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Bosch Group anniversary magazine: 125 years of “knowing how, thinking beyond” Innovation Pages 2 – 9 Pages 10 – 17 Pages 18 – 24 Power of innovation Drivers of innovation Culture of innovation The Bosch Vision Creating value – sharing values As a leading technology and services company, we take advan- tage of our global opportunities for a strong and meaningful development. Our ambition is to enhance the quality of life with solutions that are both innovative and beneficial. We focus on our core competencies in automotive and industrial technolo- gies as well as in products and services for professional and private use. If we want to work We strive for sustained economic success and a leading market successfully as a team in a globalized and position in all that we do. Entrepreneurial freedom and financial complex world, then independence allow our actions to be guided by a long-term we need a common perspective. In the spirit of our founder, we particularly demon- image of the future for our company. This strate social and environmental responsibility — wherever we do image – this vision – business. helps us bring our strategic thinking into clear alignment. Our customers choose us for our innovative strength and effi- ciency, for our reliability and quality of work. Our organizational structures, processes, and leadership tools are clear and effec- tive, and support the requirements of our various businesses. We act according to common principles. We are strongly deter- mined to jointly achieve the goals we have agreed upon. As associates worldwide, we feel a special bond in the values we live by – day for day. The diversity of our cultures is a source of additional strength. We experience our task as challenging, we are dedicated to our work, and we are proud to be part of Bosch. Key Data Bosch Group 2009 2010 Sales revenue 38,174 47,259 percentage change from previous year – 15 + 24 Sales revenue generated outside Germany as a percentage of sales revenue 76 77 Research and development cost 3,603 3,810 as a percentage of sales revenue 9.4 8.1 Capital expenditure 1,892 2,379 as a percentage of depreciation 80 100 Associates average for the year 274,530 276,418 as of January 1, 2010/2011 270,687 283,507 Total assets 47,509 52,683 Equity 23,069 26,243 as a percentage of total assets 49 50 Profit before tax –1,197 3,485 as a percentage of sales revenue –3.1 7.4 Profit after tax –1,214 2,489 Unappropriated earnings (dividend of Robert Bosch GmbH) 67 82 Currency figures in millions of euros The Bosch Group at a Glance The Bosch Values The Bosch Group is a leading global supplier of technology and services. In the areas of automotive and industrial technology, consumer goods, and – Future and result focus building technology, some 285,000 associates generated sales of 47.3 billion – Responsibility euros in fiscal 2010. The Bosch Group comprises Robert Bosch GmbH and – Initiative and determination its more than 350 subsidiaries and regional companies in over 60 countries. – Openness and trust If its sales and service partners are included, then Bosch is represented in – Fairness roughly 150 countries. This worldwide development, manufacturing, and – Reliability, credibility, and legality sales network is the foundation for further growth. Bosch spent some 3.8 bil- – Cultural diversity lion euros for research and development in 2010, and applied for over 3,800 patents worldwide. With all its products and services, Bosch enhances the quality of life by providing solutions which are both innovative and beneficial. Shareholders of Bosch is celebrating its 125th anniversary in 2011. The company was set up Robert Bosch GmbH in Stuttgart in 1886 by Robert Bosch (1861–1942) as “Workshop for Precision Mechanics and Electrical Engineering.” The special ownership structure of – Robert Bosch Stiftung GmbH Robert Bosch GmbH guarantees the entrepreneurial freedom of the Bosch 92% share of equity Group, making it possible for the company to plan over the long term and to No voting rights undertake significant up-front investments in the safeguarding of its future. – Bosch family Ninety-two percent of the share capital of Robert Bosch GmbH is held by 7% share of equity Robert Bosch Stiftung GmbH, a charitable foundation. The majority of voting 7% voting rights rights are held by Robert Bosch Industrietreuhand KG, an industrial trust. – Robert Bosch Industrietreuhand KG The entrepreneurial ownership functions are carried out by the trust. The 93% voting rights remaining shares are held by the Bosch family and by Robert Bosch GmbH. – Robert Bosch GmbH 1% share of equity No voting rights www.bosch.com Business sectors and divisions Consumer Goods and Automotive Technology Industrial Technology Building Technology Gasoline Systems Drive and Control Technology 2 Power Tools Diesel Systems Packaging Technology Thermotechnology Chassis Systems Brakes Solar Energy Household Appliances 3 Chassis Systems Control Security Systems Electrical Drives Starter Motors and Generators Car Multimedia Automotive Electronics Automotive Aftermarket Steering Systems 1 3 BSH Bosch und Siemens Hausgeräte 1 ZF Lenksysteme GmbH (50% Bosch-owned) 2 Bosch Rexroth AG (100% Bosch-owned) GmbH (50% Bosch-owned) 125 years of Bosch Foreword Power of innovation Innovations Again and again, the culture of innovation we have developed over the years gives rise to beneficial innovations that are “Invented for life.” A high-performance research organization and highly committed engineers are major drivers of innovation. D ear readers, This year we celebrate the 125th anniversary of our company’s founding and the 150th anniversary of our com- Pages 2 – 9 Solar cells Telehealth Electromobility pany founder’s birth. This has prompted us to publish a sup- Internal-combustion engines plement that showcases our extensive power of innovation Service platform for from the company’s infancy to the present day – and even electromobility somewhat beyond. Bosch is by no means resting on its laurels, but instead is continuously exploring new areas of endeavor – in photovoltaics, for example, or in telehealth. We could never have developed as dynamically as we have Pages 10 – 17 without perseverance and single-mindedness. At Bosch, the Engineers in close-up Interview with main drivers of innovation are resourceful and highly com- Dr. Volkmar Denner mitted engineers, a high-performance yet efficient research History of innovation organization, and a historical background that is both an inspiration and an obligation, driving us on to further out- standing achievements. Pages 18 – 24 In all our areas of work, the culture of innovation that has Automotive technology Industrial technology thus developed over the years has repeatedly given rise to Consumer goods groundbreaking products that are “Invented for life.” The Human resources Financial management list includes the ABS and ESP® vehicle safety systems, the fuel-saving start-stop system, the energy-efficient hybrid drive, and the compact Ixo drill/driver. But we have also brought our innovative strength to bear on our internal proc- esses, such as financial management or human resources management. There is no end in sight to the stream of good ideas – not by any means. Franz Fehrenbach Chairman of the Board of Management 2 Power of innovation New departures for Bosch: automotive powertrains, photovoltaics, telehealth manufacturing costs can the photo- voltaic industry become as competi- Solar cell development tive as it needs to be. A total of more than 100 Bosch Innovative scientists and engineers are working structures day in, day out to develop innovative cell structures and new, forward-look- A solar module manufactured by ing cell concepts to further increase Bosch Solar Energy AG contains up to the generating capacity, and thus the 60 cells. Their efficiency determines efficiency, of crystalline solar cells. the output of the modules – and Development departments at hence the competitiveness of Bosch Solar Energy AG are focused photovoltaic technology. on designing and testing not only the The people who develop our cells themselves, but also suitable crystalline solar cells are system- processes for manufacturing them. atically working on new cell genera- The effectiveness and profitability tions. The next high-performance of such innovations must first be cell generation is due to enter pilot verified before pilot fabrication, and fabrication in early 2011. then large-scale series production, Put simply, the goal of cell can begin. The aim is to ensure that development is to extract higher the new processes are truly ready for output from less material input and series production, since continuous thus deliver a lower cost per watt. shift production would otherwise not Only by significantly cutting its be possible. 