DOCSLIB.ORG

Annual Report 2015 Bsh Hausgeräte Gmbh

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Annual Report 2015 Bsh Hausgeräte Gmbh ANNUAL REPORT 2015 BSH HAUSGERÄTE GMBH WE ARE … BSH … RESPONSIBLE … NETWORKED … CURIOUS … TRENDSETTERS The company remained on a strong Climate protection, occupational safety, The digital revolution: from home appliance What will the appliances of the future look In technology, design, or a broad growth track in 2015. The Board of disaster aid: BSH takes its responsibilities production to app-controlled coffee like? BSH employees work with startups to portfolio of brands – BSH focuses Management sums up. to society seriously. machines, lots of things are getting easier. come up with pioneering solutions. on consumers’ needs. 3 6 10 16 22 … DIVERSE Entry-level programs, continuing education, working conditions that look to the future: BSH has a good deal to offer employees. 14 ANNUAL REPORT 2015 3 BSH’s vision of a networked home and its consistent focus on the consumer helped the company remain on a strong growth track in 2015. The Board of Management sums up and explains what BSH is expecting in the future. 16 BSH’s development laboratories are building the appliances of the future. Yet it’s been a long time since the product was the only focus here. Consumers are the yardstick we measure by. They test how easily and intuitively a cooker or dishwasher works, and have 6 an important influence on user-friendly design. China tops the list of major carbon dioxide polluters. But people are looking hard at how to change. Here BSH is setting high standards in environmental protection and efficiency. In up-to-date 12 factories it produces appliances that are easy on the environment. Perfectly networked: everything needs to go smoothly and fast, from single production parts to shipping a washing machine out into the market. That’s why BSH operates seven main trans- shipment hubs in Europe alone. The Nauen delivery center, in 14 Brandenburg, Germany, is an important hub. 10 American An What makes BSH an attractive employer? Four employees report Icon on the experiences they’ve had with the appliance manufacturer in a variety of locations around the world – and tell of diverse entry-level programs, continuing education for managers, and working conditions that fit older employees’ needs. 22 Using a smartphone while you’re out to turn on the washer or take It’s not just Bosch and Gaggenau that are on a success track in the a look inside the refrigerator: more and more appliances are American market. In Thermador, BSH is taking a lead with a local networked via the Home Connect platform and can be controlled brand, as well. We explore why this iconic U.S. brand is so with a single app – making consumers’ housework easier. successful here. BSH | ANNUAL REPORT 2015 1 CONTENTS 2 BSH portfolio of brands 3 WE ARE … BSH 5 BSH 2015 in figures 6 WE ARE … RESPONSIBLE BSH keeps workers safe / Helping people / Less is more / A cool train 10 WE ARE … NETWORKED The right connection / Intelligent production / 24-hour customer service 14 WE ARE … DIVERSE »BSH was the right choice« 16 WE ARE … CURIOUS Sharing knowledge and profiting together / Developers’ marathon / Toward chatting with a home robot / »We safeguard pioneering ideas« 22 WE ARE … TRENDSETTERS Distinctive. An exact fit. / Never dry clean again / Form follows what? 28 Milestones in the company’s history 29 BSH worldwide xcellence, fairness, entrepreneurial The consumer tops the list. The goal of improving BSH is well on its way toward achieving that goal. In initiative – it’s common opinion that consumers’ quality of life is what guides our actions at 2015 we once again clearly outperformed the market’s Guiding Principles include one thing every level. It’s for that goal that we apply our technologi- growth rate, and generated revenues of substantially above all: the obvious. Can strengths, cal lead, improve and network our products and processes, more than EUR 12 billion for the first time. The resulting values, and strategies that look like and apply the full power of our brand portfolio. margin enables us to keep investing in innovation, everyone else’s really be a basis for production capacity, and sales strength out of our own orientation and provide guidelines for The stories in the 2015 Annual Report make clear that our resources – and always with our focus on the consumer. day-to-day operations? BSH’s Guiding Guiding Principles’ aspiration isn't just for show – it’s a At the same time, we know that a market leader isn’t Principles go further, and work out promise we keep. With a global team that’s extraordinary measured by size alone. That’s why we’ll continue to what makes this leading home appliance