understanding of the transit and EV markets, along with a demonstrated ability to scale high-growth transportation companies. With more than three decades of experience and a record of operational excellence, we’re confident John will help PhoenixEV accelerate its mission to deliver clean, quiet, and intelligent mobility solutions across the U.S.”
Walsh is an experienced executive with more than 35 years of leadership experience in the transit and electric mobility industries. His most recent role was as president of EO Charging Americas, where he led large-scale commercial fleet electrification across North America.
Prior to that, he served as chief commercial officer at Proterra, overseeing record-setting electric transit bus sales and managing its transit, powered and energy business units. He also held key leadership positions as president and COO of Davey Coach, president of REV Bus Group, which included nine business units such as ENC and Collins Bus Corporation and CEO of MV-1/VPG, a specialty OEM for the paratransit market.
Walsh brings not only deep operational expertise, but also a strong track record in business development, negotiation and strategic planning, honed through decades of executive experience in the automotive and commercial transportation sectors. A graduate of Methodist University in North Carolina, he holds a bachelor’s degree in business administration.
“I’m honored to join Phoenix Motor at such an important inflection point,” said Walsh in a statement. “PhoenixEV has a remarkable legacy in electric transportation, and with our coast-to-coast operations, industry-leading EV platforms, and deep customer relationships, we are poised for strong growth. I look forward to working with our team to strengthen execution, build backlog and deliver outstanding zero-emission products for our partners and communities.”
In his role as CEO, Phoenix Motor said Walsh will be responsible for driving the brand’s U.S. business strategy, expanding production capacity and accelerating adoption of its all-electric transit and commercial vehicles. The appointment comes as Phoenix ramps up its efforts to serve municipal, corporate and government fleet customers across the nation amid growing demand for sustainable transportation solutions.
The Environmental Protection Agency on Tuesday announced sweeping changes to rules governing diesel exhaust fluid (DEF) systems, aimed at preventing sudden power losses that have long frustrated farmers, truckers and bus operators.
The Trump administration says the guidance, which takes effect immediately, will ease operational disruptions and reduce safety risks while maintaining emissions standards.
EPA Administrator Lee Zeldin unveiled the changes during a press call from the Iowa State Fair alongside Small Business Administrator Kelly Loeffler, Agriculture Secretary Brooke Rollins and Sen. Joni Ernst, R-Iowa.
“The United Motorcoach Association applauds the new guidance from the Environmental Protection Agency (EPA) under the leadership of Administrator Lee Zeldin regarding Diesel Exhaust Fluid regulations for motorcoaches,” remarked UMA’s President and CEO Scott Michael. “EPA’s new guidance will improve safety, avoid passengers stranded on the side of the road, and unnecessary towing costs while maintaining the goal of safeguarding the environment.”
The policy allows manufacturers to reprogram existing vehicles to avoid abrupt “derates” — a rapid reduction in engine power — that can cut a vehicle’s speed to as little as 5 mph within hours of a DEF system fault.
“This is yet another common-sense policy,” Zeldin said. “We can protect the environment and grow the economy at the same time.”
Under current rules, a sensor failure in a DEF system can trigger severe speed limits within four hours, sometimes leaving vehicles stranded mid-operation. Zeldin said the new guidance will extend that timeline significantly.
‘Massive Deregulation’
Loeffler said the new policy will save America’s 1.8 million family farms an estimated $727 million annually.
“This is massive deregulation,” she said. “It’s solving a huge, long-standing issue that has gone on for 15 years.”
Rollins called the announcement “a big deal” for producers already struggling with higher costs and frequent downtime.
“We’re doing God’s work,” she said. “This is how we return power to the people and get the strangulation of overregulation out of everyday mom-and-pop small business owners’ lives, especially our farmers.”
While much of the call centered on agriculture and freight, Zeldin emphasized the rule’s importance for the passenger transportation industry.
“This was one of the concerns we heard from bus operators,” Zeldin told Bus & Motorcoach News. “It’s a safety concern when a bus is forced to park unexpectedly on the side of the road for an extended period of time. That’s all a product of poor government policy that didn’t think through the consequences.”
Phil Streif, of Vandalia Bus Lines in Caseyville, Illinois, told Bus & Motorcoach News in a separate interview that the change is the result of years of advocacy to bring operators’ perspectives to federal regulators. Streif began contacting the EPA five years ago, warning that the four-hour repair window was “just not realistic” for the motorcoach industry.
“After countless meetings with EPA and CARB, we finally got relief,” Streif said, “but the question remained about existing fleets.”