125 years of Bosch Vorwort 3 1 2 3 The layers that make 4 up a solar cell … 1 Front surface contact 2 Anti-reflective layer 5 3 n-type silicon (doped with phosphorus) 4 p-type silicon (doped with boron) 5 Rear surface contact 4 “Anything that helps to improve technology and the economy should always also be beneficial for mankind.” Robert Bosch increased. This method creates what Latest results in the laboratory have is described as a “selective emitter.” already reached values of 19.5 per- Innovative solar cells Improved screen-printing technol- cent. Thanks to systematic fine-tun- ogy also makes it possible to affix ing, Bosch engineers have succeeded One percentage much slimmer contacts to the cell. in boosting the average efficiency of point more efficient This reduces the degree of surface cells from 16.5 percent in 2009 to shading, increases the area exposed 18.1 percent today. Over the same Our latest-generation crystalline cells to light, and thus allows the cell to period, wafer thickness has also been feature a new design on both sides. generate more electricity. reduced, from over 220 microns to The “emitter” surface of the front The rear side of the cell is 180 microns. And researchers are side of the cell – where the light hits also being optimized. The familiar already working with significantly the cell, is absorbed in the silicon, continuous contact strips that were thinner wafers. and is converted into electricity previously used are now divided into The cell developed by Bosch Solar (see diagram) – is optimized for the several short sections. In this way, the Energy AG marks yet another step short-wavelength, or blue, region of amount of costly silver paste used is in a challenging development time- the light spectrum. It thus generates reduced, and more of the rear side is table. Scientists at Bosch are already more power in the cell. coated with aluminum. designing ways to raise the efficiency This higher power generation is CalLab, the independent photo- of solar cells to over 20 percent. due to the lower phosphorus content voltaic calibration laboratory at the in the emitter layer. For the strong Fraunhofer Institute for Solar Energy electrical contact between the metal- Systems (ISE), has confirmed ef- lic front contacts and the silicon sur- ficiency values of 18.9 percent for our face to be retained, the phosphorus new cells. This equates to an increase content of the area directly beneath of 1 percentage point compared with the contacts must be selectively today's standard cells. … and how they generate electricity 1 2 3 Photons hit the solar cell and are This creates an electron “hole” … an electrical field between the absorbed within the semiconductor and a proton “hole.” These particles two silicon layers separates the two material. would normally recombine, but … charged particles. This results in a direct current voltage, which can be tapped at the contacts. ment. Costly hospital stays can frequently also be avoided. Telehealth The comprehensive Bosch package has already demonstrated Close monitoring for its practical worth. For instance, greater quality of life Bosch cooperates with the Vet- erans Health Administration in the Bosch has developed an innovative United States. In Germany, it has solution for the remote monitoring been responsible for the technical of patients who suffer from chronic side of the “Partnership for the conditions. In addition to involving Heart” consortium since 2006. the routine recording of medical As part of a clinical study data such as blood pressure, sponsored by the German Federal weight, blood sugar, and oxygen Ministry of Economics and Technol- saturation, the Bosch Telehealth ogy and conducted in partnership Plus concept also asks patients a with Charité Hospital in Berlin and series of questions on a daily basis the Robert Bosch Hospital in and gathers feedback about their Stuttgart, scientific evaluations state of health. have been performed to determine At the medical monitoring the benefits of telehealth for centers where the data is sent for applications in Germany. evaluation, medical personnel can These evaluations show that put together a complete picture of telehealth monitoring – when it is patients’ health. Round the clock, used to complement officially they can better track how patients’ approved out-patient care – can conditions are progressing. significantly improve quality of life, Bosch “Telehealth Plus” allows Patients enjoy greater quality of and in some cases even the life medical personnel to monitor life, since they can often remain in expectancy of patients with their patients better and more their familiar domestic environ- congestive heart failure. efficiently – without the need for frequent visits to the doctor or the hospital. 6 01 “Whatever my company makes, it must be first-class and fault-free.” Robert Bosch and long-distance trips, in contrast, With all these products, plus the will be improved, fuel-efficient diesel lithium-ion batteries from the SB Electromobility and gasoline engines. Hybrid drives, LiMotive joint venture set up with the The powertrain a combination of internal-combustion engines and electric motors, will be Korean company Samsung SDI, Bosch is in a position to supply the of the future an option for any type of driving. entire electrical powertrain – from Bosch has based its long-term the energy-storage medium to the What kind of propulsion system will strategy on these considerations, electric motor. power the car of the future? There fine-tuning diesel and gasoline en- Each year, Bosch makes some is no clear answer at present. What gines while at the same time investing 400 million euros available for power- is certain is that the system will be major effort in the electrification of train electrification. Since 2010, the based closely on drivers’ specific mo- the powertrain. parallel full-hybrid system, a Bosch bility needs. In the long term, electric Bosch already has a full product innovation, has been available in two motors will play an important role. portfolio for hybrid and electrical premium-class models. And 2011 will They will offer the greatest ben- powertrains. It includes core compo- see the premiere of our hybrid tech- efits in short-distance driving in the nents such as the power electronics nology in combination with a diesel world’s growing megacities, reduc- systems which control the energy engine. ing emissions in major population flows in hybrid and electrical vehicles, centers. The best option for medium- as well as high-torque electric motors. 125 years of Bosch Power of innovation 7 Powertrain diversity In the long run, the electric motor will Electric/fuel cell prevail as the automotive powertrain. Until then, however, the internal-combus- Electric/battery tion engine will dominate the scene. Electric/range extender Electric/range extender Controlled auto-ignition Controlled auto-ignition Hybrid Hybrid Hybrid Alternative fuels Alternative fuels Alternative fuels Diesel Diesel Diesel Diesel Gasoline Gasoline Gasoline Gasoline 2010 cylinders and 1.1 liters of displace- Internal-combustion engine ment – without sacrificing power or Diesel and gasoline: comfort. Thanks to Bosch technology, still frontrunners for these engines will run much more ef- years to come ficiently. By 2015, a gasoline-powered car will consume only 5.5 liters per Electric vehicles use energy extremely 100 kilometers – 29 percent less efficiently. In the long run, therefore, than today’s standard engines. In the 02 the electric motor will become the same year, a diesel-powered car will most important automotive power- burn only 3.6 liters per 100 kilometers train. – about one-third less than today’s For the next 20 years, however, diesel engines. the internal-combustion engine will What is more, carmakers are remain the powertrain of choice. Per harnessing other technologies to kilogram of energy storage, and as further cut vehicle consumption technological developments stand and emissions. By designing more at present, a car equipped with an streamlined car bodies, they are internal-combustion engine can drive reducing aerodynamic drag. They are roughly 40 times farther than an elec- also paring down vehicle weight and tric vehicle. And there is still potential minimizing rolling resistance. to further reduce the consumption All in all, automobiles that are and emissions of internal-combustion fully optimized in the ways described engines. above will consume at least 50 01 Bosch is developing innovative percent less fuel than automobiles In Hildesheim, Germany, Bosch has set up solutions for both gasoline and diesel do today. Under standard conditions, a new manufacturing facility for electric engines. The new components and consumption of roughly 4.4 liters of motors. systems that are being engineered gasoline or some 2.9 liters of diesel 02 today will be ready for the market by per 100 kilometers can by all means In modern diesel engines, injection systems 2015. Extreme downsizing will reduce be achieved in the future. play a major role in reducing consumption diesel and gasoline engines to three and CO2 emissions. 