manu - in the very best sense: a byword for expert knowledge, grow responsibly just as we’ve done before, as a facturer really unique – providing goods and services reliability, and entrepreneurship, diversity, and healthy manufacturer that conserves resources, as an employer Efor customers all over the world, as well as acknowl- curiosity. Together, we want to be the consumer’s first that earns the staff’s trust, and as a reliable partner. edging a responsibility to the environment and choice – no matter where, in which product group, or in That remains our essential core in all our brands and to society. what price segment. locations: We are BSH. © BSH Hausgeräte GmbH, 2016. BSH Hausgeräte GmbH Media contact: Photo credits: p. 5 Designed by Freepik, p. 6 ©Adrianna Williams/ Reproduction and use in all media, whether Carl-Wery-Straße 34 Corporate Communications Corbis, p. 7 ©Mariia Pazhyna/Fotolia.com, p. 8 ©iStockphoto.com/ complete or in part, subject to approval. 81739 Munich, Germany Tel. +49 89 4590-2809 superjoseph, p. 9 humedica e.V., p. 11 ©iStockphoto.com/ An online version of the BSH Annual Report Right of amendment reserved, Tel. +49 89 4590-01 Fax +49 89 4590-2128 bluebearry, p. 13 Icon made by Freepik from www.flaticon.com, 2015 is available at errors excepted. Fax +49 89 4590-2347 corporate.communications p. 17 ©iStockphoto.com/ZargonDesign, all other Photos: report2015.bsh- Printed in Germany. April 2016. www.bsh-group.com @bshg.com BSH Hausgeräte GmbH group.com. OVENS TOR H RS AN RAC OO ATO D F T D R RE EX S E E IG Z R E F R E S R Global Brands Home appliances under DRYERS L APPLIA AL NC M E the brands S S TM TM Local Heroes Label Brands HOBS SHWASHER DI S WASHERS BSH Hausgeräte GmbH is the largest home appliance manufacturer in Europe, and one of the industry leaders worldwide. Its product portfolio spans the entire spectrum of modern household appliances. It includes everything from stoves, ovens, extractor hoods, dishwashers, washers, dryers, refrigerators, and freezers to small appliances like vacuum cleaners, coffee machines, electric kettles, irons, and hairdryers. Trademark a is Group Home Appliances BSH Siemens the brand for AG Siemens of Licensee Bosch. the brand for GmbH Bosch Robert of and BSH | ANNUAL REPORT 2015 3 WE ARE …BSH BSH’s vision of the networked home and its consistent focus on the consumer helped the company maintain a strong growth course in 2015. Here the four members of the Board of Management sum up and explain how digital evolution will affect the home appliance market in the future. Dr. Ottenberg, BSH appears to be getting used to BSH is no longer announcing its profits. annual revenue growth of around a billion euros. Why is that? Do you think this trend will continue? »Our success is founded närger: We have no need to conceal our profits – quite ottenberg: I’m certainly very pleased with the trend the contrary. Profits did well, not least of all thanks to our on the outstanding we’ve shown over the past few years. Raising revenues strong revenue growth, and substantially outperformed from 10 to 11 billion, and now from 11 to more than last year’s figure. The fact that we no longer release all work of our employees 12 billion in just three years is a performance record our key figures has to do with the change in our owner- worth showing off. It indicates that we’re firmly on track ship structure. Now that our long- standing shareholder worldwide.« toward meeting our long-term revenue target of Siemens has sold its holding to Bosch, we belong entirely Dr. Karsten Ottenberg 20 billion euros by 2025. And we’ll keep growing. But to the Bosch Group. Bosch has a very long-standing Chief Executive Officer since market conditions all over the world are constantly policy of not releasing the profits for its individual compa- changing, it’s unlikely that every year we can see us nies. We’re entirely willing to comply. grow as well as we have in the past few years. ottenberg: Just the contrary. In working on our Guiding Of course, 2015 was the first full year of operation Principles, we discovered how close together we are: the under your new growth strategy. So is the strategy values that guide Bosch are also the basis for our own working out? work. That’s why the two Guiding Principles actually contain no differences in values. But with “We are BSH,” ottenberg: Our growth strategy is focused on the we make it clear what’s especially important to us, and long term, and it will enable BSH to adjust to current and what in turn makes us so special. future challenges in our worldwide markets. I would never claim that our current success is due primarily to our new Why adopt new Guiding Principles at all? strategy – we’re still in a transitional phase.
