Bosch India Bosch India News | September 2014 News

Bosch India News | September 2014

September 2014

Bosch India News Corporate magazine from Bosch India

Cover StoryHow the non-autmotive businesses are making an impact in India

Lead Story100 years of a world renowned apprenticeship program

EventWED: Bosch renews its commitment to mitigating climate change

Bosch India News | September 20142 | Contents

EditorialDear Readers,

Ecologists have found that genetic diversity makes species resilient to change and helps them survive for long. Probably, this ecological truth is one that applies to the world of business as well.

Our Company’s founder Robert Bosch realized the importance of diversification as early as 1905. His daughter Margarete recalls him saying at the time that, “My product is a flash in the pan. One day, an invention will come along to make ignition devices obsolete, and how will I employ my staff then?” Determined not to have the company’s products be mere “flashes in the pan” and be relegated to obsolescence, Robert Bosch first diversified the automotive business and later branched out into non-automotive segments as well.

Warren Buffett, the American business magnate, investor and philanthropist also shares an interesting insight on diversification - "Diversification is protection against ignorance. It makes little sense if you know what you are doing.”

For over 90 years in India, Bosch has been contributing consistently to India’s agrarian, economic and auto industry growth – mainly with its automotive innovations. Over these years, as the market and consumer demand expanded, Bosch started bringing in its well-established and proven non-automotive technologies to India. From special purpose machines to security technology, home and garden tools to efficient energy solutions, these non-automotive offerings have been playing an equally imperative role in realizing the Company’s corporate slogan – ‘Invented for life’. And a ‘local for local’ approach in these business areas has been a key driver of growth. This is the topic we briefly attempt to capture in our cover story - the other facet of Bosch in India, its non-automotive businesses. We delve into how these businesses are playing a vital role in strengthening the Bosch brand in India and touching millions of lives in ‘ways big and small’.

In this edition we also look at what makes the Bosch apprenticeship model, now in its 102nd year, so admired. A must-read story in this issue is on the topic of compliance – specifically why and how compliance can be made part of a company’s DNA.

We hope you enjoy reading this issue and as always we look forward to hearing from you. If you have any story ideas that you want covered in upcoming issues, please do mail us at [email protected]. Our colleagues can also post ideas/feedback on Bosch Connect.

Happy reading!

Dhiraj Singh

Issue 2September 2014

Editor-in-Chief: Dhiraj Singh

Managing Editor: Saudha Kasim

Associate Editor: Lovina Raymond

Cover Image:Since Bosch took the decision to diversify its products and services in India more than two decades ago, its non-automotive businesses have grown by leaps and bounds. The fact that the offerings of these divisions touch the lives of millions of Indians in ways big and small every day reinforces Bosch's slogan "Invented for Life". Contributors:Roohie MenonPeter SaldanhaArvind MelaganiDinesh Kumar D Sanaya Dinshaw Dhananjay Jadhav Sahithi ShyamAradhana Wali (Trainee)Transcend Solutions

Printing: Print Point India Pvt. Ltd.

Imprint3 Cover Story | Bosch in India: Touching lives in ways big and small9 Lead Story | 100 years of excellence in training apprentices 11 Features | Making 'compliance' part of the organization’s DNA13 Social Media | Bosch India is now on LinkedIn, the world’s largest professional network

14 Spotlight | DIY social media campaign in pictures 16 Senior | Vijay Ratnaparkhe: Everything is getting Management connected slowly and steadily

18 Experiences | Never stop learning the new: A Bangalorean’s guide to living in Shanghai 20 In Focus | "It’s important to communicate at all levels with customers"

22 Event | The 11th Bosch India Communication Workshop is held in Bangalore24 Event | WED: Bosch renews its commitment to mitigating climate change 26 Bosch Impact | Bosch pushes for safe driving in India 27 Profile | V.K. Viswanathan: Keep the faith, get ready and be ‘fit for the future’ 29 Snippets | News at a glance: What’s been happening in Bosch India

Bosch India News | September 2014 Cover Story | 3

Bosch in India: Touching lives in ways big and small

To the common man on the street in India, the name Bosch would most likely mean an association with the automotive industry. Tell this same person that the lawn of the lovely little park where they walk each morning owes some of its beauty to Bosch and you’d get puzzled looks. Their eyebrows might climb even higher if you tell them that the biscuit they enjoy dunking in their afternoon tea wouldn’t be quite as crunchy or fresh if it wasn’t for Bosch.

For around 90 years, Bosch has been an important contributor to India’s growth and development – first through the agrarian and automotive sectors and in the last two decades through new areas of businesses, beyond automotive. The brand is still known to a majority of Indians as mainly an automotive company, though this is gradually changing as the company’s non-automotive businesses are slowly but surely making their mark in their respective market segments. While Bosch in India started diversification in the early 1990s, in Germany this business process started much earlier.

Diversification that took root in the 1920s

It was a simple hair trimmer that heralded the beginnings of Bosch’s diversification strategy in Germany.