That question led to additional negotiations — and resistance from some engine manufacturers — before regulators agreed to modify the rules for vehicles already in service.
Uncertainty over future federal regulations already has disrupted one engine maker’s plans. Cummins Inc., a manufacturer of diesel engines, announced this month the postponement of the launch of its new X15 diesel engine for heavy-duty trucks to late 2026.
Initially unveiled in February with features meeting 2027 EPA and CARB standards, the engine was set for pre-orders in mid-2025 and deliveries in 2026. A statement from Cummins touted the technology used in the X15.
“Selective Catalytic Reduction (SCR) is a widely accepted, proven technology utilized in many applications, and we are committed to working closely with the EPA and the select customers affected by SCR inducements. Together, we aim to provide regulatory certainty, greater flexibility, and the dependable solutions that contribute to the American economy.”
Ending a Safety Risk
Streif said two moments proved decisive in resolving the derating issue: meeting EPA’s Amy Kopin, “who strongly advocated for us,” and the change in agency leadership when Zeldin took over. “They came out early, promising a goal to reduce regulation and the red tape that makes our businesses more challenging to operate. After many exchanges, we made great progress, and now we’re finally at the finish line.”
The new rules give bus operators 40 hours before even a minor torque reduction — something Streif calls “a game changer.”
“There are so many things that run through your head when you see an inducement code and know you have four hours before the bus is essentially inoperable,” he said. “We’re moving the most precious cargo there is — people — and derating created a profound safety risk for our drivers and passengers.”
Streif recounted an incident just two weeks ago in which a bus in New Orleans began showing a DEF-related fault code. Mechanics attempted repairs, but the problem reappeared within hours, forcing the company to dispatch a replacement bus from Alabama to ensure passengers could return home on time.
“Something that could have waited until we got the bus back created an obstacle for us that we had limited options for,” he said.
The industry’s challenge was compounded by the scarcity of repair shops for motorcoaches, especially in remote areas or during off-hours. “There were no signs that could predict when a sensor would go bad, so it was like rolling the dice every time a bus went out,” Streif said.
Streif credited the American Bus Association, United Motorcoach Association, and International Motorcoach Group with helping build the case for reform.
“With their help and many members’ feedback, we were able to collect hard data and surveys that provided factual statistics on the impact derates have,” he said. “Honestly, without the strength of these great organizations, we probably wouldn’t have the results we were able to achieve.”
Putting Focus on Bus Industry
The advocacy also exposed a gap in federal oversight. “When I initially reached out to the EPA, their response was, ‘Oh, we didn’t even consider buses,’” Streif said. “It’s been stated before that our industry has been left out in the past, but I think that’s going to change going forward.”
He said the industry will need to maintain its presence in regulatory discussions. “Although our industry is small, we all work together in a way that other industries don’t see. That’s what will make us successful as long as we continue to support one another.”
Ernst praised the EPA’s move, calling the previous guidelines “arbitrary” and harmful to productivity. She also tied the changes to broader Republican efforts to roll back regulations enacted during the Biden administration.
Zeldin said the change reflects a broader philosophy of governance.
“Today’s guidance bridges the gap between now and 2027, ensuring existing vehicles on the road and in the field are just as dependable,” he said. “We’re both protecting human health and the environment and the people who depend on diesel engines to do their job.”
The EPA said no additional agency approval will be required for manufacturers to implement the new software changes.
For Streif, the new timeline — 40 hours before a small torque derate, then 200 hours before a 50 mph limit — is one the industry can live with. “On flat stretches we won’t see any impact,” he said. “I think we can all live with that.”
This article is reprinted with the permission of Bus and Motorcoach News. Read the original post here.
DUNCANNON, Pa., – Rohrer Bus Sales proudly announces the appointment of Nicholas Cole as Executive Vice President & General Manager. Nick will be bringing over three decades of executive experience in the automotive, transportation, and mobility industries to Rohrer Bus. In this role, Nick will report directly to Skip Rohrer, President of Rohrer Bus Sales.
As Executive Vice President & General Manager, Nick will be responsible for integrating the Service and Parts Departments into the dealership, and working alongside Skip developing sales strategies to continue the growth of our dealership.
Nick is a seasoned leader known for transforming businesses and leading innovations across global organizations. His distinguished career includes leadership roles with Daimler AG, Avis Budget Group, Local Motors, and United Road. Most recently, Nick served as Senior Vice President of Sales & Marketing at United Road, where he led the OEM and remarketing sales teams.