Load more

Recommended publications
  • Technology Study on Consumer Energy Devices
    Department of Trade and Industry Technology Study on Consumer Energy Devices Tender Ref # DTI/RSP/RMU 10/12-13 This document contains 1. The project’s Inception Report 2. The findings from Stage 1: International Best Practice Analysis 3. The findings from Stage 2: International EE Technology Scan 4. The findings from Stage 3: Local Manufacturing Capability Scan 5. The findings from Stage 4: Local Manufacturing Transition Analysis 6. The findings from Stage 5: Recommendations and Implementation Assistance 7. Addendum TABLE OF CONTENTS Inception Report ................................................................................................................................................... 4 1.1 Project Introduction ............................................................................................................................. 5 1.2 Project Objectives ................................................................................................................................ 5 1.3 Project Scope........................................................................................................................................ 6 1.4 Sources of the Literary Review ............................................................................................................. 6 1.5 High Level Project Approach to Project Analysis ................................................................................. 7 1.6 Detailed Methodology of the Primary Data Collection .......................................................................
    [Show full text]
  • BSH 2010 English.Indd
    1 Corporate Social Responsibility Report 2010 BSH IKIAKES SYSKEVES A.B.E CONTENTS 3 1. Introduction Page 4 2. Managing Directors’ Message Page 5 The Company 3. BSH IKIAKES SYSKEVES A.B.E.: The Company Page 6 3.1. History Page 6 3.2. Plants in Athens Page 7 3.3. History of Pitsos Page 7 Corporate Social 4. BSH Ikiakes Syskeves A.B.E” and Corporate Social Responsibility (CSR) Page 8 Responsibility 4.1. The Company’s Philosophy and Sustainability Page 8 4.2 Corporate Governance Page 9 4.3. Code of Business Conduct Page 10 4.4. Mapping our Stakeholders Page 10 4.5. Memberships in Associations and Business Organisations Page 11 Human Resources 5. Acting Responsibly: Our People Page 12 5.1. Policy Page 12 5.2. Equal Opportunities at the Workplace Page 12 5.3. Health & Safety Policy Page 13 5.4. Employee Development and Training Page 14 5.5. Volunteer Work Page 15 5.6. Communicating with our Employees Page 15 The Market 6. Acting Responsibly: the Market Page 16 6.1. Policy Page 16 6.2. Products and Services Page 16 6.3. Supply Chain & Partners & Contribution to Community Page 18 6.4. Customer and Partner Satisfaction Page 18 Environment 7. Acting Responsibly: The Environment and Society Page 20 and Society 7.1. Policy Page 20 7.2. Environmental Management Page 20 7.3. Raw Material Consumption Page 21 7.4. Paper Consumption Page 21 7.5. Energy Consumption Page 21 7.6. Greenhouse Gas Emissions Reduction Page 22 7.7. Water Management and Consumption Page 23 7.8.
