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Geschäftsbericht 2017
Geschäftsbericht BOSCH IN ZAHLEN 2017 78,1 Rund 440 Tochter- und Regionalgesellschaften in 60 Ländern Milliarden Euro Aufwendun- Milliarden Euro Ergebnis im Jahr 2017 7, 3gen für Forschung und Ent- 125 wicklung Entwicklungsstandorte weltweit BOSCH 4,9 IN ZAHLEN 78,1Milliarden Euro Umsatz im Jahr 2017 Rund 402 000 Mitarbeiterinnen und Mitarbeiter weltweit Die Bosch-Gruppe Die Bosch-Gruppe ist ein international führendes Technologie- und Dienstleis- tungsunternehmen mit weltweit rund 402 000 Mitarbeitern (Stand: 31.12.2017). Sie erwirtschaftete im Geschäftsjahr 2017 einen Umsatz von 78,1 Milliarden Euro. Die Aktivitäten gliedern sich in die vier Unternehmensbereiche Mobility Solutions, Industrial Technology, Consumer Goods sowie Energy and Building Technology. Als führender Anbieter im Internet der Dinge (IoT) bietet Bosch innovative Lösun- gen für Smart Home, Smart City, Connected Mobility und Industrie 4.0. Mit seiner Kompetenz in Sensorik, Software und Services sowie der eigenen IoT Cloud ist das Unternehmen in der Lage, seinen Kunden vernetzte und domänenübergreifende Lösungen aus einer Hand anzubieten. Strategisches Ziel der Bosch-Gruppe sind Lösungen für das vernetzte Leben. Mit innovativen und begeisternden Produkten und Dienstleistungen verbessert Bosch weltweit die Lebensqualität der Menschen. Bosch bietet „Technik fürs Leben“. Die Bosch-Gruppe umfasst die Robert Bosch GmbH und ihre rund 440 Tochter- und Regionalgesellschaften in 60 Ländern. Inklusive Handels- und Dienstleistungspartnern erstreckt sich der weltweite Fertigungs-, Entwicklungs- und Vertriebsverbund von Bosch über fast alle Länder der Welt. Basis für künftiges Wachstum ist die Innovationskraft des Unternehmens. Bosch beschäftigt weltweit rund 64 500 Mitarbeiter in Forschung und Entwicklung an 125 Standorten. Das Unternehmen wurde 1886 als „Werkstätte für Feinmechanik und Elektrotechnik“ von Robert Bosch (1861–1942) in Stuttgart gegründet. -
1/3 List of Participants 15Th Berlin Debate On
List of Participants 15th Berlin Debate on Science and Science Policy Alscher, Mark Dominik, Prof. Medical Director, Robert-Bosch-Krankenhaus GmbH, Stuttgart, Germany Arun, Chinmayi, Prof. Fellow, Information Society Project, Yale Law School, New Haven, USA Affiliate, Berkman Klein Center, Harvard University, Cambridge MA, USA Bolle, Michael, Dr. Member of the Board of Management, Robert Bosch GmbH, Gerlingen- Schillerhöhe, Germany Bourguignon, Jean-Pierre, Prof. President ad interim, European Research Council (ERC), Brussels, Belgium Cisse, Moustapha, PhD Head, Google AI Center Accra, Accra, Ghana Colaço, Jessica Co-Founder & Chief Revenue Officer, Brave Venture Labs, Nairobi, Kenya Felt, Ulrike, Prof. (Conference Chair) Professor of Science and Technology Studies, Head of the Department of Science and Technology Studies, University of Vienna, Vienna, Austria Heumann, Stefan, Dr. Member of the Board, Stiftung Neue Verantwortung, Berlin, Germany Holman, Bennett, Prof. Assistant Professor, Yonsei University Seoul, Seoul, South Korea Korbel, Jan, Dr. Head of Data Science, European Molecular Biology Laboratory (EMBL), Heidelberg, Germany 1/3 Larus, James R., Prof. Dean, School of Computer and Communications Sciences, École Polytechnique Fédérale de Lausanne (EPFL), Lausanne, Switzerland Lütge, Christoph, Prof. Chair of Business Ethics, TUM School of Governance, Technical University of Munich, Munich, Germany Nowotny, Helga, Prof. Chair, ERA Council Forum Austria, Vienna, Austria Former President of the European Research Council (ERC), Brussels, Belgium Oliver, Nuria, PhD Co-founder and Vice-President of ELLIS, The European Laboratory for Learning and Intelligent Systems Chief Data Scientist, Data-Pop Alliance, New York, USA and Spain Resnik, David B., Dr. Bioethicist, National Institute of Environmental Health Science, Durham, NC, USA Rizzuto, Carlo, Prof. -
Geschäftsbericht 2009 the Crea Annual Report 2009