Nick previously held the role of Senior Vice President of Sales & Deployment at Local Motors, a start-up manufacturer that introduced the first 3D-manufactured, electric, autonomous, commercial shuttle bus. As President of Zipcar International, he was responsible for global operations across Europe, and launching innovative B2B mobility as a service (MaaS) solutions. As CEO of Car2go North America, a Daimler AG subsidiary, he built and scaled the first point-to-point car-sharing service in the U.S. and Canada, transforming it from a start-up, to a viable enterprise with 14 markets across the U.S. and Canada.
Nick holds a B.S. in Business Administration with a concentration in Finance from Miami University in Oxford, Ohio. Nick and his wife, Heather, have two adult children. Although Nick currently resides in Plymouth, Michigan, he and Heather will be relocating to the Harrisburg area.
Please join us in welcoming Nick and Heather to the Rohrer Bus family.
Rohrer Bus is a full-service bus sales and transportation company offering a wide selection of new and pre-owned buses, vans, and transportation services. We have a long-standing reputation as a leading commercial vehicle dealer and school bus company, and we have been providing safe and reliable passenger transportation solutions dating back to the early 1900’s. Our inventory of sales vehicles consists of hundreds of different new and preowned vehicles at our 30,000-square-foot headquarters located in Duncannon, Pennsylvania, as well as our other locations in Maryland, DC, New Jersey, Virginia, West Virginia, and Delaware.
COLUMBUS, Ind. — Cummins Inc. (NYSE: CMI) today reported results for the second quarter of 2025.
“We delivered strong second quarter results, driven by record profitability in our Power Systems and Distribution segments,” said Jennifer Rumsey, Chair and CEO. “Our employees’ resilience and commitment continue to power our success in a dynamic environment. We see a contrast across our markets with robust demand for power generation equipment supported by clear secular drivers, and our more economically sensitive markets, such as truck, where end-user confidence has declined. This contrast will become even more pronounced in the second half of the year as North America truck build rates decline sharply, starting in the third quarter. Aftermarket demand for parts and service remains stable.”
Second quarter revenues of $8.6 billion decreased 2 percent from the same quarter in 2024. Sales in North America declined 6 percent, and international revenues increased 5 pecent due to higher demand in Europe and China.
Net income attributable to Cummins in the second quarter was $890 million, or $6.43 per diluted share, compared to $726 million, or $5.26 per diluted share, in 2024.
Earnings before interest, taxes, depreciation and amortization (EBITDA) in the second quarter were $1.6 billion, or 18.4 percent of sales, compared to $1.3 billion, or 15.3 percent of sales, a year ago.
2025 Outlook
Due to continued economic uncertainty, the company will not be reinstating a full-year outlook for revenue or profitability at this time.
“Our diversified portfolio, disciplined cost management and strong execution have enabled us to navigate recent industry challenges,” said Rumsey. “However, persistent economic and regulatory uncertainty continues to impact a number of our key markets and cloud our near-term outlook for both business and market performance. We remain focused on delivering for our customers and look forward to providing additional clarity as this uncertainty subsides.”
Second Quarter 2025 Highlights
Cummins announced an increase in the quarterly common stock cash dividend from $1.82 to $2.00 per share. The company has increased the quarterly dividend to shareholders for 16 consecutive years.
Cummins launched the new 17-liter engine platform generator, expanding on the success of the acclaimed Centum Series generator sets. Producing up to 1 megawatt of power, the S17 Centum genset was developed to produce a large power output within a compact footprint to meet the growing demands of power in urban environments. The new genset is designed to support a wide range of critical market segments such as commercial properties, healthcare facilities and water treatment plants.
Jennifer Rumsey was named one of Barron’s Top CEOs of 2025. Jennifer was recognized for her visionary leadership and commitment to innovation and sustainability. The annual list features 26 leaders whose deft guidance has put their companies in a stronger competitive position.
Second Quarter 2025 Detail (all comparisons to same period in 2024):
Engine Segment
Sales – $2.9 billion, down 8 percent
Segment EBITDA – $400 million, or 13.8 percent of sales, compared to $445 million, or 14.1 percent of sales
Revenues decreased 8 percent in North America and 7 percent in international markets due to lower on-highway demand in the United States and Mexico.
Components Segment
Sales – $2.7 billion, down 9 percent
Segment EBITDA – $397 million, or 14.7 percent of sales, compared to $406 million, or 13.6 percent of sales
Revenues in North America decreased by 15% and international sales were flat primarily due to lower on-highway demand in the United States.