8 945,829 Pilot project in Singapore automobiles Technology 26,073 taxis of the future When it comes to electric vehicles, Service providers, for example, might Bosch can draw on a wealth of exper- one day propose routes to drivers that tise not only in powertrain technol- take into account their electric vehi- ogy, but also in the corresponding cles' ranges, the charge spots that Software from infrastructure. In Singapore, Bosch are available, and the current traffic Lake Constance has successfully bid for a pilot situation. On their navigation devices project. It involves a software-based and cell phones, drivers might also The infrastructure project in Singa- service platform for electromobility receive information about the best pore will be spearheaded by Bosch as well as the requisite charging and way to reach their destinations using Software Innovations GmbH, the communication infrastructure. The alternate routes that include public Bosch Group’s software and systems target customers and users of the transportation. unit. This subsidiary originated from platform include people who own or eMobility Solution is based on Innovations Software Technology rent electric vehicles. Visual Rules software, which allows GmbH, which Bosch acquired in specialist users to independently 2008, and can draw on both the ex- An open and flexible design define and modify business rules. pertise of Bosch as a global provider The software also makes it possible of technology and services and on its The internet-based “eMobility for other companies to integrate their own long years of experience. Solution” not only helps drivers find business models into the eMobility Bosch Software Innovations, available charge spots, but also lets Solution. Those companies might which is headquartered in Immen- them reserve spots in advance. That include operators of parking garages staad on Lake Constance and has is particularly significant in mega- or facility managers, for example. The other locations in Singapore, Chicago, cities, where parking space and thus solution can be adapted to existing and Stuttgart, employs just under space for charge spots is limited. information and energy networks, 300 specialists, who develop software eMobility Solution is designed to be allowing an e-mobility network to be for energy management, mobility, open and flexible, so that additional tailored to the existing infrastructure telehealth, and the finance sector. Its business models and value-added in a given city. web-based solutions are designed to services can be integrated, such as eMobility Solution was specifi- network different components and the option for drivers to reserve cally designed to be open enough to systems via the internet and thus power from renewable sources at allow even competing companies to offer users and operators market the corresponding “eco-rates” or – public utilities, for example – to access for new business models. plan routes including alternative participate, and other providers to This especially applies to areas of forms of transportation. Especially integrate their charge spots. This technology that are relevant for in megacities, there is a growing approach actively encourages Bosch, such as energy, mobility, realization of the many possibilities unrestricted competition when it healthcare, and the environment. In this integrated service platform comes to creative e-mobility service the coming years, an increasing offers. The Singapore government ideas. It is accessible and flexible, number of smart systems will be has now taken the initiative and is offering customers a broad range of communicating automatically with working together with Bosch to make services and a high level of informa- each other online. Experts forecast this pioneering technology a reality. tion security at the same time. that, 15 years from now, the resulting 125 years of Bosch Power of innovation 9 “internet of things and services” will interconnect more than 50 billion components – from tiny sensors to high-performance computers. area e-mobility in Singapore 4.6 million 01 inhabitants “eMobility Solution,” the Bosch web-based service platform, helps the drivers of 6,550 inhabitants electric vehicles to quickly find a vacant per km2 charge spot. 01 10 Drivers of innovation “Of researchers and inventors, movers and shakers, and the spirit of the company …” “never been bored.” Which is not to of progress, Bosch allowed him to say that wrestling daily with chal- take on another associate. Together Engineers in close-up lenges – which may or may not even with his new colleague Andrea Urban, have solutions – is all just a walk in Lärmer cut the Gordian knot. The Marathons of the the park. It requires tremendous two managed to develop a process mind patience, perseverance in the face for the mass production of microsen- of frustration, and a certain faith in sors, which was key to manufacturing Franz Lärmer believes that the South serendipity. According to Lärmer’s highly sensitive yaw-rate sensors. Tyrolean air turbocharges the brain. co-worker Andrea Urban, it’s mostly Yaw-rate sensors are at the heart of With his eyes turned to the Cima a painstaking process – conduct- the ESP® electronic stability program, Grande, which at 2,999 meters is the ing tests, following clues, analyzing the highly successful safety system highest peak of the “Tre Cime di Lava- results, and examining irregularities Bosch supplies to the automotive redo” mountains in Italy, he set off on closely. “One by one, the pieces of the industry. the hike that was to spark a brilliant puzzle fall into place, finally produc- On the long road leading to the idea. That same evening, the vaca- ing a complete picture – the solution,” breakthrough, the two researchers tioning Bosch associate would fax a she says. encountered every imaginable high hand-written invention disclosure to Franz Lärmer and Andrea Urban and low associated with an extremely his company’s patent department. have known and respected each demanding research project. Some- Explaining the anecdote from his other for a long time. Working in the times intuition determined their next anything-but-ordinary career, he says, Research and Advance Engineering step, sometimes logic, and some- “My best ideas come to me when I'm corporate sector in the early nineties, times they disagreed on how to pro- showering or hiking.” Lärmer’s task seemed to be an insur- ceed. And then there were, of course, By his own account, the physicist, mountable one. When his work none- the moments when they seemed at a scientist, engineer, and inventor has theless started to show initial signs complete impasse. Dr. Franz Lärmer The 50-year-old scientist won the “Inventor of the Year” award in 2007. – 1960: Born in Waldsassen, Germany – 1980: Graduated from high school – Until 1986: Studied physics in Munich and Zurich – 1989: Received his PhD in Munich. At Bosch since 1990 After hours, Franz Lärmer looks for a change of pace from his demanding job by hiking in the mountains, diving, and cooking. But even at home there’s no escaping his vocation: “No electrical installation or water pipe is safe when I’m around.” 