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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. -
Member of the Supervisory Board of Linde Aktien Gesellschaft Since May
PROF. DR OEC. DR IUR. ANN-KRISTIN ACHLEITNER Member of the Supervisory Board of Linde Aktien gesellschaft since May 2011 as well as member of the Audit Committee and of the Nomination Committee. Born 1966 in Düsseldorf (Germany) Professional career since 2001 Technical University of Munich (TUM), Germany since 2003 Scientific Co-Director of the Center for Entrepreneurial and Financial Studies (CEFS) since 2001 Holder of the Chair for Entrepreneurial Finance 2009 Guest Professor for Entrepreneurial Finance, University of St. Gallen (HSG), Switzerland 1995 – 2001 EUROPEAN BUSINESS SCHOOL (International University Schloß Reichartshausen), Oestrich-Winkel, Germany Holder of the Endowed Chair of Banking and Financial Management and Chairman of the Management Board of the Institute for Financial Management 1994 – 1995 McKinsey & Company, Inc., Frankfurt am Main, Germany Business Consultant 1992 – 1994 University St. Gallen (HSG), Switzerland 1994 Private Lecturer for Business Administration, in particular Finance and Accounting 1992 – 1994 Full-time Lecturer for Finance and External Auditing 1991 – 1992 MS Management Service AG, St. Gallen, Switzerland Business Consultant Education/academic career 1984 – 1994 University St. Gallen (HSG), Switzerland 1992 – 1994 Habilitation (“Die Normierung der Rechnungslegung”) 1990 – 1992 PhD (Doctor of Law) 1988 – 1991 PhD (Business Studies) 1988 – 1990 Studies in Law (lic. iur. HSG) 1984 – 1988 Studies in Economics (lic. oec. HSG) Memberships in other mandatory supervisory boards Deutsche Börse Aktien gesellschaft Münchener Rückversicherungs-Gesellschaft Aktien gesellschaft in Munich Memberships in comparable domestic and foreign controlling bodies ENGIE SA, France (member of the Conseil d’Administration) 1 PROF. DR RER. POL. CLEMENS BÖRSIG Member of the Supervisory Board1 of Linde Aktien gesellschaft since June 2006 as well as Chairman of the Audit Committee1. -
Daimler-Benz Annual Report 1981
Daimler-Benz Aktiengesellschaft Stuttgart Annual Report 1981 Table of Contents Agenda for the Stockholders' Meeting on July 7, 1982 5 Members of the Supervisory Board and the Board of Management 6 Report of the Board of Management Status Report 9 Outlook 23 Research and Development 31 Purchasing 36 Production 39 Sales Organization 42 Employment and Benefits 45 Subsidiaries and Affiliates 53 Notes to Financial Statements of Daimler-Benz AG Balance Sheet 69 Statement of Income 75 Proposal for the Allocation of Unappropriated Surplus 78 Report of the Supervisory Board 79 Financial Statements Balance Sheet as of Daimler-Benz AG of December 31, 1981 80 Statement of Income for the Year Ended December 31, 1981 82 Consolidated Annual Notes to Consolidated Report Financial Statements 84 Consolidated Balance Sheet as of December 31, 1981 94 Consolidated Statement of Income for the Year Ended December 31, 1981 96 Appendix Daimler-Benz Highlights — a ten-year review — 98 Production and Sales Data 100 Charts and Graphs Relating to the Automobile Industry Trends in Leading Countries 102 Agenda for the 86th Stockholders' Meeting taking place on Wednesday July 7, 1982 at 10 o'clock at the International Congress Center (ICC) in Berlin 1. Presentation of the audited financial statements as of December 31, 1981, the reports of the Board of Management and the Supervisory Board together with the consolidated financial statements and the con solidated annual report for the year 1981. 3. Ratification of the Board of Management's actions. Board of Management and Supervisory Board propose ratification. 4. Ratification of the Supervisory Board's actions. -
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. -
Bosch Vandaag 2017 Overzicht Bosch Groep