Distribution Segment
Sales – $3.0 billion, up 7 percent
Segment EBITDA – $445 million, or 14.6 percent of sales, compared to $314 million, or 11.1 percent of sales
Revenues in North America increased 9 percent and international sales increased by 4% primarily due to increased demand for power generation products in the United States.
Power Systems Segment
Sales – $1.9 billion, up 19%
Segment EBITDA – $430 million, or 22.8% of sales, compared to $301 million, or 18.9% of sales
Revenues in North America increased 23% and international sales increased 16% driven primarily by increased power generation demand, particularly for the data center and mission critical markets.
Accelera Segment
Sales – $105 million, down 5 percent
Segment EBITDA loss – $100 million, compared to $117 million
Revenues decreased due to lower electrolyzer installations. The company remains committed to pacing and focusing our zero emissions investments on the most promising paths in order to ensure we are set up for long-term success as part of our Destination Zero strategy. These continued investments contributed to the EBITDA losses. About Cummins Inc.
Cummins Inc., a global power solutions leader, is comprised of five business segments – Engine, Components, Distribution, Power Systems and Accelera by Cummins – supported by our global manufacturing and extensive service and support network, skilled workforce and vast technological expertise. Cummins is committed to its Destination Zero strategy, which is grounded in the company’s commitment to sustainability and helping its customers successfully navigate the energy transition with its broad portfolio of products. The products range from advanced diesel, natural gas, electric and hybrid powertrains and powertrain-related components including aftertreatment, turbochargers, fuel systems, valvetrain technologies, controls systems, air handling systems, automated transmissions, axles, drivelines, brakes, suspension systems, electric power generation systems, electrified power systems with innovative components and subsystems, including battery, fuel cell and electric power technologies and hydrogen production technologies. Headquartered in Columbus, Indiana (U.S.), since its founding in 1919, Cummins employs approximately 69,600 people committed to powering a more prosperous world through three global corporate responsibility priorities critical to healthy communities: education, environment and equality of opportunity. Cummins serves its customers online, through a network of company-owned and independent distributor locations, and through thousands of dealer locations worldwide and earned about $3.9 billion on sales of $34.1 billion in 2024. See how Cummins is powering a world that’s always on by accessing news releases and more information at https://www.cummins.com.
While the immediate future remains uncertain on federal emissions regulations and funding, school bus OEMs say they are prepared with varied solutions going forward to meet the needs of every customer, no matter the fuel or where they operate.
That was the key takeaway from a July 13 panel at STN EXPO West in Reno, Nevada. The OEM representatives on stage were Francisco Lagunas, general manager of North America Bus for Cummins; Jim Crowcroft, general sales manager for Thomas Built Buses; Katie Stok, product marketing and commercial readiness for IC Bus; Frank Girardot, the PR, marketing and government relations leader at RIDE; and Brad Beauchamp, EV product segment leader for Blue Bird. The session attempted to provide some clarity to the ever-changing funding and fuel landscape.
“The only certainty is that everything is so uncertain,” Lagunas punctuated during the “The Engines & Emissions Pathway Forward” session, facilitated by School Transportation News Editor-in-Chief Ryan Gray.
Lagunas added that Cummins is seeing an increased demand in diesel, confirming that the new B6.7 octane engine will be available in January. Though, he noted that investments in electric batteries and drive systems have not slowed down. Accelera, the zero-emissions division of Cummins, is a member of a joint venture with Daimler Truck North America and Paccar to create a U.S.-based battery cell manufacturer, Amplify Cell Technologies.
Crowcroft agreed, adding that one year has made a huge difference in industry focus. Several of the same panelists sat on a similar panel last year at STN EXPO, where he said EV was the focus of the industry.
“Now, it’s been a complete 180 [degree turn] this year,” he shared, adding that the industry has spent too much time talking about EVs and not enough time talking about the other offerings.
This year has been about being diverse, being nimble and ready to adapt to change when necessary. “What is the most practical plan?” he asked, noting that diesel technology has advanced and EV fatigue is setting in.
He shared that Thomas is not telling customers what fuel or energy type to use but instead empowering them to choose what works best for their fleets. Noting the Trump administration’s relaxation of a federal push for zero-emission vehicles, Crowcroft said there has been a sigh of relief from customers for not feeling like they have to purchase electric school buses.