    [Show full text]
  • Annual Report 2005 Key Figures
    s Annual Report 2005 Key figures in millions of euros 2005 (1) 2004 (1) New orders(2) 83,791 75,789 Sales(2) 75,445 70,237 Income from continuing operations 3,058 3,450 Loss from discontinued operations, net of income taxes (810) (45) Net income 2,248 3,405 Net cash from operating and investing activities(2) (1,489) 3,015 therein: Net cash provided by operating activities 4,217 4,704 Net cash used in investing activities (5,706) (1,689) Supplemental contributions to pension trusts (included in net cash provided by (used in) operating activities) (1,496) (1,255) Net proceeds from the sale of Infineon shares (included in net cash provided by (used in) investing activities) – 1,794 Research and development expenses(2) 5,155 4,650 Shareholders’ equity (September 30) 27,117 26,855 Employees(2) (September 30, in thousands) 461 424 (1) Fiscal year from October 1 to September 30 (2) Continuing operations (excluding the discontinued mobile devices activities) Contents Letter to our Shareholders 6 Managing Board 12 Fit4More Performance and Portfolio 14 Operational Excellence 18 People Excellence 22 Corporate Responsibility 26 Group Presidents 30 Business Areas 32 Megatrends 48 Report of the Supervisory Board 64 Corporate Governance Report 72 Compensation Report 78 Information for shareholders* 88 Management’s discussion and analysis 90 Consolidated Financial Statements 136 Statement of the Managing Board 214 Independent auditors’ report 215 Supervisory Board 220 Managing Board 222 Siemens financial calendar 228 Corporate Structure** * With separate
    [Show full text]
  • Final List of Participants
    Final list of participants 1) States and European Community 2) Entities and intergovernmental organizations having received a Standing invitation from the United Nations General Assembly 3) United Nations Secretariat and Organs 4) United Nations Specialized Agencies 5) Associate Members of Regional Commissions 6) Other invited intergovernmental organizations 7) Non governmental organizations (NGOs) and civil society organizations 8) Business Sector Entities 1) STATES AND EUROPEAN COMMUNITY Afghanistan Representatives: H.E. Mr Mohammad M. STANEKZAI, Ministre des Communications, Afghanistan, [email protected] H.E. Mr Shamsuzzakir KAZEMI, Ambassadeur, Representant permanent, Mission permanente de l'Afghanistan, [email protected] Mr Abdelouaheb LAKHAL, Representative, Delegation of Afghanistan Mr Fawad Ahmad MUSLIM, Directeur de la technologie, Ministère des affaires étrangères, [email protected] Mr Mohammad H. PAYMAN, Président, Département de la planification, Ministère des communications, [email protected] Mr Ghulam Seddiq RASULI, Deuxième secrétaire, Mission permanente de l'Afghanistan, [email protected] Albania Representatives: Mr Vladimir THANATI, Ambassador, Permanent Mission of Albania, [email protected] Ms Pranvera GOXHI, First Secretary, Permanent Mission of Albania, [email protected] Mr Lulzim ISA, Driver, Mission Permanente d'Albanie, [email protected] Algeria Representatives: H.E. Mr Amar TOU, Ministre, Ministère de la poste et des technologies
    [Show full text]
  • Study on the Electronics Ecosystem
    Study on the Electronics Ecosystem OVERVIEW, DEVELOPMENTS AND EUROPE'S POSITION IN THE WORLD Annex 6, 7 & 8 A study prepared for the European Commission DG Communications Networks, Content & Technology by: Digital Single Market This study was carried out for the European Commission by Decision SARL This study was written by Olivier Coulon (DECISION), John K. Olliver (DECISION), Guy Dubois (DECISION), Léo Saint-Martin (DECISION) and Marc Vodovar (DECISION). We would like to thank Colette Maloney, Francisco Ibanez and Nikolaos Kattavenos for their constant availability and for the quality of our exchanges. This was a very precious help for us in achieving the objectives of this important study. Internal identification Contract number: LC-00644814 SMART number 2016/0007 DISCLAIMER By the European Commission, Directorate-General of Communications Networks, Content & Technology. The information and views set out in this publication are those of the author(s) and do not necessarily reflect the official opinion of the Commission. The Commission does not guarantee the accuracy of the data included in this study. Neither the Commission nor any person acting on the Commission’s behalf may be held responsible for the use which may be made of the information contained therein. ISBN 978-92-76-02937-3 doi: 10.2759/687461 Luxembourg: Publications Office of the European Union, 2020 © European Union, 2020. All rights reserved. Certain parts are licensed under conditions to the EU. Reproduction is authorised provided the source is acknowledged. The reuse policy of European Commission documents is regulated by Decision 2011/833/EU (OJ L 330, 14.12.2011, p.
    [Show full text]
  • Wie Wird Unsere Welt in Zukunft Aussehen?