125 years of Bosch Drivers of innovation 11 Andrea Urban The 43-year-old engineer won the “Inventor of the Year” award in 2007. – 1967: Born in Waiblingen, Germany – 1987: Graduated from high school in Schwäbisch Gmünd, then studied surface technology and materials science at the Aalen university of applied sciences. At Bosch since 1992 Andrea Urban likes to recharge her batteries by gardening. She also finds relaxed get-togethers with friends a welcome change of pace. Throughout their scientific (ad)ven- works in close cooperation with tention to new things. With relish, he ture, the associates knew that they mechanical engineers, develop- then returns to the search for the next could always count on support from ing sensor process technology for big idea and admits to having taken Bosch. Research is regarded as one automotive and consumer products “even greater risks” since winning the of the pillars underpinning the com- such as cellphones. Miniaturization inventor’s award. Currently, Lärmer is pany’s future success. Even in times continues apace, and demands on focusing on questions related to medi- of crisis, it remains virtually non- microelectromechanical sensors and cal technology. If the microsystems negotiable. Lärmer credits his em- applications are also growing. Adapt- technology for diagnostic platforms ployer with “admirable stamina and ing and fine-tuning the manufacturing requires it, he is quite prepared to patience” when it comes to pursuing processes involved is often anything demand everything of his staff and ideas that promise business success. but easy, and that places great push them to the limits. “The task has In 2007, the solution to microsensor responsibility on Andrea Urban, who to be as challenging as possible” is his manufacturing also earned the duo must deal directly with the logistics of motto. the title “Inventor of the Year” from production. Giving your all is as essential in the European Patent Office. Today, Franz Lärmer has remained at this profession as in sports. “Research both are still diligently adding to their the Bosch corporate headquarters is like running a marathon,” says Franz extensive patent collections. at Schillerhöhe near Stuttgart. As Lärmer. “Only those at the top of their Nonetheless, Andrea Urban a trailblazer in the field of applied game reach the finish line.” believes “an idea of that caliber research, he has to “be able to let only comes once in a lifetime.” She go” of a successful project about has subsequently taken a position two years before it is ready for series at Bosch in Reutlingen, where she production so that he can turn his at- 12 Dr. Volkmar Denner, member of the board of management responsible for research and advance engineering “We need researchers with rough edges.” Interview The scope of the Bosch Innovation Award was extended recently to include business models – a sign that Bosch is redefining its understanding of innovation. What was the reason for that? And what does innovation mean to you? For me, a Bosch innovation is in the first instance a new and meaningful thing that has been “Invented for life.” But in the future, we will focus on more than just products. By expanding the Innovation Award, we want to encourage people to turn more of their attention to new types of business models. Product innovations alone won’t be enough to ensure our company’s continuing success. A new product starts with an idea, and that takes creativity. Can creativity be planned? Creativity needs freedom, and it especially needs inspiration and the ability to connect the dots between different things. So creativity can only be planned to a limited extent. It’s mainly the atmosphere, the setting, that must be creative. And it needs tolerance of mistakes. We need an attitude, a spirit that allows creative minds to tackle innovative topics, even if there is the risk of failure. 125 years of Bosch Drivers of innovation 13 How does Bosch manage to generate that spirit and keep it alive? The basic premise is getting the right people together in a team. And having enough of the right kind of knowledge in that team. Innovation teams call for a special management style which I would describe as a balance between granting autonomy and providing support. What role will web 2.0 tools – new communication platforms, that is – play in future innovations? We are experiencing a major transition right now. It is becoming more and more important to work in large, international, intercultural, and virtual teams. That will become the norm one day. We use web 2.0 to work with teams that are spread across the globe. Innovation is still managed with a relatively firm hand today, but we are planning to develop a new platform, Inno@Bosch. Its open architecture, which emphasizes spontaneous and creative elements rather than management elements, is designed to encourage interesting new ideas and innovations. Does Bosch need to become as unbureaucratic, straightforward, and fast as Facebook or Google? We certainly want to move more in that direction. In the future, we will have more platforms, especially those where experts can meet, exchange information, and work on projects. And that will enable them to develop solutions much faster and more creatively than they can today. The Bosch Group operates in many different fields. Is there such a thing as a technical common denominator for the innovations it comes up with? On the technical side, metering, governing, and control are the factors common to all our work. More generally, however, all of us at Bosch are motivated by the same thing: we embrace the process of continuous improvement. That drives innovations at Bosch forward – and not just in development, but in every other area as well. What are the focal points of the company’s innovation efforts at the moment? Right now, the focus is on high-precision materials processing – in high-pressure injection systems, for example. We are also looking into the use of new materials, simulation technology, and control technology. And software technology will be much more in focus in the future. The internet is playing a more important role; it won’t be just people but also systems communicating with each other. So we are turning our attention to new fields such as the increasing use of software and services. So what challenge will define the next 20 years? The challenge will be to shape this process of development. We will incorporate more software into the company, together with the services related to that software. One good example is the expertise at our Bosch Software Innovations subsidiary. Their software can accommodate new business models that rely more heavily on the internet, as pilot projects with several divisions have success- fully shown. And after that? With the ever more sophisticated links on the web of the future – web 3.0, or the internet of things and services – hardware elements will also play a major role: sensors and control units, for example. The Bosch Group is strong in this area, and I see major opportunities for us here that we should take advantage of. 14 What does Bosch get out of the exchange with universities and other institutions of higher education? Our exchange with leading research institutions ensures that we are always up to speed on the latest technology. Every one of our fields of activity needs access to that technology. Without it, they would inevitably fall behind and lose their competitiveness within a few years. That is one reason we are steadily expanding our regional research centers in the U.S., Asia, and Russia. In the pursuit of innovation, is Bosch also harnessing synergies across its divisions and business sectors? Certainly. We’ve made the most progress with automotive technology, where we have been working on networked functions across divisions for several years now. In building technology, we will also generate substantial added value when Thermotechnology, Solar Energy, Security Systems, and other divisions start to collaborate more extensively on home energy technology. There is still vast potential there. And Bosch is in an outstanding position to tap into it. How does Bosch attract the best talent for development and innovation? By cultivating a well-established network with leading universities. Of course, our reputation – the image Bosch enjoys as an innovative, well-positioned company – is also vital. And when we actually hire university graduates, one thing is decisive: to create an environment where maverick personal- ities feel at home. Every large company tends to smooth out its associates' rough edges over time. That’s a tendency we need to counteract resolutely, especially if we want to encourage high-tech innovation. The most capable people often have rough edges, so they’ll only come to Bosch if they know they can stay that way. What qualities do you look for in young researchers and engineers? They should have a broad education, and they should