PACCAR Inc – Lobbying Governance & Transparency

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Lobbying Governance

Overall Assessment	Analysis	Score
Moderate	PACCAR discloses a structured, climate-focused oversight model for its lobbying, stating that "PACCAR's policy engagement and lobbying activity at the local, state, regional, and national level are centrally managed by region" and that, in the U.S., "the public affairs office in Washington, D.C. reports to the corporate General Counsel to ensure consistent alignment with overall business strategy including climate related priorities." Oversight is clearly assigned: "PACCAR's engagement at the local, state, and national levels is managed with the oversight of the General Counsel. The General Counsel reports to the Chief Executive Officer," while in Europe, climate outreach "reports to PACCAR's President," and "both PACCAR's President and General Counsel are members of PACCAR's executive operating committee ensuring consistent climate strategy across business units and geographies." The company also claims a review mechanism, noting that "PACCAR evaluates and publicly discloses its direct and indirect (i.e., through industry trade associations) climate policy engagement activities" and that these are "aligned with the goals of the Paris Climate Agreement" which are publicly reported in its CDP submission. However, the disclosure stops short of detailing how the evaluation is performed, what criteria are applied, or how misalignments with trade associations are addressed; for example, while it lists memberships and its alignment with the Engine Manufacturers Association (EMA), there is no disclosed process to correct or exit misaligned associations. This indicates a moderate governance framework with clear lobbying management and a stated climate alignment objective, but limited transparency on the mechanisms, frequency, and outcomes of its alignment reviews. View Sources	C

Overall Assessment

Analysis

Score

Moderate

PACCAR discloses a structured, climate-focused oversight model for its lobbying, stating that "PACCAR's policy engagement and lobbying activity at the local, state, regional, and national level are centrally managed by region" and that, in the U.S., "the public affairs office in Washington, D.C. reports to the corporate General Counsel to ensure consistent alignment with overall business strategy including climate related priorities." Oversight is clearly assigned: "PACCAR's engagement at the local, state, and national levels is managed with the oversight of the General Counsel. The General Counsel reports to the Chief Executive Officer," while in Europe, climate outreach "reports to PACCAR's President," and "both PACCAR's President and General Counsel are members of PACCAR's executive operating committee ensuring consistent climate strategy across business units and geographies." The company also claims a review mechanism, noting that "PACCAR evaluates and publicly discloses its direct and indirect (i.e., through industry trade associations) climate policy engagement activities" and that these are "aligned with the goals of the Paris Climate Agreement" which are publicly reported in its CDP submission. However, the disclosure stops short of detailing how the evaluation is performed, what criteria are applied, or how misalignments with trade associations are addressed; for example, while it lists memberships and its alignment with the Engine Manufacturers Association (EMA), there is no disclosed process to correct or exit misaligned associations. This indicates a moderate governance framework with clear lobbying management and a stated climate alignment objective, but limited transparency on the mechanisms, frequency, and outcomes of its alignment reviews.

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Lobbying Transparency

Overall Assessment	Analysis	Score
Comprehensive	PACCAR provides a high degree of transparency around its climate-policy lobbying. It names several specific measures it has engaged on, including the “Heavy-Duty Omnibus Regulation of the California Air Resources Board,” “EPA’s Greenhouse Gas Emissions Standards and Fuel Efficiency Standards for Medium and Heavy-Duty Engines and Vehicles,” and the “Regulation of the European Parliament and of the Council on the Monitoring and Reporting of CO2 Emissions from Fuel Consumption of New Heavy-Duty Vehicles,” demonstrating that its public policy activity can be clearly traced to identifiable pieces of legislation or regulation. The company also sets out the channels through which it lobbies and whom it targets, describing “direct engagement with the Department of Energy, National Highway Traffic Safety Administration, US EPA, Environment Canada, California Air Resources Board and the European Parliament,” submitting “public comment and technical input,” and supplementing this with indirect advocacy through trade bodies such as the American Trucking Associations and the National Association of Manufacturers. Finally, PACCAR is explicit about the results it is pursuing: it supports “improving fuel economy and the commercialization of alternate fuels,” “harmonizing transport emissions regulations internationally to cost effectively broaden the environmental benefit,” and backs “public policy that supports development of alternative powertrains and the associated road freight infrastructure.” Together, these disclosures make clear the policies involved, the methods and audiences for engagement, and the concrete policy outcomes the company seeks, demonstrating comprehensive transparency in its climate-related lobbying activities.	A