    Wie wird unsere Welt in Zukunft aussehen? Geschäftsbericht 2008 www.siemens.com Antworten Wir stellen uns den wichtigen Fragen unserer Zeit und geben Antworten. Unsere Vision: Eine Welt bewährter Spitzenkräfte, die bahnbrechende Innovationen realisieren, unseren Kunden einen einzigartigen Wettbewerbsvorteil ermöglichen, Gesellschaften unterstützen, ihre größten Herausforderungen zu meistern, und verlässlich Werte schaffen. Unsere Werte: Verantwortungsvoll Wir verpflichten uns zu ethischem und verantwortungsvollem Handeln. Exzellent Wir erzielen Höchstleistung und exzellente Ergebnisse. Innovativ Wir sind innovativ, um dauerhaft Wert zu schaffen. „ Eine technische Erfindung bekommt erst Wert und Bedeutung, wenn die Technik selbst so weit fort­ geschritten ist, dass die Erfindung durchführbar und ein Bedürfnis geworden ist.“ Werner von Siemens, Lebenserinnerungen, 1892 Klimawandel, steigende Energiekosten, begrenzte Ressourcen: Dies sind einige der Herausforderun­ gen, vor denen die Menschheit heute steht. Bis zur Mitte des 21. Jahrhunderts werden neun Milliar­ den Menschen auf der Erde leben − die meisten in großen Städten. Diese Entwicklung wirft Fragen auf, auf die wir jetzt Antworten geben müssen: Wie kann der steigende weltweite Energiebedarf in Zukunft gedeckt werden? Wie können wir zuverlässig Energie bereitstellen, die die Umwelt schont? Siemens beschäftigt sich seit über 160 Jahren mit der Beantwortung solcher Fragen. Die Herausfor­ derungen und Bedürfnisse haben sich gewandelt – der Kern der Antworten ist jedoch gleich geblie­
    [Show full text]
  • Annual Report 2015 Magazine at Bosch, Change Is Not Only Something We Embrace, It’S Something We’Re Also Actively Helping to Shape
    Sensors Automated driving Data mining Diesel systems With all the Making the most of The new oil of the Trucks under senses car time global economy pressure Annual report 2015 magazine At Bosch, change is not only something we embrace, it’s something we’re also actively helping to shape. By looking to the future, we succeed in cre- ating technology that is “Invented for life” and makes our everyday lives simpler, more enjoyable, and safer. Central to this is a special focus on connectivity. The internet of things con- nects machines, products, and people with each other. It allows mountains to be moved with the tap of a inger. Every day, Bosch is helping to develop new connected solutions that create added value, beneit users, and con- serve natural resources. Connectivity also guides our associates’ mindset and actions. They are working on sensor technology, software, and services – Bosch core com- petencies for the internet of things. And connectivity is making traditional Bosch products even better. But the internet of things poses just as many questions as it answers. What applications are conceivable, which of them make sense and create ben- eit? What do customers want, what will they accept? In this magazine, we show the paths we are taking, and our reasons for doing so. We show how Bosch is fusing the virtual with the physical. For users, everything is kept as simple as possible: “Simply.Connected.” ANNUAL-REPORT.BOSCH.COM Data mining The new oil of the global economy Sensors 40 With all the senses 4 Smart homes Comfort zone Automated driving 46 Making the most of car time Diesel systems 14 Trucks under pressure 50 Two-wheelers Industry 4.0 A bit more safety A world of data in tablet form Globally networked 20 27 Space for ideas 56 Services Connected tools Bosch on alert The wave of the future 22 32 Data security A solid defense 36 With all the senses In connected systems around the world, billions of tiny Bosch MEMS sensors are improving people’s lives.