Robert Bosch GmbH Postfach 10 60 50 70049 Stuttgart An engineer and a lover of nature Germany Annual Report 2009 The Bosch Vision Phone +49 711 811- 0 Geschäftsbericht 2009 Fax +49 711 811- 6630 Creating value – sharing values In the fall of 1876, at the age of 15, Robert Bosch entered into www.bosch.com an apprenticeship as a precision mechanic – on his father’s Printed in Germany As a leading technology and services company, we take advan- advice. However, as he later noted in his memoirs in 1921, at tage of our global opportunities for a strong and meaningful that time he had actually felt a stronger inclination toward development. Our ambition is to enhance the quality of life with zoology and botany. In his formative years, he was fascinated solutions that are both innovative and benefi cial. We focus on by the plant and animal world, and passion and respect for our core competencies in automotive and industrial technologies nature were to remain throughout his life. as well as in products and services for professional and private use. This affi nity for nature so deeply ingrained in Robert Bosch stemmed in large part from the values his parents had in- If we want to work We strive for sustained economic success and a leading market stilled in him, as well as from the countryside where he grew successfully as a position in all that we do. Entrepreneurial freedom and fi nancial up. And it remained a defi ning force in his worldview after team in a globalized independence allow our actions to be guided by a long-term he went into business. -
Robert Bosch
r ROBERT BOSCH Robert Bosch Engineering and Business Solutions Limited is a 100% owned subsidiary of Robert Bosch GmbH, one of the world's leading global supplier of technology and services, offering end- to-end Engineering, IT and Business Solutions. With over 12,000+ associates, we are the largest software development center of Bosch, outside Germany, indicating we are the Technology Powerhouse of Bosch in India. We have a global footprint with presence in US, Europe and the Asia Pacific region. Stuttgart. A year later, he made a We are ISO 9001:2008 certified decisive improvement to an unpatented (2009), ISO 27001 (2009) appraised at magneto ignition device made by the CMMI Level 5 as per 1.3 (2011), ISO engine manufacturer Deutz providing his 14001:2004 Environmental Management first business success. The purpose of the System, OHSAS 18001:2007 Occupational device Health & Safety Management System .we have branches all over the world. was to generate an electric spark to ignite the air/fuel mixture in a stationary HISTORY engine. In 1897, Bosch was the first to adapt a magneto to a vehicle engine. In On 15 November 1886, Bosch doing so, he solved one of the greatest opened his own 'Workshop for Precision technical problems faced by the nascent Mechanics and Electrical Engineering' in automotive industry. The invention of the first commercially viable high-voltage diversification in his company. In only a spark plug as part of a magneto-based few years' time, he succeeded in turning ignition system by Robert Bosch's his company from a small automotive engineer Gottlob Honold in 1902 greatly supplier into a multinational electronics enhanced the development of the internal group. -
Corporate Cultures in Global Interaction
Corporate Cultures in Global Interaction People, Strategies, and Success Petra Köppel, Stefanie Sohm Contents 4 Preface 6 Corporate Cultures in Global Interaction: An Introduction 10 Project Module I: Corporate Governance and International Value Chains 16 Project Module II: Cooperation Competence–Improving Cooperation between International Corporations 22 Discussing Corporate Culture: Dr. Jürgen Hambrecht, Chairman of BASF SE 26 Project Module III: Chinese Companies in Germany–Chances and Challenges 32 Project Module IV: Diversity Management as a critical success factor in globally operating corporations 38 Discussing Corporate Culture: Franz Fehrenbach, Chairman of Robert Bosch GmbH 42 Case Study: Post-merger Integration and Corporate Culture 44 Case Study: Critical Success Factors in Virtual Cooperation 46 Corporate