He noted that with all the changes and technologies, it puts more pressure on the OEMs to keep up. He said Thomas is committed to investing in quality, citing that ahead of the 2027 GHG Phase 3 regulations targeting lower NOx (the EPA currently has it on hold pending a proposal to remove GHG regulations), school districts might want to pre-buy within the next 12 months to avoid cost increases tied to the new technology.
Beauchamp said Blue Bird has always focused on a fuel-agnostic path for its customers, and the company plans on continuing with propane being a low emission source. While he said Blue Bird had yet to see EV order cancellations as of last month, he anticipates those orders will flatten. Regardless, Blue Bird is committed to EV, noting an $80 million grant from the U.S. Department of Energy last year (and double that amount in company matching funds) to build a new Type D electric school bus plant.
He noted that while the supply chain has improved coming out of COVID-19, “We’re not out of the words on it, yet,” he said.
Stok noted that the industry conversation should not be about low costs but having a supplier that delivers good quality on time. She noted that, like the other OEMs, EV is still very much part of the IC Bus product portfolio, as is diesel. However, she said the change in federal regulations will usher in changing order preferences across the industry, noting that IC is reintroducing its own gasoline school bus with the upcoming Cummins engine.
For the remainder of 2025, she said IC Bus is on track to have the highest production output from its Tulsa, Oklahoma plant. Communication is key right now, she added, and the manufacturer is working with its dealer network to listen to the customers and continue to improve.
Meanwhile, Girardot said it’s too early to predict what the future holds but BYD electric school bus company RIDE believes it holds a promise to furthering the deployment of EVs and enhancing the capabilities of vehicle to grid technology. He noted that V2G holds value and is something that communities need to consider. He highlighted success stories of V2G, such as in the Oakland Unified School District in California.
Girardot added that technician training on electric school buses is a must.
Additionally, RIDE announced a range extension on its blade battery, which took home the Best Green Technology, as judged by attendees at the STN EXPO West Trade Show Innovation Awards. Girardot added RIDE, too, received a competitive grant to expand its manufacturing facility.
The U.S. Environmental Protection Agency is reconsidering the 16-year-old Obama administration ruling on greenhouse gases that formed the nation’s regulatory landscape for transportation emissions, including those for school buses.
The proposed rule rolled out by EPA Administrator Lee Zeldin Tuesday at an auto dealership in Indianapolis, Indiana could save more than $54 billion annually in manufacturing costs passed on to consumers, EPA said. It claims emissions regulations implemented over the past 15 years created $1 trillion in costs to manufacturing, power and industrial sectors for meeting various emissions requirements.
While the 300-page document does not mention school buses by name, it focuses on repealing GHG emission standards for various categories of vehicles, including the categories of medium- and heavy-duty trucks and engines that school buses fall under. Specifically, it seeks to remove Part 85 on control of air pollution from mobile sources, Part 86—Control of Emissions from New and In-use Highway Vehicles and Engines, Part 600—Fuel Economy and Greenhouse Gas Exhaust Emissions of Motor Vehicles, Part 1036—Control of Emissions from New and In-use Heavy Duty Highway Engines, Part 1037—Control of Emissions from New Heavy Duty Motor Vehicles, and Part 1039—Control of Emissions from New and In-use Non-road Compression-Ignition Engines.
Already, EPA is reconsidering the implementation of its GHG Phase 3 Rule for heavy-duty trucks and buses that is set to start in 2027.
The proposed rule seeks to reinterpret the Clean Air Act, specifically Section 202(a), known as the Endangerment Finding, which concluded that carbon dioxide, methane, nitrous oxide, hydrofluorocarbons, perfluorocarbons, and sulfur hexafluoride contribute to air pollution and endanger public health. The proposed rule argues that the Endangerment Finding is legally flawed, scientifically uncertain and economically counterproductive. EPA claims it was historically applied to address local and regional air pollution, not global climate change concerns.
This interpretation exceeded statutory authority, writes EPA, adding that Congress did not clearly authorize the EPA to regulate GHG emissions based on global climate change concerns “because that provision authorizes regulating only air pollutants that ‘cause or contribute to air pollution which may reasonably be anticipated to endanger public health or welfare.’”
The proposed rule also notes the U.S. Supreme Court rulings in West Virginia v. EPA and Utility Air Regulatory Group v. EPA that federal agencies cannot assert transformative regulatory authority without explicit congressional approval. Instead, agencies must have more than a “colorable textual basis” to decide major questions of policy.