Belangrijkste cijfers van de Bosch Groep in miljoen euro 2016 2015 Omzet 73 129 70 607 Procentuele verandering ten opzichte van vorig jaar 3,6 44,2 Omzet buiten Duitsland procent 80 80 Investeringen in onderzoek en ontwikkeling 6 954 6 378 in procent van de omzet 9,5 9,0 Investeringen in vaste activa 4 252 4 058 in procent van de afschrijvingen 141 146 Medewerkers jaargemiddelde 383 917 368 833 op 31 december van het jaar 389 281 374 778 Balanstotaal 81 875 77 266 Eigen vermogen 36 084 34 424 in procent van het balanstotaal 44 45 Bosch EBIT (Resultaat voor belastingen) 3 335 4 587 in procent van de omzet 4,6 6,5 Resultaat na belastingen 2 374 3 537 Overgedragen winst (dividenden van Robert Bosch GmbH) 138 142 vandaag 2017 Vandaag Bosch Groep in Benelux Bosch Omzet in Benelux (Total Net Sales) 2 670 2 580 (Sales to Third Parties) 2 001 1 937 Aantal medewerkers op 31 december 5 555 5 731 Bosch Groep in Frankrijk Omzet in Frankrijk 3 037 2 996 Aantal medewerkers op 31 december 7 700 7 800 N.V. Robert Bosch S.A. Henri-Joseph Genessestraat, 1 1070 Brussel www.bosch.be www.bosch.nl 2017 61 5-jaar-overzicht 5-jaar-overzicht van de Bosch Groep Zo’n 389 000 medewerkers wereldwijd in miljoen euro Ongeveer 440 dochterondernemingen 20121 2013 2014 2015 2016 en regionale filialen in een 60-tal landen Omzet 44 703 46 608 48 951 70 607 73 129 buiten Duitsland (in procent) 77 77 78 80 80 Onderzoeks- en ontwikkelingskosten 2 4 442 4 543 4 959 6 378 6 954 in procent van de omzet 9,9 9,9 10,1 9,0 9,5 Investeringen in vaste activa 2 714 2 539 2 585 4 058 -
Bosch Workshop Cabin Air Filters
Bosch Workshop Cabin Air Filters Bosch Workshop Cabin Air Filters bring the tradition of quality and reliability to the installer market. Bosch Workshop Cabin Filters offer an 80%* efficiency rate at 3 microns or greater in capturing dirt, dust and other environmental contaminants from entering the heating and air vents of a vehicle. Over 155 million cars on the road need cabin air filters replaced, however most consumers are not aware they even have one. Cabin air filters should be inspected at least once-a- year, however Bosch recommends following the manufacturer manual for procedures for servicing a vehicle. Take advantage of this growing category by educating your customer about the cabin filter in their car and replacing their dirty cabin filter with a Bosch Workshop Cabin Air Filter. The benefits of using a good, quality cabin filter greatly benefits your customers passenger cabin environment. Market estimates show cabin air filter sales are due to almost double over the next 5 years. That’s a growth opportunity too big to ignore! Features Benefits 80% efficient* Captures 80% of dirt and pollutants smaller than 3 microns from entering through the vehicle’s heating and air vents. High vehicle coverage Bosch engineered cabin air filters fit a majority of cars on the road in North America today Added revenue By purchasing Bosch, you can service more vehicles and create more revenue potential. *Based on ISO -11155 at 3 microns on P3610WS/C3610WS Top 15 part numbers Workshop Part % of Vehicle Number VIO VIO Type Applications P3875WS 11,150,983 7.95% Asian ACURA 2007-2011 CSX, 2013-2014 ILX, 2013-2014 ILX Hybrid, 2007-2013 MDX, 2007-2014 RDX, 2005-2012 RL, 2014-2014 RLX, 2014-2014 RLX Sport Hybrid, 2004-2014 TL, 2004-2014 TSX, 2010-2013 ZDX, 2003-2014. -
Annual Report 2007 the Bosch Vision Creating Value – Sharing Values
Annual Report 2007 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 technologies as well as in products and services for professional and private If we want to work use. successfully as a team in a global and complex world, then we need a common We strive for sustained economic success and a leading market image of the future for our company. position in all that we do. Entrepreneurial freedom and financial This image – this independence allow our actions to be guided by a long-term vision – will help us bring our strategic perspective. In the spirit of our founder, we particularly demon- thinking into clear alignment. strate social and environmental responsibility — wherever we do business. 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 our values that we live by day by day. The diversity of our cultures is a source of additional strength. We experience our task as chal- lenging, we are dedicated to our work, and we are proud to be part of Bosch. -