enjoy designing technology that benefits people. They need to be team players, of course. And as engineers, they need a fairly high frustration threshold – they must be able to deal with technical setbacks. How would you answer if the world’s most talented researcher or engineer asked, “Why should I go to Bosch? What’s so special about them?” Invented for life – I think everyone can identify with that. Invented for people, to improve their lives. That was Robert Bosch’s goal when our company was founded 125 years ago. Ever since then, it has called for idealism, especially from highly qualified researchers and engineers. Plus, it’s important for them to find enough like-minded peers – we don’t want these people to be lone wolves. Finally, we are looking for the kind of researchers who love seeing the results of their work translate into ben- eficial products. For a complete version of this interview, go to: www.bosch-presse.de/interviews 15 01 “People may say I am not an inventor …” Industrial Technology business sec- his 1918 design of the armature in a tor. And in 1933, it launched the first circle, the symbol Bosch still uses to Robert Bosch refrigerator for household use. this day. Not an inventor – Ensuring quality and reliability were Bosch’s forte, not inventing. No Gradually, more and more associ- ates added to the seeds Honold had an astute judge of photograph exists of him sitting at planted, joining Bosch to develop new human nature a drawing board or at a workbench in the test workshop. But he knew products. When the company divi- sions were created in 1959, each had how to choose the right people to do its own development department. “People may say I am not an inventor: the inventing, and he gave them the But Bosch also needed to create indeed, I do not pretend to be one. freedom they needed to do their jobs the basis for the corporate develop- What I am is a man who has man- well – the time, the space, and the ment of new products, and so it aged, through staying power, by good financial resources. concentrated research and advance example, and by treating my associ- engineering in a single corporate ates well, to build up a company that sector. As a cross-divisional hub, has a good name all over the world. I that sector created the conditions in owe my success in no small part to my which innovations could originate. Its tenacious thoroughness, which has Research and development work has included basic chemical and prevented anything of poor quality from leaving my workshop.” Behind physical research on the materials used to manufacture the microchips These words, spoken by Robert the innovation in electronic control units. Bosch in 1931 on his 70th birthday, In today’s Bosch Group, some do not even hint at the overwhelm- Bosch had a development depart- 34,000 associates around the world ing innovative strength his company ment as early as 1901 – a one-man work in research and development. had built up by that time. Bosch had show by the name of Gottlob Honold, launched the diesel injection pump in who tinkered away in a modest 1927, created the first power tool in wooden shack on the Bosch factory 1928, and started developing televi- grounds. After starting out as an 01 sion cameras in 1929. In 1930, about apprentice with Robert Bosch, the en- Robert Bosch 1936. The company founder, who never wanted a year before Robert Bosch made gineer Honold came to be seen as the to be seen as an inventor, had a good nose his birthday statement, his company epitome of innovation at Bosch, and for associates with innovative ideas and set up the special-purpose machin- remained so until his early death in the ability to translate them into success- ery unit – the forerunner of today’s 1923. Honold’s inspirations included ful series-manufactured products. 16 01 The development of gasoline injection Bosch engineers set themselves two systems at Bosch had less to do with development objectives. First, they Diesel and gasoline the potential loss of a market than aimed to create a system that would Securing with safety considerations. So it was that Bosch started testing gasoline control all four wheels, so that cars would remain in their drivers’ control. the future injection systems in aircraft engines Second, they focused on systemati- in 1932. In cars, the systems began cally fine-tuning integrated circuits The success story of the diesel displacing traditional carburetors to bring the number of components – engine in commercial vehicles began on a large scale in the 1980s. Here initially on the order of 1,000 – down around 1920. Robert Bosch was too, Bosch’s innovations proved far- to a minimum and thus improve the quick to respond to the new develop- sighted: meeting today’s emissions reliability of ABS. ments. In 1922, he ordered develop- standards would not be possible with This is what makes ABS so ment work to start on diesel injection carburetor engines. typically Bosch – it is an innovation pumps. After all, his best-selling prod- that is not the product of a flash of ucts were ignition systems, and they genius, but the result of years of weren’t needed in diesel engines. painstaking engineering. It is also After production began in late ABS and ESP® why it takes a number of years for 1927, Bosch rapidly became the European market leader for diesel Staying on track many Bosch innovations to pay off. Experts at Bosch spent years technology. Bosch followed the strat- despite obstacles putting ABS through its paces under egy of securing its future through extreme testing conditions (the selective innovations in a well- Bosch can claim to have launched the picture above was taken in 1973). researched field. It was not always world’s first series-produced antilock They also focused on streamlining an easy task, as Robert Bosch’s braking system in 1978. Today, ABS is microchip production to make daughter remarked at the time: as much a part of everyday automo- ABS affordable. Only then could “Going into diesel-pump production tive vocabulary as windshield wipers. ABS and its successor, the ESP® is as though you were setting up your While the Bosch-designed ABS electronic stability program, gain company for a second time.” Still, the was not the first of its kind, all the broad acceptance. ESP® prevents Bosch strategy proved to be the right earlier versions of the technology vehicles from skidding and is thus one. Today, diesel-powered vehicles were expensive, custom-built, me- credited with averting nearly one in are no longer criticized as slug- chanically operated systems intend- two serious or fatal single-vehicle gish and smelly – they are fast and ed for aircraft and luxury vehicles. accidents – making it second fuel-efficient, and satisfy very strict Malfunctions also meant they were only to the seatbelt as the most emissions standards. an unacceptable option for drivers. important safety system in cars. 125 years of Bosch Drivers of innovation 17 02 Industrial technology Innovation for in- house production The seed that grew to become today’s Industrial Technology business sector can be traced back to a dire predica- ment. Robert Bosch discovered that no one made the special lathes he needed to produce ignition systems. This difficulty gave rise to a pragmatic solution: in-house produc- tion. All the necessary expertise was certainly available in-house, and the new approach made custom solutions ness unit was founded, which in 1996 expertise, this special-purpose unit possible. When similar situations kept became the Automation Technology consistently came up with innovation cropping up, Bosch finally decided division, and which today is known as after innovation. The world’s first to set up an in-house unit to produce Drive and Control Technology. swivel-arm robot, launched in 1976, manufacturing equipment. In 1930, To preserve Bosch’s competitive was one of its innovations. a special-purpose machinery busi- edge in the field of manufacturing 03 Power tools 01 Tests with the W114-series Mercedes Benz New motor design in 1973. The antilock braking system was gives rise to one of the most significant Bosch innova- tions of the 1970s. Before the system could a new division be launched, prototypes underwent en- durance tests under extreme conditions. Product innovation sometimes moves in mysterious ways: the 02 origins of Bosch power tools, for Fully automatic parts processing in the instance, lie in the Forfex hair trim- Power Tools division, 1983. Bosch has always endeavored to set up optimum mer. Launched in 1928, it