Transportation

Car Review: 2016 Volvo XC90

Published

11 years ago

June 15, 2015

By Frank S. Washington
NNPA Columnist

SANTA MONICA, CALIF. (NNPA) – Now that Volvo has been left alone by its new Chinese owners, an opposite tack from its former corporate parent, the Swedish automaker can get back to being itself. That was evident here as Volvo unveiled its XC90 three row sport utility.

The 2016 Volvo XC90 is a significant new vehicle on several levels. It signals Volvo’s climb into the ranks of luxury automakers. It also signals technological advancements. And it is the beginning of a product onslaught that will make the 2016 XC90 the oldest vehicle in Volvo’s lineup by 2018.

First up is power. For the U.S. market, the XC will be propelled by 2.0-liter, four cylinder Drive E engines. There will be two versions: one for the 2016 Volvo XC90 T6, the second for the T8. But it is not what you think; both engines are identical technologically advanced 2.0-liter four cylinders.

The T6 engine had a supercharger and turbocharger working together on the 2.0-liter, four cylinder that made 316 horsepower and 295 pound-feet of torque. The T8 XC90 had what Volvo is branding a twin engine. The same four-cylinder power plant, this time rated at 313 horsepower, is combined with an electric motor. Together they make 400 horsepower and 472 pound-feet of torque. The T8 is a plug-in hybrid; both engines were mated to eight-speed automatic transmissions.

All 2016 XC90s sold here will be all-wheel-drive models. But for fuel economy their AWD system will be front-wheel-drive based capable of sending half of the vehicle’s torque to the rear wheels when needed.

We test drove the T6 and the T8 and found neither lacking in power or agility. Handling was good, especially for a sizable sport utility with three rows of seats. And both of our testers had the top of the line air suspension.

The T6 got 20 mpg in the city, 25 mpg on the highway and 22 mpg combined. The T8 got 59 MPG in the city. Highway numbers were not available at the time of the test drive. The T6 could get from, zero to 60 mph in 6.1 seconds while the T8 could do it in 5.3 seconds and the pair have a top speed of 130 mph. Remember, both were hefty sporty utilities with curb weights of 4,627 pounds for the T6 and 5,059 for the T8. It was the low-end torque that moved them quickly from a standing start.

Still, neither felt overweight and both were fairly agile and they were well balanced as we drove through the mountains and canyons here with their twisting, tightly curved two lane roads. What’s more, the blowers enabled the T6 and the T8 to get up and over and through the mountain roads without the straining that normally comes with four cylinder engines at altitude. In addition, both the T6 and the T8 can tow up to 5,000 pounds.

Although an official said Sweden was not considered in the development of the new XC90, we don’t think so. Gasoline costs somewhere in the neighborhood of $8 per gallon in the Scandinavian country as well as the rest of Europe. That had to play a role in the company’s development of high-powered, small displacement fuel efficient Drive E engines.

Blown power for the long hauls that come in the expansive United States combined with the fuel efficiency of small four cylinder engines, makes for a globe-gripping vehicle. The Drive E engine family includes diesels but the oil burners will not be sold in this market; at least, not yet.

However, no doubt Volvo used its American design studio in Camarillo, Calif., to imbue the 2016 XC90 with the sense of American luxury needed for it to take on the German and Japanese luxury competitors in this market.

The interior of the XC was concept car quality. It was airy and loaded with matted walnut wood trim that looked almost natural. There was also a trim level that featured aluminum and chrome appointments. The T8 even featured a handmade crystal shift knob. Plus, the XC90 has a top of the line audio system that features 19 speakers and 1,400 watts of power. It includes an air-ventilated system in the wheel well that turns the entire interior into a giant subwoofer.

The seats were exemplary. They had what Volvo called an ergonomic shape that resembled the human spine. The XC90 took four years to develop; the seats took seven. Not only did they look good, like a pillowed new age office chair, they took up less space because they were thinner. Thus, they created more legroom for second and third row passengers.