Technology Trust Creativity
SHIFT INGPA RAD GMS Creativity Technology Trust Bosch today 2021 2 3 Bosch today 2021 We are currently experiencing paradigm shifts that 4 The Bosch Group are both economic and social – fueled above all by 6 Bosch in figures continuing digitalization and by tangible climate 8 Strategy and innovation change, and compounded by the impact of the 10 Business sectors coronavirus pandemic. These enormous challenges 18 Highlights 2020 can only be met by venturing off the beaten path 22 The business year 2020 and pursuing approaches marked by creativity – 26 Sustainability and responsibility. With innovations sparked by 28 Robert Bosch Stiftung inspiration, based on technological excellence, 30 Bosch as an employer and characterized by reliability, we are shaping the 32 The Bosch Group future of business, society, and technology. in France and Benelux 44 The Bosch Group in Germany and around the world The digital magazine that accompanies our latest annual report highlights just some of these innovations. 50 Milestones annual-report.bosch.com 56 Management 58 How to contact us 59 Five-year summary bosch.com bosch-press.com BoschGlobal 4 5 Bosch today 2021 The Bosch Group The Bosch Group is a leading global supplier of technology and services. It employs roughly 395,000 associates The company was set up in Stuttgart in 1886 by Robert Bosch (1861–1942) as “Workshop for worldwide (as of December 31, 2020). The company generated sales of 71.5 billion euros in Precision Mechanics and Electrical Engineering.” The special ownership structure of Robert 2020. Its operations are divided into four business sectors: Mobility Solutions, Industrial Tech- Bosch GmbH guarantees the entrepreneurial freedom of the Bosch Group, making it possible nology, Consumer Goods, and Energy and Building Technology. -
ASNUCATALOG2017-1.Pdf
FUEL INJECTOR INDEX ADAPTERS & COMPONENTS IMPORTANT MANY INJECTORS LOOK ALIKE. THE ILLUSTRATIONS SHOWN IN THIS CATALOG ARE THE BEST POSSIBLE REPRESENTATIONS & SHOULD BE USED ONLY AS A GUIDE. PRIOR TO SELECTING INJECTOR COMPONENTS, & BEFORE DISASSEMBLING, ALWAYS INSPECT THE INJECTOR TO BE SERVICED. THEN CAREFULLY MATCH & SELECT THE COMPONENTS WITH THE ILLUSTRATIONS. FOR TECHNICAL ASSISTANCE, PLEASE SEND A FAX TO: (352) 404-8954 OR EMAIL [email protected] BOSCH TYPE GM MULTI-PORT BOSCH K-JET HONDA EV1.3 Body MULTEC MECHANICAL KEIHIN STYLE Page 11 Page 12 Page 13 Page 14 BOSCH D-JET BOSCH D-JET BOSCH EV1.0 BOSCH CHIMNEY EV1.0 BODY EV1.0 BODY CADILLAC STYLE PINTLE CAP Page 15 Page 16 Page 17 Page 18 2 FUEL INJECTOR INDEX ADAPTERS & COMPONENTS BOSCH EV1.0 BOSCH EV1.0 BOSCH EV1.0 BOSCH EV1.0 Ford/Mazda Mazda Toyota/Mazda Mitsubishi/Mazda Page 19 Page 20 Page 21 Page 22 DENSO Ford / LUCAS LUCAS BMW SIEMENS DEKA Mazda / Kia Page 23 Page 24 Page 25 Page 26 Chrysler Mitsubishi NISSAN JECS WEBER MPI Chrysler TBI Page 27 Page 28 Page 29 Page 30 3 FUEL INJECTOR INDEX ADAPTERS & COMPONENTS FORD CFI DELPHI MPI DELPHI MPI Page 31 Page 32 Page 33 BOSCH EV6 BOSCH EV6 BOSCH EV6 BOSCH EV14 Page 34 Page 35 Page 36 Pages 37 ASRAM TOYOTA DENSO LEXUS TOYOTA MULTIPORT HONDA KEIHIN Page 38 Page 39 Pages 40 Pages 41 4 FUEL INJECTOR INDEX ADAPTERS & COMPONENTS HONDA KEIHIN TOYOTA MULTIPORT WEBER MULTIPORT Page 42 Page 43 Page 44 TOYOTA SUZUKI SUZUKI MULTIPORT MITSUBISHI MULTIPORT TOYOTA MULTIPORT Page 45 Page 46 Page 47 Page 48 HONDA KEIHIN HONDA KEIHIN -
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.