EPA also questions “unreasonably analyzed” scientific data used to support the original “Endangerment Finding” that declared GHG to endanger public health and welfare. The proposed rule cites projections of global warming increases, health risks from heat waves, and impacts of other health events. It also notes empirical data, peer-reviewed studies and real-world developments since 2009 that “cast significant doubt on many of the critical premises, assumptions and conclusions in the Endangerment Finding.”
The proposal also claims technological limitations in addressing global climate change concerns, as “reducing GHG emissions from all vehicles and engines in the U.S. to zero would not have a scientifically measurable impact on GHG emission concentrations or global warming potential,” according to a May 27 draft report by the U.S. Department of Energy Climate Working Group.
EPA also notes President Donald Trump’s recent “One Big Beautiful Bill Act” repealed certain GHG provisions.
As for economic concerns, EPA highlighted that GHG emissions standards have increased vehicle costs, slowed fleet turnover and reduced consumer access to newer, safer and more efficient vehicles.
Public comments on EPA-HQ-OAR-2025-0194 are due by Sept. 21.
WOODRIDGE, ILL. – Hendrickson announces the official launch of the newest advancements in STEERTEK NXT steer axles on International RH, LT, and MV series trucks and IC Bus CE series buses, expanding the reach of Hendrickson’s next-generation axle technology to even more of the commercial vehicle market. Weight optimization was designed into every component, from axle seat and knuckle castings to axle beam refinements. Proudly fabricated and assembled in the U.S.A., this innovative axle design provides up to 25 pounds of additional weight savings compared to the previous generation, while maintaining its advantages in serviceability, dependability, and maintenance for today’s demanding fleet operations.
With this launch, Hendrickson has expanded its limited warranty coverage for STEERTEK NXT axles with rated capacities of up to 14,600 pounds. The existing 10-year, 1-million-mile limited structural warranty still covers the axle and kingpin assembly, steering arm assembly, and knuckle assemblies. Now, additional warranty coverage on kingpin bushings, kingpin wear, thrust bearings, tie rods, and tie rod ends is included for 5 years or 750,000 miles*.
“The expansion of our STEERTEK NXT advancements to International reinforces our commitment to delivering innovative solutions that provide value to fleets,” said Sean Whitfield, Director of Marketing at Hendrickson. “This axle is built to go the distance while making service easier and less frequent, which is a win for both fleets and technicians.”
Key Features and Benefits:
Proudly fabricated and assembled in the U.S.A.
Premium value steer axle at International
Weight savings for improved efficiency and payload capacity
Extended recommended service intervals to help reduce maintenance downtime
Two-piece knuckles for easier, more cost-effective service
Exceptional dependability backed by years of performance in commercial vehicle applications
Superior warranty coverage
*Refer to Hendrickson’s updated STEERTEK NXT/STEERTEK axle warranty statement for complete terms, conditions, and limitations
Hendrickson, a Boler company, is a leading global manufacturer and supplier of medium- and heavy-duty mechanical, elastomeric and air suspensions; integrated and non-integrated axle and brake systems; tire pressure control systems; auxiliary lift axle systems; parabolic and multi-leaf springs; stabilizers; bumpers; and components to the global commercial transportation industry. Hendrickson, based in Woodridge, IL., USA, continues to meet the needs of the transportation industry for more than 110 years. Visit Hendrickson at www.hendrickson-intl.com.
Across a career’s worth of pioneering product designs, Doug Field’s work has shaped the experience of anyone who’s ever used a MacBook Air, ridden a Segway, or driven a Tesla Model 3.
But his newest project is his most ambitious yet: reinventing the Ford automobile, one of the past century’s most iconic pieces of technology.
As Ford’s chief electric vehicle (EV), digital, and design officer, Field is tasked with leading the development of the company’s electric vehicles, while making new software platforms central to all Ford models.
To bring Ford Motor Co. into that digital and electric future, Field effectively has to lead a fast-moving startup inside the legacy carmaker. “It is incredibly hard, figuring out how to do ‘startups’ within large organizations,” he concedes.
If anyone can pull it off, it’s likely to be Field. Ever since his time in MIT’s Leaders for Global Operations (then known as “Leaders in Manufacturing”) program studying organizational behavior and strategy, Field has been fixated on creating the conditions that foster innovation.
“The natural state of an organization is to make it harder and harder to do those things: to innovate, to have small teams, to go against the grain,” he says. To overcome those forces, Field has become a master practitioner of the art of curating diverse, talented teams and helping them flourish inside of big, complex companies.