We didn’t try them, but Volvo said the last row of seats, which folded creating a flat cargo floor, could accommodate someone 5’6” tall. The second row featured three individual seats with an optional child booster seat in the middle. All three could recline as well as slide forward, creating more space for third row passengers. The seats could be outfitted with adjustable side bolsters, seat cushion extensions and they had massage capability.

It was a digital interior. The 2016 XC90 had no knobs, save one, or buttons anywhere. There were steering wheel controls and what Volvo called the portrait screen. That screen controlled everything: climate, seats, media, navigation, phone – everything. Even the rear seat climate controls were digital. And the screen was based on infrared, thus, it detected what icon we were going to push when our finger got one milometer away. That means, Volvo said, that it could be operated while wearing gloves. To say that the premium audio system really thumped out sound is an understatement. It was something special.

Safety has long been Volvo’s hallmark. Those same spine-hugging seats had energy absorbing features to help prevent spine injuries if the XC90 runs off the road during an accident and experiences a hard landing. The sport utility will automatically brake at intersections when it detects an oncoming vehicle while making a left turn. And the XC90 will automatically brake when it encounters cyclists or pedestrians in front it.

Its adaptive cruise control will automatically follow the vehicle ahead in stop and go traffic. Acceleration, braking and steering are controlled automatically. The XC90 can park itself vertically or perpendicularly and four cameras will project a 360-degree view of the vehicle that includes elevation (you have to see it). The XC90 even has a rear collision warning system, in case somebody is going to hit you.

About the only quibble we’ve got is that Volvo says the control system is intuitive. We don’t know, there’s an awful lot to learn. Some sort of instructive software might not be a bad idea. All that new technology is wrapped in appealing sheet metal. Volvo’s grille has been returned to align the iconic arrow with the diagonal slash across the taller grille.

The DRLs form a “T” shape dubbed ‘Thor’s Hammer” that split the headlights. The XC90 has a clam shaped high hood. The beltline and shoulders were sharper and ran down the side connecting to more distinctive taillights. It was an understated elegance.

The XC90 signals that Volvo is back with a vision and the product to match it. What’s more, or worse for competitors, is that the Swedish automaker says it has more of the same type ground breaking products in the pipeline.

A special edition, 1,927 copies, signifying the year the company was founded is being delivered in June. The T6 goes on sale in July; the T8 follows in October. There are three trim lines for each model: Momentum, Inscription and R-Design. Base prices range from $48,900 to $71,600; neither includes a $995 freight charge.

Quality, safety and technology is what you expect from Volvo. It has been a long wait for the automaker to start funneling new products to market but we don’t think anyone is going to be disappointed. The challenge now is will Volvo put forth the marketing muscle, meaning money, to reclaim its niche in American car the market.

Frank S. Washington is editor of AboutThatCar.com.

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Alameda County

Ferry Fares to Increase July 1 as Ridership Hits Record Highs

The Oakland and Alameda routes will increase from $4.90 to $5.10, the South San Francisco route will go up from $7.40 to $7.60, and the Vallejo route will increase from $9.90 to $10.

Published

1 week ago

June 24, 2026

Oakland Post

Courtesy photo.

By Mike Aldax, The Richmond Standard

Starting July 1, the standard adult fare for the San Francisco Bay Ferry route between Richmond and San Francisco will increase to $5.20, up from the current $4.90.

Discounted fares for eligible passengers, including youth, seniors, people with disabilities, and Clipper START users, will rise to $2.60 from the current $2.40. Children under 5 will continue to ride for free.

The Oakland and Alameda routes will increase from $4.90 to $5.10, the South San Francisco route will go up from $7.40 to $7.60, and the Vallejo route will increase from $9.90 to $10.

The adjustments are part of a systemwide fare update approved by the agency’s Board of Directors, which is moving away from a flat 3% annual increase to route-specific pricing for the 2027 and 2028 fiscal years.

This fare update arrives as San Francisco Bay Ferry celebrates a historic May, transporting 301,270 passengers. The record-breaking figure represents an 8% increase over May 2025 and marks the third consecutive month of record-setting ridership.