Cultures and Global Interaction: The Way Ahead 48 Resources 3 Preface Leadership and responsibility in a globalized world: Integrating people and respecting their cultures Executives and employees are nowadays national networks in which synergies can be confronted with challenges which only a few exploited as and when needed and even on a decades ago would have been difficult to predict temporary basis in the case of specific products, and hard to imagine. In addition to the deve- customers or markets will become increasingly lopment of new technologies, globalization in important. Innovative technologies and forms of particular has led to serious upheavals in the communication will contribute to this process economies and societies of both industrialized and help to accelerate it. However, they will countries and the emerging economies. not only facilitate international cooperation and bring together colleagues around the globe. They Thus we living neither in a European nor in will also lead to a situation where, in view of the an American century, nor, for that matter, in speed and the scale of the changes, many people an Asian century. -
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. -
Using CSR As a Key Element for Achieving Competitive Advantage
025-0181 Moral has no seasons: Using CSR as a key element for achieving competitive advantage. Marina Mattera Department of Economics and International Relations Universidad Europea de Madrid, C/Tajo, s/n. 28670-Villaviciosa de Odon-(Madrid) Spain POMS 23rd Annual Conference Chicago, Illinois, U.S.A. April 20 to April 23, 2011 Abstract: Firms' new challenges in the 21st century involve innovation and society's request for a more responsible business model. Based on bounded rationality conditions and the important role of externalities, it is analyzed through a case study whether corporate social responsibility strategies are essential for companies to achieve sustainable competitive advantages. Key words: Sustainable Development; Sustainable Management; Corporate Social Responsability; Open Innovation models. 1. Introduction Efforts towards generating sustainable growth and steady benefits have owned its accurate planning to the competitive advantage owned by the company. In several studies, it has been demonstrated that Corporate Social Responsibility (CSR) can improve a firm’s performance by enhancing the prestige and perception from consumers’ perspective (competitive advantage). However, it has also been denoted that solid inter-agents relationships are enhanced when they have consolidated CSR actions between them. New models for conducting business emerge, and together with them new difficulties. Known as “open innovation” (OI) models, the aforementioned collaborations between organizations have also gained a purely international character. This study aims to analyze those new interactions and relationships between firms, which of them succeed and the role corporate social responsibility plays in such a context. Taking into account the complex level of the existing interrelationship between agents and countries where they operate, it becomes difficult to accurately depict the company’s culture, its values, and beliefs; as shown in Figure 1. -
Bosch-Geschichte Im Ueberblick.Pdf
Zentralstelle Unternehmenskommunikation Historische Kommunikation Postfach 30 02 20 D-70442 Stuttgart E-Mail: Historische.Kommunikation @bosch.com Tel: ++49 (0)7 11 8 11 - 45922 Leitung: Dr. Kathrin Fastnacht Bosch Unternehmensgeschichte 7. September 2020 Kuhlgatz/C/CGT-HC 1. 1886 – 1900: Die Werkstätte für Feinmechanik und Elektrotechnik 2. 1901 – 1923: Der Weg zum internationalen Automobilzulieferer 3. 1924 – 1945: Vom Automobilzulieferer zum diversifizierten Unternehmen 4. 1946 – 1959: Wiederaufbau und Wirtschaftswunder 5. 1960 – 1989: Gründung der Geschäftsbereiche und Durchbruch der Elektronik 6. 1990 – 2020: Antworten auf die Herausforderungen der Globalisierung 1. 