“It’s one thing to make a creative environment where you can come up with big ideas,” he says. “It’s another to create an execution-focused environment to crank things out. I became intrigued with, and have been for the rest of my career, this question of how can you have both work together?”
Three decades after his first stint as a development engineer at Ford Motor Co., Field now has a chance to marry the manufacturing muscle of Ford with the bold approach that helped him rethink Apple’s laptops and craft Tesla’s Model 3 sedan. His task is nothing less than rethinking how cars are made and operated, from the bottom up.
“If it’s only creative or execution, you’re not going to change the world,” he says. “If you want to have a huge impact, you need people to change the course you’re on, and you need people to build it.”
A passion for design
From a young age, Field had a fascination with automobiles. “I was definitely into cars and transportation more generally,” he says. “I thought of cars as the place where technology and art and human design came together — cars were where all my interests intersected.”
With a mother who was an artist and musician and an engineer father, Field credits his parents’ influence for his lifelong interest in both the aesthetic and technical elements of product design. “I think that’s why I’m drawn to autos — there’s very much an aesthetic aspect to the product,” he says.
After earning a degree in mechanical engineering from Purdue University, Field took a job at Ford in 1987. The big Detroit automakers of that era excelled at mass-producing cars, but weren’t necessarily set up to encourage or reward innovative thinking. Field chafed at the “overstructured and bureaucratic” operational culture he encountered.
The experience was frustrating at times, but also valuable and clarifying. He realized that he “wanted to work with fast-moving, technology-based businesses.”
“My interest in advancing technical problem-solving didn’t have a place in the auto industry” at the time, he says. “I knew I wanted to work with passionate people and create something that didn’t exist, in an environment where talent and innovation were prized, where irreverence was an asset and not a liability. When I read about Silicon Valley, I loved the way they talked about things.”
During that time, Field took two years off to enroll in MIT’s LGO program, where he deepened his technical skills and encountered ideas about manufacturing processes and team-driven innovation that would serve him well in the years ahead.
“Some of core skill sets that I developed there were really, really important,” he says, “in the context of production lines and production processes.” He studied systems engineering and the use of Monte Carlo simulations to model complex manufacturing environments. During his internship with aerospace manufacturer Pratt & Whitney, he worked on automated design in computer-aided design (CAD) systems, long before those techniques became standard practice.
Another powerful tool he picked up was the science of probability and statistics, under the tutelage of MIT Professor Alvin Drake in his legendary course 6.041/6.431 (Probabilistic Systems Analysis). Field would go on to apply those insights not only to production processes, but also to characterizing variability in people’s aptitudes, working styles, and talents, in the service of building better, more innovative teams. And studying organizational strategy catalyzed his career-long interest in “ways to look at innovation as an outcome, rather than a random spark of genius.”
“So many things I was lucky to be exposed to at MIT,” Field says, were “all building blocks, pieces of the puzzle, that helped me navigate through difficult situations later on.”
Learning while leading
After leaving Ford in 1993, Field worked at Johnson and Johnson Medical for three years in process development. There, he met Segway inventor Dean Kamen, who was working on a project called the iBOT, a gyroscopic powered wheelchair that could climb stairs.
When Kamen spun off Segway to develop a new personal mobility device using the same technology, Field became his first hire. He spent nearly a decade as the firm’s chief technology officer.
At Segway, Field’s interests in vehicles, technology, innovation, process, and human-centered design all came together.
“When I think about working now on electric cars, it was a real gift,” he says. The problems they tackled prefigured the ones he would grapple with later at Tesla and Ford. “Segway was very much a precursor to a modern EV. Completely software controlled, with higher-voltage batteries, redundant systems, traction control, brushless DC motors — it was basically a miniature Tesla in the year 2000.”
At Segway, Field assembled an “amazing” team of engineers and designers who were as passionate as he was about pushing the envelope. “Segway was the first place I was able to hand-pick every single person I worked with, define the culture, and define the mission.”
As he grew into this leadership role, he became equally engrossed with cracking another puzzle: “How do you prize people who don’t fit in?”
“Such a fundamental part of the fabric of Silicon Valley is the love of embracing talent over a traditional organization’s ways of measuring people,” he says. “If you want to innovate, you need to learn how to manage neurodivergence and a very different set of personalities than the people you find in large corporations.”
Field still keeps the base housing of a Segway in his office, as a reminder of what those kinds of teams — along with obsessive attention to detail — can achieve.
Before joining Apple in 2008, he showed that component, with its clean lines and every minuscule part in its place in one unified package, to his prospective new colleagues. “They were like, “OK, you’re one of us,’” he recalls.