Furthermore, it is the sixth month in a row that passenger numbers have exceeded pre-pandemic levels. Weekend travel has been a primary driver of this growth, with average weekend ridership seeing a 56% increase compared to pre-pandemic trends.

The agency states that the fare adjustments are necessary to ensure the long-term fiscal sustainability of public ferry services. By shifting to route-specific adjustments, the agency aims to offset rising operating costs while maintaining the high levels of service frequency and reliability.

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Business

V&C Foods: How a Bay Area Distributor Built Leadership Across Three Generations

Succession planning works when businesses invest in developing leaders before they’re needed. Victor and Judy did this with Steven. Steven is now doing it with Adam. Each transfer happened because someone took years to teach, to trust gradually and let the next generation earn their place.

Published

2 weeks ago

June 17, 2026

bpusa-syndication

By JPMorganChase

In 1945 in San Francisco, Victor and Charlotte Cortesi started V&C Foods with fresh eggs and a distributor’s vision. What makes the business distinctive isn’t just that it endured. It’s how succession actually happened. When Victor passed, his daughter Judy inherited the business and made a remarkable choice: she recognized that Steven Herrera, who’d spent years as a route driver being mentored by Victor, was ready to lead. She sold the business to Steven, ensuring the values and relationships that defined V&C would continue into its next chapter. Now Steven is mentoring his son Adam in the same way Victor developed him—teaching him operations, relationships, and what it means to lead through experience and responsibility.

V&C’s story reflects a broader truth about succession planning: long-term continuity often depends on intentionally developing the next generation of leadership, whether within a family or beyond it.

From Mentorship to Legacy

When Steven first arrived at V&C as a route driver, he was hungry to learn. Victor saw potential and invested in it. Over the years, Steven moved through sales, distribution, and operations—not just learning how the business worked but understanding why it mattered. By the time Steven purchased the business, he was a leader who’d earned his place through partnership and decades of trust.

Steven arrived at the helm with deep knowledge of V&C’s operations and a clear sense of how to serve the Bay Area’s evolving restaurant industry. He understood the Cortesi family’s core principle: reliability and quality matter more than anything else. Under his leadership—and the support of his wife Liz, and his children Victoria and Adam—V&C expanded thoughtfully by building on those foundations rather than abandoning them.

“We want to be the vendor customers don’t have to worry about,” Steven said. “And Victor always preached about clear communication—sometimes trucks are late, but he always kept customers informed. I drill those principles into my son now. We don’t want to leave any customer hanging. That’s the mantra around here.”

Deliberate Development

According to recent Chase research, 54% of San Francisco small business owners expect to retire within the next decade. In a city where one in seven businesses have been operating for 20 years or more, ownership transitions will shape continuity in local commerce and community life—making proactive succession planning all the more essential.

V&C planned deliberately. The Cortesi family brought Steven in early and developed him through real responsibility. When Steven took the helm and began scaling operations, he had the continuity and clarity needed to grow. Now he’s creating the same culture with Adam—one where the next generation understands expectations and has the tools to lead.

“I had a lifetime of familiarity with the business. I even worked in high school and college during the summers, and my dad taught me how to drive one of the trucks when I was about 18,” Adam said. “So I’ve done every part of the job, just like my dad, and I think that’s helped me.”

For roughly two decades, V&C has partnered with Chase. When Steven took over and began scaling operations, having access to financial tools and a banking partner aligned with his strategy made navigating growth and transition clearer. Chase provided the guidance that supported each phase of the business’s evolution—from Victor’s leadership to Steven’s expansion to today’s preparation for Adam.

“V&C Foods shows what enduring leadership really looks like—developing people over time, creating clear expectations, and planning for transition before it’s urgent. We’ve been proud to support Steven and the team with the tools and guidance to navigate growth, stay reliable for their customers, and prepare the next generation to step in with confidence,” said Gary Li, Business Relationship Manager, Chase Business Banking.