1886 – 1900: Die Werkstätte für Feinmechanik und Elektrotechnik Am 15. November 1886 eröffnete Robert Bosch in Stuttgart die „Werkstätte für Feinmechanik und Elektrotechnik“. Gemeinsam mit anfangs zwei Mitarbeitern baute und installierte er elektrotechnische Geräte aller Art wie Telefonanlagen oder elektrische Klingeln. Bald war das Startkapital von 10 000 Mark aufgebraucht und es wurden Kredite nötig. Seine geringen Erträge investierte Robert Bosch zumeist in moderne Maschinen. Später 7. Septmber 2020 bezeichnete er die ersten Jahre seiner Selbstständigkeit als „böses Gewürge“. Seite 2 von 16 Für die wirtschaftliche Erholung des jungen Unternehmens sorgte zum einen der Bau des Stuttgarter Elektrizitätswerks 1895. Dadurch erhielt Robert Bosch wieder neue Aufträge für sein Installationsgeschäft. Zum anderen war der Bau von Magnetzündapparaten zum wichtigsten wirtschaftlichen Standbein geworden. Bosch und der Magnetzünder Robert Bosch hatte 1887 auf Wunsch eines Kunden zum ersten Mal einen Magnetzünder hergestellt, wie ihn die Kölner Maschinenfabrik Deutz an ihren Motoren verwendete. Er hatte ihn aber nicht nur nachgebaut, sondern bereits weiterentwickelt – ganz im Sinne seines späteren Leitgedankens der ständigen Verbesserung. Der Magnetzünder erzeugte einen elektrischen Funken, der das Gasgemisch im Zylinder eines stationären Verbrennungsmotors entzündete. -
Annual Report 2015-16
Contents About Bosch Group 4 Independent Auditors’ Report-Standalone 85 About Bosch Limited 5 Standalone Financial Statements 90 Board of Directors 6 Independent Auditors’ Report-Consolidated 123 Company Information 7 Consolidated Financial Statements 126 Making a Difference Today for a Better Tomorrow 8 Report on Corporate Governance 150 Financials at a glance 39 Important Web links 162 Directors’ Report including Management 42 Business Responsibility Report 163 Discussion and Analysis Annexures to the Report of the Directors 57 Sales Offices 172 4 | About Bosch Group | Annual Report 2015-16 About Bosch Group Bosch’s new research campus in Renningen THE BOSCH GROUP is a leading global supplier The company was set up in Stuttgart in 1886 by of technology and services. The company employs Robert Bosch (1861–1942) as “Workshop for roughly 375,000 associates worldwide (as of Precision Mechanics and Electrical Engineering.” The December 31, 2015), and generated sales of 70.6 special ownership structure of Robert Bosch GmbH billion euros in 2015. Its operations are divided into guarantees the entrepreneurial freedom of the Bosch four business sectors: Mobility Solutions, Industrial Group, making it possible for the company to plan Technology, Consumer Goods, and Energy and over the long-term and to undertake significant up- Building Technology. The Bosch Group comprises front investments in the safeguarding of its future. Robert Bosch GmbH and its roughly 440 subsidiaries Ninety-two percent of the share capital of Robert and regional companies in some 60 countries. Bosch GmbH is held by Robert Bosch Stiftung GmbH, Including its sales and service partners, Bosch’s a charitable foundation. -
CEFS Newsletter Quartal 4 20
Zur Online-Version dieser E-Mail - Abmelden / Unsubscribe CEFS Newsletter Quarter 4/2011 16.12.2011 Dear $$academic title$$ $$first name$$ Content $$last name$$, News in this issue of our newsletter you will find news, Publications information on a selection of current CEFS projects, Awards and Scholarships publications, conference contributions, CEFS member news as well as a variety of announcements. For additional Events information, please visit our website at http://www.cefs.de or contact us at [email protected]. Future Events CEFS Member News CEFS e.V. NEWS: GEX under pressure, DAXplus Family follows market In 2011, German entrepreneurial firms were under pressure. As compared to the DAX 30 index of German blue chip stocks which lost 15 percent from January 2011 to the beginning of December, the German Entrepreneurial Index (GEX®) lost 38 percent within the same time frame. The German Entrepreneurial Index (GEX®) represents entrepreneurial owner-managed firms in Germany which have not been listed for more than ten years. The