paved the manufacturing processes. When certain way for a new division at Bosch that items of manufacturing equipment could would diversify its activities and not be purchased in the early 1900s, thus help to reduce the company’s Bosch gradually established a unit of its reliance on a single area of business. own to make them. The Forfex had an innovative manufactured in 1932. The product 03 design: its motor was built into its was an instant hit, and so what was Bosch shift supervisor with an electric handle. That made it very easy to originally a power tool for internal drill, 1937. A hair trimmer was the basis use – and thus the perfect blueprint use became a commercial success for an innovative power tool that was light for power tools. Bosch used this story that endures to this day. and had its own integrated motor. This tool formed the basis for today’s Power successful motor design as the Tools division. basis for the first hand-held drill, 18 Culture of innovation Safe, clean, and efficient technology – opportunities for consumers and associates “ABS 9 base” – at 0.7 kilograms, much 01 lighter and just half the size of its predecessor. That made it by far the Saving fuel with most compact system in the market, suitable for use in all motorcycles that start-stop systems have hydraulic brake systems. This active safety system allows If we are to continue reducing fuel motorcyclists to brake safely in critical consumption and thus CO₂ emissions situations without the wheels locking in the future, innovative solutions will up, and without having to fear an be needed. Too much fuel is wasted Motorcycle ABS can inevitable fall. Braking distance is also when engines are left running at red reduced considerably. Experts regard lights or in traffic jams. That is where save lives the motorcycle ABS as a huge boost the Bosch start-stop system comes in. to safety, and international studies For the ADAC, Europe’s largest auto- have shown that the system can save A saving of up to 8 percent in mobile association, it was an achieve- countless lives. urban traffic ment worthy of special recognition: in 2010, the new Bosch motorcycle ABS It automatically stops the engine when garnered its coveted “Gelber Engel” the vehicle comes to a standstill – at a (yellow angel) innovation prize. The red light, say, or in a traffic jam – and judges found the braking system’s it restarts the engine as soon as the potential to save lives particularly Drives clutch is engaged and the car is shifted worthy of recognition. for e-bikes into first gear. The system makes it possible to reduce fuel consumption “Yellow Angel” for Bosch Bosch has entered the growing by up to 8 percent in urban driving. motorcycle ABS market to supply electrical drives for Since start of production in 2007, pedelecs, and it aspires to become Bosch has equipped some 2.5 million The Bosch engineers’ innovative one of the leading providers. In rolling vehicles with this system. achievement was to develop an ABS out its new product for the bicycle system tailored specifically to two- industry, Bosch drew on its expertise wheeled vehicles and their technical in electronics, electrical drives, 02 specifications. The previously avail- sensors, and battery technology. able systems had all been derived from At the heart of the e-bike drive is the passenger-car technology and were drive unit, an electric motor with a appropriate mainly for large motor- control unit and sensors. The first cycles with 250 cc displacement or bikes featuring Bosch drives pre- more. But they were simply too heavy miered at the Eurobike trade show for smaller classes. That was the held in Friedrichshafen, Germany, in challenge the engineers at the Bosch September 2010. motorcycle ABS competence center in Yokohama, Japan, decided to tackle. They created the new-generation 03 2 mm the European Patent Office for the process they developed to verti- Sensors cally structure silicon – known as the Consumer sensors Electronic “Bosch process.” Based on this inven- tion, Bosch has successfully taken Ever smaller, ever sensory organs a series of microelectromechanical more economical processes from the research lab to It all began in the mid-1980s, when industrial mass production. This was Microelectromechanical, or MEMS, a small team of Bosch researchers also judged worthy of an award, with sensors are increasingly being used developed basic techniques for the the 2008 German President’s Future in mobile consumer products, where manufacture of microelectrome- Prize going to a Bosch team. they are making new functions possi- chanical components, thus laying the ble. The sensors can now be used not foundation for high-volume sensor Number one for microelectro- only for common functions such as production. But few people at the mechanical sensors the automatic rotation of display con- time could have guessed how quickly tent (portrait or landscape). They can microsystems technology would Sensors enable machines to detect also be used to register hand move- gain popularity. It is one of the most and monitor their environment. ments that are used to control devices, remarkable of the many stories of in- MEMS sensors feature mechanical and to protect laptop hard drives novation at Bosch. Since production components such as springs, beams, against data loss caused by rough started in 1995, Bosch has manu- weights, and membranes, all in the treatment. In cell phones, the sensors factured well over 1.5 billion micro- form of delicate silicon structures improve the accuracy of pedestrian electromechanical (MEMS) sensors. only thousandths of a millimeter navigation features and can help Today, it turns out nearly 400 million thick. They accurately and reliably subscribers navigate inside build- units a year. That is more than a mil- measure physical parameters such as ings, accurate to the nearest floor. lion a day, making Bosch the undis- pressure, acceleration, yaw rate, and For the consumer sector, it is puted leader in the global market for flow rate. not sufficient simply to deliver reli- MEMS sensors. Microelectromechanical sensors ability and robustness. While this This success has not gone un- have found widespread use in the is enough for automotive engineer- noticed. In 2007, Bosch research- automotive industry. In vehicles, they ing applications, the consumer sec- ers won the Inventor Award from are used to measure intake pressure tor needs sensors to be economi- for engine management, to gauge yaw cal, as well as ever smaller in size. rate for the ESP® electronic stability Measuring just 2 x 2 x 0.95 milli- program, and to detect impacts for meters and with a standby power 01 airbag deployment. Bosch sensors consumption lower than the battery’s Brake trials to test motorcycle ABS are used by many major automotive self-discharge rate, Bosch MEMS 02 suppliers worldwide. acceleration sensors are the world’s The start-stop system reduces fuel con- smallest. The company has thus sumption at traffic lights, for example. taken the technological lead in the acceleration-sensor market. 03 Bosch has pooled its consumer Bosch has already produced more than 1.5 billion microelectromechanical product sensor business in its Bosch sensors Sensortec GmbH subsidiary. 