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Volvo Buses has sales representation in 85 countries
and a comprehensive service network, with more
than 1,500 dealerships and workshops worldwide.
Production facilities are located in Europe, North
America, South America and Asia.
Focus on electromobility
In 2014 the Volvo 7900 Electric Hybrid was launched. It repre-
sents the second step in Volvo Buses’ electro mobility strategy,
and is an important part of the city customer offer. The Electric
Hybrid reduces fuel consumption by 60% and carbon dioxide by
up to to 75%. Read more on page 46.
During 2014 a number of European cities embarked on the
electrifi cation journey together with Volvo Buses. Two Electric
Hybrids started in commercial traffi c in Hamburg, and in the
beginning of 2015 eight Volvo Electric Hybrid buses started
traffi c in Stockholm. Volvo Buses also received an order for 25
Electric Hybrids for Edinburgh.
In parallel, Volvo is collaborating with a number of other cities
worldwide to create system solutions for sustainable city traffi c,
based on electro mobility. Agreements on cooperation have been
signed with the cities of Shanghai and Curitiba in 2014.
During the year Volvo Buses entered into partnerships with ABB
and Siemens regarding electric charging infrastructure for electric
hybrid and full electric Volvo buses. The cooperation enables deliv-
eries of complete electrifi ed transport solutions to cities.
Within the framework of ElectriCity, the Volvo Group, together
with a number of stakeholders from industry, public authorities and
academia are developing Göteborg’s fi rst electric-bus line, sched-
uled for commercial traffi c in June 2015. At least one of the bus-
stops will be indoors.
Reinforcing coach safety leadership
Volvo Buses strengthened its safety position during 2014 by intro-
ducing Volvo’s Forward Collision Warning and Emergency Braking,
which automatically assists you in emergency braking if an impact
is imminent, signifi cantly reducing the risk of severe injuries. The
introduction is three years ahead of the legal requirements being
implemented in Europe in 2018.
Development in Asia
Volvo Buses put further focus on export from India to reach new
customers and grow the business. Following exports to neigh-
bouring countries in South Asia, in 2014 Volvo Buses developed
a coach in India for the South African market. It was successfully
introduced and positively received by customers.
Sunwin Bus, Volvo Buses’ joint venture in China, is also experi-
encing a positive development in export of Sunwin products.
A UD Bus range was introduced in India in the fi rst quarter of
2014. A fi rst order of one hundred buses to the region of Karna-
taka in India was signed during the year.
New, effi cient organizational structure in North America
In 2014, a new organizational structure was introduced in North
America; Volvo Buses North America. It merges Volvo Buses’
operations and the organizations of Prevost and Nova Bus into
one. The goal is to become an even more competitive and attrac-
tive player in the industry and to optimize the portfolio of products
and services.
Volvo Buses is one of the world’s leading bus manu-
facturers, with a strong focus on vehicles and systems
for sustainable public transport. The product range
includes complete transport systems, city buses,
intercity buses and coaches as well as services in
fi nancing, vehicle, fl eet and traffi c management.
POSITIVE
trend in
ELECTRO-
MOBILITY
BUSES
Facts The product range includes complete buses and bus
chassis for city, intercity and coach traffi c. The company has a
total offering that, in addition to buses, includes a global service
network, effi cient spare parts handling, service and repair
contracts, fi nancial services and traffi c information systems.
Theoffer also comprises complete transport systems for
electromobility including charging infrastructure.
Position on world market Volvo Buses is one of the world’s
largest producers of buses.
Brands Volvo, Prevost, Nova Bus, Sunwin Bus and UD Bus.
Number of regular employees 6,900 (6,648)
Share of Group net sales, %
6 (6)
BOARD OF DIRECTORS’ REPORT 2014
GROUP PERFORMANCE
77