    [Show full text]
  • Supply Chain Management 1
    SSUUPPPPLLYY CCHHAAIINN MMAANNAAGGEEMMEENNTT Report produced for the EC funded project INNOREGIO: dissemination of innovation and knowledge management techniques by Sotiris Zigiaris, MSc, BPR engineer BPR HELLAS SA J ANUARY 2000 SUPPLY CHAIN MANAGEMENT 1 Contents 1 Description 1.1 What is the Supply Chain Management (SCM) 1.1.1 What is the importance of Supply Chain Management 1.1.2 Supply Chain Management Today 1.1.3 Supply Chain Management Tomorrow 1.1.4 The Supply Chain Management Pipeline 1.2 Objectives of the Supply Chain Management 1.3 Supply Chain principles/ Methodology and Solutions 1.3.1 Supply Chain Principles 1.3.2 Methodology of a Supply Chain Management project-solutions 1.4 Expected results/ benefits 1.4.1 Opportunity areas (examples) 1.4.2 There for the Taking 1.5 Characteristics of firms/ organisations and service providers 2 Application 2.1 Where the technique has been applied 2.1.1 How can Supply Chain Management (SCM) be applied to an organisation? 2.2 Types of firms/ organisations where SCM can be applied 2.3 Duration and implementation cost of Supply Chain Management 2.4 Conditions for implementation 2.5 European organisations supporting the implementation of the method 3 Implementation procedure 3.1 Steps-actions/ phases 3.1.1 Implementing a competitive approach to Warehousing and Distribution 3.2 Partial techniques and tools included in each step 3.3 Related software 4 Bibliographic References Annex INNOREGIO project S. Zygiaris, Msc, BPR Engineer BPR Hellas SA SUPPLY CHAIN MANAGEMENT 2 1 DESCRIPTION 1.1 What is the Supply Chain Management (SCM) The best companies around the world are discovering a powerful new source of competitive advantage.
    [Show full text]
  • Annual Report 2006
    Annual Report 2006 www.siemens.com Key figures in millions of euros 2006(1) 2005(1) New orders(2) 96,259 83,791 Sales(2) 87,325 75,445 Income from continuing operations 3,087 3,058 Loss from discontinued operations, net of income taxes (54) (810) Net income 3,033 2,248 Net cash from operating and investing activities(2) 739 (1,489) therein: Net cash provided by operating activities 5,174 4,217 Net cash used in investing activities (4,435) (5,706) Shareholders’ equity (September 30) 29,306 27,022 Employees(2) (September 30, in thousands) 475 461 (1) Fiscal year from October 1 to September 30 (2) Continuing operations (excluding the discontinued mobile devices activities) Contents Letter to our Shareholders 7 Managing Board 14 Fit4More 16 Performance and Portfolio 18 Operational Excellence 22 People Excellence 24 Corporate Responsibility 28 Research and Development 32 Worldwide Presence 34 Regional Highlights 36 Group Presidents 46 Business Areas 48 Shanghai and Siemens 64 Report of the Supervisory Board 73 Corporate Governance Report 80 Compensation Report 86 Information for shareholders* 96 Management’s discussion and analysis 98 Consolidated Financial Statements 148 Statement of the Managing Board 236 Independent Auditors’ Report 237 Siemens financial calendar 253 Corporate Structure** * With separate table of contents ** See foldout inside back cover. Innovations of the year www.siemens.com/megatrends www.siemens.com/innovation Healthcare I SOMATOM Definition Faster than a heartbeat Siemens has developed a new computed tomography tem uses two X-ray tubes and two detectors at the same (CT) scanner that produces images at unprecedented time, allowing physicians to better differentiate blood speed while cutting cardiac patients’ radiation exposure vessels, bone and soft tissue.
    [Show full text]
  • Implementation of Enterprise Resource Planning (ERP) and Especially SAP
    UCL Implementation of Enterprise Resource Planning (ERF) and especially SAP in the Construction Industry: the case of Elliniki Technodomiki SA by George Karamolegkos This thesis is submitted in partial fulfillment of the requirements for the degree of Master of Science in Built Environment from the University of London. Bartlett School of Graduate Studies University College London September 2002 ProQuest Number: U643563 All rights reserved INFORMATION TO ALL USERS The quality of this reproduction is dependent upon the quality of the copy submitted. In the unlikely event that the author did not send a complete manuscript and there are missing pages, these will be noted. Also, if material had to be removed, a note will indicate the deletion. uest. ProQuest U643563 Published by ProQuest LLC(2016). Copyright of the Dissertation is held by the Author. All rights reserved. This work is protected against unauthorized copying under Title 17, United States Code. Microform Edition © ProQuest LLC. ProQuest LLC 789 East Eisenhower Parkway P.O. Box 1346 Ann Arbor, Ml 48106-1346 ABSTRACT The last few years many companies have adopted and implemented an ERP system in order to manage their business needs and challenges. Firstly, this report attempts to gain insight into ERP systems by briefly describing the systems and their possible advantages and disadvantages of having an integrated ERP system, focusing more on SAP. More specifically, the basic purpose of this study is to investigate the impacts of ERP systems in organizations in the Construction Industry. It also tries to understand the motives for the adoption of an ERP system by a construction company and the possible consequences for taking this decision.