The Pattern That Lasts

That’s what makes V&C’s story distinctive and what makes it transferable. Succession doesn’t require biological heirs alone. It requires clarity about what you’re building and the discipline to develop people who can steward it, even when that means passing it outside the family. Victor and his daughter, Judy, mentored Steven for years. Judy worked alongside him for many more before trusting him with the business. Steven is doing the same with Adam. But bringing someone along that way—investing years in their growth, then having the financial clarity to pass the reins—requires more than good intentions.

Chase for Business can help guide that work. Visit chase.com/NationalTreasures or speak with a Chase Business advisor to learn more about succession planning resources and how to build the clarity a business needs to thrive across generations.

This article is for Informational/Educational Purposes Only: The opinions expressed in this article may differ from the official policy or position of (or endorsement by) JPMorgan Chase & Co. or its affiliates. Opinions and strategies described may not be appropriate for everyone, and are not intended as specific advice/recommendations for any individual or business. The material is not intended to provide legal, tax, or financial advice or to indicate the availability or suitability of any JPMorgan Chase Bank, N.A. product or service. You should carefully consider your needs and objectives before making any decisions, and consult the appropriate professional(s). Outlooks and past performance are not guarantees of future results. JPMorgan Chase & Co. and its affiliates are not responsible for, and do not provide or endorse third party products, services or other content.

JPMorgan Chase Bank, N.A. Member FDIC.

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Activism

New Bill, the RIDER Safety Act, Would Support Transit Ambassadors and Safety on Public Transit

The RIDER Safety Act would allow public transit agencies to hire transit ambassadors trained in de-escalation, crisis response, and rider education and engagement. Acting as a visible, non-enforcement presence to deter low-level incidents and reduce conflict, transit ambassadors would ease the burden from law enforcement and enhance public safety.

Published

5 months ago

February 10, 2026

Oakland Post

BART train. Photo courtesy of ABC7.

By Post Staff

A new federal bill would support transit ambassador, or transit support specialist, programs at public transit agencies across the country.

The bill, (D-CA-12), H.R. 6069, the Rapid Intervention and Deterrence for Enhanced Rider Safety Act, or the RIDER Safety Act, was introduced Jan. 30 by Congresswoman Lateefah Simon. (D-CA-12), H.R. 6069, the Rapid Intervention and Deterrence for Enhanced Rider Safety Act, or the RIDER Safety Act.

This legislation is based on Congresswoman Simon’s work at Bay Area Rapid Transit (BART) to create a first-in-the-nation Transit Ambassador Program, which previously earned a prestigious nationwide award for “Innovation in Public Safety.”

She announced the bill at a press conference at the 19th Street BART Station alongside BART leaders and other supporters.

The RIDER Safety Act would allow public transit agencies to hire transit ambassadors trained in de-escalation, crisis response, and rider education and engagement. Acting as a visible, non-enforcement presence to deter low-level incidents and reduce conflict, transit ambassadors would ease the burden from law enforcement and enhance public safety.

This bill would also create jobs provide meaningful work, training opportunities, and a pathway for career growth in local communities. In the House of Representatives, the bill is also co-led by Representatives Shomari Figures (AL-02), Nellie Pou (NJ-09), Mark DeSaulnier (CA-10), and John Garamendi (CA-08).

“I am incredibly proud to champion the RIDER Safety Act in Congress and continue my work to ensure transit is safe, accessible, and affordable to everyone. We have seen the success of the transit ambassador programs here in the East Bay, and I am dedicated to bringing this proven public safety model to the rest of the country,” said Congresswoman Simon.

“These are strong local jobs for people who want to support public safety on transit and serve as a resource to individuals who may be in crisis or in need of services,” she continued. “Strengthening safety on transit benefits us all and helps ensure our public transportation systems remain places of opportunity, dignity, and trust.”

“This bill is critical to ensure the safety of every passenger who relies on public transportation across the country,” said Congresswoman Nellie Pou. “The RIDER Safety Act builds on successful transit models already implemented in communities, including the Bay Area Rapid Transit (BART) through the leadership of Congresswoman Lateefah Simon during her time as BART President. By providing transit stations with medically trained, unarmed personnel, we can strengthen safety standards, reduce fare evasion, and give riders a greater peace of mind when getting from one place to the next.”