20 sumption and hence CO₂ emissions by up to 25 percent, and brake wear Bosch Rexroth by as much as 50 percent. This cuts Packaging technology Tapping into operating costs significantly. Following a successful test phase, Intelligent stored energy the HRB system went into series pro- conveyor system duction in October 2010. Numerous Increasingly scarce resources, garbage trucks featuring the system Perishable foodstuffs and confection- growing environmental awareness, are already being used regularly by ery items must be placed quickly and volatile fuel prices, and tighter emis- private and municipal operators in spaced evenly as they move toward sions standards around the world over ten European and North Ameri- the point of packaging. Achieving are speeding up the introduction of can cities, including Kiel, Germany; this used to require highly complex alternative drive concepts. Nantes, France; New York City, USA; belt systems or robots. Now, Bosch Bosch Rexroth has come up with and Vienna, Austria. has developed a smart mechatronic a particularly innovative solution for After exhaustive tests, Kiel’s system that does the job even when commercial vehicles, the HRB hydro- municipal waste management com- the product flow fluctuates. The static regenerative braking system. pany purchased vehicles with HRB advantages of this new, rotating-belt It reduces fuel consumption, is eco- technology, and is very satisfied with conveyor system are its extremely friendly, and cuts operating costs. the investment. “The Kiel municipal compact size, fast format switches at The system is designed for use council is committed to environmen- the push of a button, and gentle prod- in heavy vehicles that have to stop tal protection, and we as a municipal uct handling. Linear motor technology and start frequently, such as garbage company aim to help meet the targets allows independent control of the trucks, school buses, public buses, that have been set,” says Sigfrid individual carriers. A central control and shuttles, as well as earthmoving Schock, head of waste logistics and unit uses a real-time bus system to machinery. technology. Two vehicles are already coordinate the carriers, making the The way the hydraulic hybrid out and about on Kiel’s roads, and conveyor system extremely dynamic, works is simple. Instead of the kinetic there are plans to purchase additional with speeds of up to four meters per energy that is generated during brak- trucks equipped with Bosch Rexroth second. ing being wasted as unused heat, it is technology. The higher acquisition converted into hydraulic energy and costs for a vehicle with a hydrostatic stored in special pressure accumula- hybrid drive are offset within six years tors. During the next acceleration at most. cycle, the stored energy is fed back into the propulsion system to reduce the load on the internal-combustion engine. The economic and environ- mental advantages of the technology are compelling. It lowers fuel con- 01 01 Municipal garbage-disposal operators in many cities have equipped their garbage trucks with Bosch Rexroth’s fuel-saving system. 02 The compact Ixo drill/driver is the world’s widest selling power tool 125 years of Bosch Culture of innovation 21 target groups. The handy cordless drill/driver quickly became a model Power tools for a whole range of tools – tools for Household appliances Drill/driver with do-it-yourselfers, for professionals, and even for use in the garden. Smart washing machines cult status By 2011, 90 percent of all cord- Brand new on the market: a Bosch less devices in Europe are expected washing machine that can figure out to feature lithium-ion batteries. Bosch by itself how much detergent to use. 02 leads the way in this technology, and Depending on how much laundry you offers the largest range of any manu- have, how soiled it is, and how hard facturer. your water is, the machine automati- cally releases the right amount of liquid detergent and softener, which flow from its reserve tank into the water. This precise dispensing system reduces Heating technology the amount of detergent used in the washer by up to 30 percent compared The Ixo, the world’s most successful Comfort and con- with conventional appliances. The new cordless drill/driver, has achieved venience at the Logixx 8 washers are also equipped cult status. There are a number of with special sensors that can recognize Ixo versions available: a standard touch of a button fabric types and how dirty the laundry and ready-to-use version, a version Hot water supplied quickly and at is, and adjust the amount of water with special adapters for driving the constant temperature needed pumped in, the number of rinse cycles, screws around corners, one with a for showering or rinsing your hands and the spin speed accordingly. torque limiter for lovers of detail, one – that is the definition of convenient with Swarovski elements for home hot water today. improvement with style, and a special And Bosch has now gone one step edition for opening wine bottles. further with its innovative Compact Security systems Today, some ten million of the Advanced Electronics (CAE) solution. Sharp images small, versatile drill/drivers are being Given sufficient water pressure, CAE used by do-it-yourselfers around the gas-fired instantaneous water heaters At Bosch, the drive to innovate is just world. No other power tool has ever can deliver the same level of conven- as evident in security-systems tech- sold so widely. As the world’s first ience, but without the need for an nology as in any other division. Bosch tool to feature lithium-ion battery external power supply, either from the has developed a full range of high- technology, the Ixo created a new power grid or from batteries. A kind definition devices for video surveil- market in 2003. of miniature hydropower plant inside lance. From the camera lenses to the With its ergonomic pistol-like the boiler generates the electrical monitors, everything works together shape, the Ixo weighs in at only 300 power needed for the pilot light and for crisp, sharp images. Even the grams, but it packs lots of power for control functions. tiniest background features are easy all the usual tightening and assembly The kinetic energy of the water to identify. Every detail is captured, jobs around the home. Thanks to its drives a turbine, and a hydrodynamic without any compromises in frame lithium-ion battery, it does not self- generator then produces the neces- rate. For security staff, analyzing discharge but retains its full power sary electrical current from that spin- video images is thus much easier with even after being left unused in the ning turbine. Thanks to a navigation the help of Bosch security systems, drawer for a year. menu, it is very user friendly: at the which are also ideally suited to facial The advantages of lithium-ion touch of a button, water temperature recognition and similar biometric technology secured the Ixo’s remark- can be set to the nearest degree. applications. able success across all markets and 22 frame, leaving many students with a packed syllabus that gives them less PreMaster program time for internships. Bosch competence Bringing theory and The large number of applicants management and participants goes to show that practice together Bosch has put its finger on a gap in “Only with motivated and capable as- the market. There are currently over sociates will we be able to apply the The PreMaster career program was 60 graduates with bachelor’s degrees Bosch corporate strategy success- launched in June 2008. Specially who are under contract at Bosch, with fully,” says Dr. Wolfgang Malchow, tailored to young university graduates men and women represented equally. the director of industrial relations at who have bachelor’s degrees, it offers The PreMaster program is exactly Bosch. That is one of the many rea- the opportunity to gain valuable, well- what young people want and need sons why Bosch has introduced com- paid work experience over a period of for their career planning. It combines petence management. Its goal is to up to twelve months. undergraduate and postgraduate systematically ensure that associates Prerequisites for the program studies with valuable professional with the necessary skills are available include a bachelor’s degree in a tech- experience to create an attractive in the right place at the right time. nical or business field, an excellent education package. It focuses on professional and con- transcript, a good command of Eng- “Bosch was the first German ceptual skills, which are developed lish, a proactive mindset, team spirit, industrial enterprise to offer a career either in seminars or on the job, using and innovative drive. After the partici- program specifically tailored to the strategies such as job rotation. pants have completed the program needs of graduates with bachelor’s and begun to work on their master’s degrees,” says Dr. Wolfgang Malchow, degrees, they remain in close touch director of industrial relations at with Bosch and are supervised by a Bosch. The program is an important mentor. They also have the option of tool that will help the Bosch Group working directly at Bosch while they meet the challenges posed by demo- pursue their degrees, thus gathering graphic change and by the resulting practical experience related to their shortage of engineers. studies. The aim of the program is to offer students the practical experience that few are able to gain while study- ing today. Now that degree programs have been reorganized in the wake of the Bologna Process, courses are concentrated into a shorter time Career start Study for master’s Education for life degree Bosch offers graduates with bach- Practical experience elor’s degrees a comprehensive education package comprising phases of practical, in-company experience before and during their Study for bachelor’s degree PreMaster program studies for a master’s degree, as well as a mentoring program and attractive compensation. 