index is computed by Deutsche Börse and was developed in cooperation with CEFS. The development of the DAXplus Family 30 index was similar to the DAX 30 blue chip index. The German family firm index lost about 18 percent of its value from January 2011 until the beginning of December. During 2011, co-movement of DAX and DAXplus family was observable to a great extent. The DAXplus Family consists of German Prime Standard firms with founding family ownership of at least 25% of voting rights or a minimum of 5% of voting rights and at least one family representative being part of the management or supervisory board. -
Joint Press Release Siemens and Bosch: Bosch to Acquire Siemens
Joint press release Press Siemens and Bosch Munich, Germany September 22, 2014 Bosch to acquire Siemens’ stake in BSH Bosch und Siemens Hausgeräte GmbH • Purchase price of 50 percent stake to total €3 billion in addition to a distribution of €250 million • BSH to become wholly owned subsidiary of Bosch Group • BSH may continue to use Siemens brand over the long term • Completion of transaction expected in first half of calendar year 2015 Bosch and Siemens have today agreed that Robert Bosch GmbH will acquire Siemens’ 50 percent stake in the joint venture BSH Bosch und Siemens Hausgeräte GmbH (BSH). The transaction has been approved by the Board of Management and Supervisory Board of Bosch and the Managing Board and Supervisory Board of Siemens. The purchase price will total €3 billion. In addition, Siemens and Bosch will each receive from BSH an additional distribution of €250 million before the transaction is completed. The transaction, which still requires regulatory approval, will probably be completed in the first half of calendar year 2015. BSH will then become a wholly owned subsidiary of the Bosch Group. Under the terms of the agreement, BSH will also be allowed to produce and market household appliances under the Siemens brand over the long term. Siemens AG Robert Bosch GmbH Wittelsbacherplatz 2 Robert-Bosch-Platz 1 80333 Munich 70839 Gerlingen-Schillerhöhe Germany Germany Reference number: AXX201409.68 e Page 1/5 Joint press release Siemens and Bosch “BSH has been a successful and profitable company for many years. Strategically and technologically, it is a perfect match for the Bosch Group,” said Dr. -
Corporate Social Responsibility Report 2007/2008 Timeline
Corporate Social Responsibility Report 2007/2008 Timeline With the acquisition of Florida Heat As a founding member of a technology Pump Company (FHP), a leading U.S. initiative launched by the German manufacturer of electric heat pumps, Federal Ministry of Education and Bosch strengthens its renewable Research (BMBF), Bosch enters the energies business, an area with a highly promising area of organic promising future. photovoltaics. At the “High-Tech Meeting” in Schwie- berdingen, Germany, 500 budding engi- neers are given an insight into research and development at Bosch. IV/2006 I/2007 II/2007 III/2007 Bosch is awarded first prize The start-stop system for reducing Bosch establishes an endowed for equal opportunities fuel consumption and cutting emis- chair at the University of (Baden-Württemberg state sions from vehicles goes into series Stanford (California, U.S.). competition). production. Franz Fehrenbach, chair- Under the auspices of the Bosch researchers man of the Bosch board of “Wissensfabrik – Unternehmen für Andrea Urban and management, is named Eco- Deutschland” (Knowledge Factory Dr. Franz Lärmer are manager of the year by the – Companies for Germany) initia- named “European Inven- business magazine Capital tive, the Bosch Group enters into tors of the Year” by the and the environment founda- three educational partnerships. EU Commission and the tion WWF Deutschland. European Patent Office. Bosch joins the Alliance for Synthetic Fuels in Europe (ASFE). About this report In this, our second, corporate The focal points of this report Bosch Group, spanning more than social responsibility report, we have been set with the aforemen- 60 countries around the world.