He soon became vice president of hardware development for all Mac computers, leading the teams behind the MacBook Air and MacBook Pro and eventually overseeing more than 2,000 employees. “Making things really simple and really elegant, thinking about the product as an integrated whole, that really took me into Apple.”
The challenge of giving the MacBook Air its signature sleek and light profile is an example.
“The MacBook Air was the first high-volume consumer electronic product built out of a CNC-machined enclosure,” says Field. He worked with industrial design and technology teams to devise a way to make the laptop from one solid piece of aluminum and jettison two-thirds of the parts found in the iMac. “We had material cut away so that every single screw and piece of electronics sat down into it an integrated way. That’s how we got the product so small and slim.”
“When I interviewed with Jony Ive” — Apple’s legendary chief design officer — “he said your ability to zoom out and zoom in was the number one most important ability as a leader at Apple.” That meant zooming out to think about “the entire ethos of this product, and the way it will affect the world” and zooming all the way back in to obsess over, say, the physical shape of the laptop itself and what it feels like in a user’s hands.
“That thread of attention to detail, passion for product, design plus technology rolled directly into what I was doing at Tesla,” he says. When Field joined Tesla in 2013, he was drawn to the way the brash startup upended the approach to making cars. “Tesla was integrating digital technology into cars in a way nobody else was. They said, ‘We’re not a car company in Silicon Valley, we’re a Silicon Valley company and we happen to make cars.’”
Field assembled and led the team that produced the Model 3 sedan, Tesla’s most affordable vehicle, designed to have mass-market appeal.
That experience only reinforced the importance, and power, of zooming in and out as a designer — in a way that encompasses the bigger human resources picture.
“You have to have a broad sense of what you’re trying to accomplish and help people in the organization understand what it means to them,” he says. “You have to go across and understand operations enough to glue all of those (things) together — while still being great at and focused on something very, very deeply. That’s T-shaped leadership.”
He credits his time at LGO with providing the foundation for the “T-shaped leadership” he practices.
“An education like the one I got at MIT allowed me to keep moving that ‘T’, to focus really deep, learn a ton, teach as much as I can, and after something gets more mature, pull out and bed down into other areas where the organization needs to grow or where there’s a crisis.”
The power of marrying scale to a “startup mentality”
In 2018, Field returned to Apple as a vice president for special projects. “I left Tesla after Model 3 and Y started to ramp, as there were people better than me to run high-volume manufacturing,” he says. “I went back to Apple hoping what Tesla had learned would motivate Apple to get into a different market.”
That market was his early love: cars. Field quietly led a project to develop an electric vehicle at Apple for three years.
Then Ford CEO Jim Farley came calling. He persuaded Field to return to Ford in late 2021, partly by demonstrating how much things had changed since his first stint as the carmaker.
“Two things came through loud and clear,” Field says. “One was humility. ‘Our success is not assured.’” That attitude was strikingly different from Field’s early experience in Detroit, encountering managers who were resistant to change. “The other thing was urgency. Jim and Bill Ford said the exact same thing to me: ‘We have four or five years to completely remake this company.’”
“I said, ‘OK, if the top of company really believes that, then the auto industry may be ready for what I hope to offer.’”
So far, Field is energized and encouraged by the appetite for reinvention he’s encountered this time around at Ford.
“If you can combine what Ford does really well with what a Tesla or Rivian can do well, this is something to be reckoned with,” says Field. “Skunk works have become one of the fundamental tools of my career,” he says, using an industry term that describes a project pursued by a small, autonomous group of people within a larger organization.
Ford has been developing a new, lower-cost, software-enabled EV platform — running all of the car’s sensors and components from a central digital operating system — with a “skunk works” team for the past two years. The company plans to build new sedans, SUVs, and small pickups based on this new platform.
With other legacy carmakers like Volvo racing into the electric future and fierce competition from EV leaders Tesla and Rivian, Field and his colleagues have their work cut out for them.
If he succeeds, leveraging his decades of learning and leading from LGO to Silicon Valley, then his latest chapter could transform the way we all drive — and secure a spot for Ford at the front of the electric vehicle pack in the process.
“I’ve been lucky to feel over and over that what I’m doing right now — they are going to write a book about it,” say Field. “This is a big deal, for Ford and the U.S. auto industry, and for American industry, actually.”
“So many things I was lucky to be exposed to at MIT,” Doug Field says, were “all building blocks, pieces of the puzzle, that helped me navigate through difficult situations later on.”
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