125 years of Bosch Culture of innovation 23 718 Europe 124 568 Americas 37 321 164 43 76 Asia Pacific, Africa 23 Innovation through International internationalization exchange of specialists between … Bosch has regional subsidiaries in Asia Pacific, Africa, and the Americas over 60 countries. If its sales and Europe, Asia Pacific, and Africa service partners are included, then Europe and the Americas the company is represented in 150 Countries on the same continent countries. Bosch’s international reach is also clearly visible in the more than BMS consultants are deployed when- 300 manufacturing sites it operates ever a Bosch location needs specialist worldwide. Over 60 percent of Bosch Keeping expertise expertise or is experiencing tempo- associates work outside Germany. rary bottlenecks. Innovation through internationali- on board The senior experts, all between zation is a key objective at Bosch – 60 and 75 years of age, work across one that is pursued in part by offering Bosch has been expanding its senior the globe. Their assignments vary. associates the opportunity to work expert service for over ten years. They might step in for just a few days, abroad. The team that works on the The company’s seasoned associates lending a hand during the switchover project to develop and manufacture possess a wealth of expertise and to a new production line or helping to the Bosch components for the Tata experience. Bosch Management Sup- identify the cause of a technical mal- Nano microcar in India is made up port GmbH (BMS) was set up to make function. Or they might work for a few of Chinese, Indians, Germans, and sure this valuable resource is not lost months to facilitate processes such as Turks, for example. when they retire. setting up a branch office in China. In 2010, some 2,200 expatriates When it was established in 1999, BMS consultants draw on a grand were working on assignments away BMS was the first organization of its total of 25,000 years of experience. from their home countries for a kind in Germany. Since then, it has Most of them are longstanding period of longer than two years. Of proved so successful that branch Bosch veterans with track records these expatriates, 40 percent were offices have sprung up in Brazil, of 30 years or more. “In this way, we non-German citizens working outside India, Japan, the U.K., and the United keep expertise on board, even when their home country – whether in Ger- States. A total of over 900 in-house people retire from active working life,” many or elsewhere. There were also senior experts with Bosch experience says Dr. Alfred Odendahl, one of the some 1,700 associates on interna- are currently on call. two BMS managing directors. tional assignments lasting two years or less. 24 contribution, safeguarding the earn- ings power and financial strength of the Bosch Group and support- Putting a figure ing its future growth. In 2010, the fig- Transparency on success ure used to calculate cost of capital of financial flows remained unchanged at 8 percent. We have collected the principles Value contribution is a measure Over the course of the past few years, and guidelines which we observe in of the success of each operating unit, a Bosch “in-house bank” has been our dealings with our partners and using a single indicator that takes into created by systematically centralizing each other and published them in a account both profitable growth and the company’s financial activities. brochure known as the House of Ori- improvements in profitability. Value- This “bank” directs the Bosch Group’s entation. A central position in this bro- based management also highlights global risk and liquidity management chure is taken up by the Bosch values, where divisions have potential to and provides Bosch companies with which, in addition to future and result improve value contribution by way of financial services tailored to their spe- focus, include responsibility and price and cost management, asset cific needs. With these objectives in legality. The House of Orientation also management, and growth. This analy- mind, Bosch has centralized numer- sets out our Bosch vision, our BeQIK sis provides the basis for defining ous processes, set up standardized mission as a standard for our everyday measures specific to each operating systems, taken auxiliary organiza- action, and our core competencies. unit, and ensures that entrepreneurial tional measures, and introduced The Bosch Business System provides responsibility can be brought to bear group-wide directives. a framework for the continuous in the best possible way at every level At the heart of this “in-house improvement of all internal processes of the Bosch Group. bank” is a system of internal accounts in the company. Wherever they work for the individual Bosch companies in the company, Bosch managers have – in-house bank accounts showing the task of working with their associ- intercompany financial receivables ates to drive forward the continuous and liabilities. If necessary, the organi- In-house consultants improvement process, and thus to zation’s regional finance companies help us achieve our objectives. When drawing up benchmark analy- extend loans to Bosch companies The growth and deliberate diver- ses and designing restructuring con- locally or invest the funds available on sification of the Bosch Group have cepts, Bosch operating units can rely behalf of those companies. also led to considerable differences on the support of in-house experts In all countries where the law in levels of capital tie-up from one op- drawn from various functional areas permits, cash pools have also been erating unit to another. Thus, return in the company. These “in-house set up to manage and combine local on sales alone does not provide an consultants” analyze the market and liquidity centrally. The “in-house bank” adequate measure of success at the the competition, as well as the entire thus creates a high level of transpar- operating level. That is why Bosch value chain, including the line items ency with respect to financial flows, uses a value-based approach in busi- related to products and non-produc- and allows risk and liquidity manage- ness management. The key perfor- tion costs. ment to be performed efficiently. mance indicator is value contribution, Their consulting services focus which takes both profit and capital on a fact-based assessment of how tie-up into account. Bosch's current position compares This capital market-oriented with that of its major competitors. approach is critical for Bosch as a Two things are of key importance non-listed company. Only if Bosch here: first, determining what the criti- can generate a higher return on cal success factors are in the busi- capital employed than on a compa- ness areas in question, and second, rable investment in the capital mar- examining in detail why there has ket can it generate a positive value been divergence from targets. Published by Title picture Robert Bosch GmbH In Arnstadt, Germany, Bosch Solar Energy Corporate Communications (C/CC) AG operates photovoltaic arrays known Postfach 10 60 50 as “movers” that adjust to the position 70049 Stuttgart of the sun. Each mover measures 5.8 Germany meters by 10.6 meters, with the solar cells Phone +49 711 811-0 themselves covering a surface of 52.7 m². Fax +49 711 811-6630 There are 12 solar modules per mover, each fitted with 160 monocrystalline solar cells Vice President made by Solar Energy. Thanks to a newly Uta-Micaela Dürig developed mechanism, the arrays track the sun vertically and horizontally. This allows the solar farm’s yield to be increased by www.bosch.com up to 40 percent, with total output of each individual mover standing at more than 7,500 watts peak. Together, the ten movers Additional information can be taken from generate some 78,000 kilowatt-hours of the company brochures “green” electricity per year. – Annual Report – Bosch today – Corporate Social Responsibility The above brochures can be ordered at: firstname.lastname@example.org Wood and paper products bearing the PEFC logo originate from responsibly managed forests. For more information visit www.pefc.de Robert Bosch GmbH Postfach 10 60 50 70049 Stuttgart Germany Phone +49 711 811- 0 Fax +49 711 811- 6630 www.bosch.com Printed in Germany
"Bosch Group anniversary magazine years of Bosch worldwide"