    [Show full text]
  • The Automatic Freight
    s Fall 2002 Pictures of the Future THE MAGAZINE FOR RESEARCH AND INNOVATION INDUSTRY Digital Factories INTERNET Networks of the Future ROBOTS Machines with Emotions PICTURES OF THE FUTURE O Guest Editorial PICTURES OF THE FUTURE O Contents Cycles of innovation in information technology have become so short that the classic distinction between research and development is no longer valid. Today, the old model — in which basic research ultimately led to industrial implementa- tion via a large number of development stages in various organizations — is con- sidered far too time-consuming. This outmoded production-line principle needs to be replaced with dynamic innovation networks that integrate publicly financed basic research, application development and product transfer in so-called Centers of Excellence. It’s also a fact that specialized cen- INDUSTRY O Digital Factories Streamlining Research ters work faster and are therefore Scenario 2010: The Magic of Virtuality 6 more successful in the competitive Digital Production: Factory in a Computer 9 in Dynamic world of research. One good exam- Interview with Dr. Emmerich Schiller, DaimlerChrysler 13 ple of this is the German Research Miniaturization: Lilliputian Factories 16 Innovation Networks Center for Artificial Intelligence Communications: Transforming Production with Tiny Transponders 19 (DFKI), which is responsible for the Augmented Reality: Hello, I’m Pump 235 23 entire innovation spectrum in this area. Since its foundation in 1988, it has been Facts and Forecasts 25 Interview with Prof. Engelbert Westkämper, Fraunhofer Institute 27 working closely with Corporate Technology at Siemens AG. To speed up the pace of innovation, DFKI runs simultaneous projects in the areas of basic research, ap- plied R&D and product transfer — all under one roof.
    [Show full text]
  • BSH at a Glance 2021
    BSH AT A GLANCE BSH Hausgeräte GmbH 2 / BSH AT A GLANCE BSH AT A GLANCE / 3 BSH AND ITS aspires to continuously improve the quality of life for people with its outstanding brands, innovative products, STRONG BRANDS and top-class solutions. Brand and Product Portfolio About BSH BSH’s product portfolio spans the entire spectrum of modern home appliances. It encompasses everything from cooktops, ovens, venti- BSH Hausgeräte GmbH is one of the world’s leading companies in lation hoods, dishwashers, washing machines, dryers, refrigerators, its industry and the largest home appliance manufacturer in Europe. and freezers to small appliances such as vacuum cleaners and Driven by the individual consumer needs of people globally, BSH coffee machines. It is our vision to combine these products, which we offer under eleven different Appliance Brands, with valuable digital services from our Ecosystem Brand Home Connect and our Service Brands to add a smile to our consumers’ lives. No. 1 BSH in Europe ~ 60,000 Appliance Brands employees Home Appliances under the brands 2020 38 production sites worldwide 5.1% investment in research & development 0 CO2 emissions – BSH manages its business operations without leaving Ecosystem Brand a carbon footprint behind. 13.9 billion euros turnover Service Brands 197 GWh of targeted energy savings by 2030 BSH is a trademark licensee of Robert Bosch GmbH for the Bosch brand and Siemens AG for the Siemens brand. For more information about BSH visit www.bsh-group.com 4 / BSH AT A GLANCE BSH AT A GLANCE / 5 SUCCESSFUL Helsinki ● Oslo ● WORLDWIDE Stockholm ● ●■■ St. Petersburg ● Ballerup Nauen ■ ● Amsterdam ● Berlin Warsaw ● Milton Keynes ● Łódz´ ■■ Brussels ● ■■ Wroclaw ■ Rzeszów ● Kiev Founded in 1967 as a joint venture between Robert Bosch GmbH Bad Neustadt ■ ● Prague Senningerberg ● ■ Bretten ●■ Michalovce (Stuttgart) and Siemens AG (Munich), BSH has been 100 percent Saint-Ouen ● Giengen ■ Dillingen ■ ■ Munich Lipsheim ■● ■ Traunreut ● Vienna owned by the Bosch Group since January 2015.
    [Show full text]