In 1925, sales in the European automotive market collapsed suddenly and the massive slump hit Bosch hard. The crisis continued into 1926 and prompted Founder Robert Bosch to think ahead and explore new areas of business. A department was established that looked into around 10,000 proposals for diversification. The strategy eventually led to the launch of the first product from the precursor of Power Tools: the Forfex hair trimmer. Bosch was soon branching out into producing bicycle lamps, batteries, horns, indicators and windshield wipers –a product line beyond its fuel injection technology.

After bringing out the first Bosch refrigerator in 1933, it was in the post-war years that Bosch expanded to household appliances to include numerous products such as food

processors, washing machines and dishwashers. The rise of the Do-It-Yourself (DIY) trend in Europe in the 1950s was a turning point for the company’s power tools business. In 1974, the company opened its first wholly owned business division for packaging machinery in Germany. In the new century, Bosch commenced its Security Technology and Energy businesses.

In India, along with the liberalization of the economy in the 1990s, Bosch took the opportunity to diversify its product offerings. It started manufacturing electric power tools and later packaging machines as well. In 1998, Robert Bosch Engineering and Business Solutions Ltd. (then called RBIN) was established as a 100 percent subsidiary of Robert Bosch GmbH in the campus of the Bangalore plant. Five years later, the Security Technology division of Robert Bosch GmbH entered into an agreement for the purchase of the communication products and closed circuit TV products from Philips CSI. Bosch took its first step into the energy segment in the country in 2011. A year later the

The Forfex hair trimmer (L) and a vintage advertisement of the Bosch refrigerator (R)

Bosch India News | September 20144 | Cover Story

Bosch Thermo Technology division opened its first plant in Bangalore and in 2014, a one-stop-shop for integrated energy solutions, Bosch Energy and Building Solutions, was launched.

Security Technology, Power Tools, Packaging Technology (including Special Purpose Machines), Bosch Energy and Building Solutions, Robert Bosch Engineering and Business Solutions and the newly launched Eye Care business are some of the key non-automotive business of Bosch in India. Some of these businesses are already industry leaders in their particular market segments while others are gradually establishing themselves as the go-to names for specific products and services.

Addressing the challenges of rapid urbanization

On an average day, almost 25 lakh people use the Delhi Metro, which currently has an operational network of around 190 kms. Securing this major transportation network in one of the world’s largest cities, especially one vulnerable to a number of threats, is not easy. But Bosch’s Security Technology division is making a

strong impact in securing lives here – all of the Delhi Metro stations are constantly monitored by closed-circuit (CCTV) Bosch cameras that are connected to a centralized control room. The solution aims at not just making this vital mass transport system safe and secure for users, but to also aid in post-event analysis.

Bosch’s Power Tools division also played an important part in making the Delhi Metro Rail project a reality. The tools, which are renowned the world over for their quality and versatility, are also widely used in creating bus body building and railway track maintenance kits, amongst many other infrastructure applications.

A futuristic solution in the pipeline: Aimed at making the lighting of streets in India reliable and energy efficient, Robert Bosch Engineering and Business Solutions (RBEI) come up with the Smart Street Lighting solution that controls lighting of public places. It aims to provide an intelligent and adaptive lighting mechanism based on time of the day, traffic, road and weather conditions. RBEI has ensured that the solution also provides remote monitoring

and control, where every light can be accessed and controlled.

As the country continues to experience rapid urbanization and the need for better infrastructure development increases, Bosch’s non-automotive businesses will play important roles in ensuring the safety, security and proper function of such projects.

Smart solutions for a greener planet

It’s not just major urban transportation projects in which Bosch is playing a key role, but in rural electrification programs as well. For 65 years, while the majority of independent India got the benefits of electrification, Darewadi, a small village off the Pune-Nashik highway in Maharashtra, remained in darkness. In 2012, Bosch teamed up with Gram Oorja Solutions Pvt. Ltd. to set up a solar power plant in the village. Currently, the plant is being run by the villagers themselves.

As depletion of non-renewable sources of energy continues and the environmental impact of coal-based power plants is becoming a critical global issue, the need for

Bosch Security Technology: Providing security as well as communications solutions for the global workplace of today


renewable sources of energy has become paramount. This is especially important for a country like India where according to an industry estimate, around 50,000 villages still remain without electricity today.

Bosch Energy, which includes Thermo Technology and Bosch Energy and Building Solutions (BEBS), is the newest of Bosch India’s business divisions. Understanding the need to utilize renewable resources efficiently, Bosch has developed an extensive product range to save energy, reduce CO2 emissions, and lower energy dependence. Bosch Thermo Technology products such as the solar water heater are also trying to reduce domestic and industrial usage of electricity generated from conventional sources.

In March 2014, BEBS commissioned a 5 megawatt solar power plant in Tamil Nadu. This project is estimated to product close to 7.6 million units a year. Over the past two years, BEBS has also developed several rooftop installations ranging from 25 kWp to 200 kWp capacity across India. As demonstrated through the successful implementation of these projects and the electrification of Darewadi village, the Bosch Energy business has shown its commitment to offering customized and sustainable solutions, especially in those areas of the country that need it the most.

Localized solutions that deliver

The rapid rise of the Indian middle class has also led to an increase in demand for safer, more secure and sophisticated packaging. Bosch’s new Packaging Technology plant inaugurated in August 2012 in Verna, Goa, aims to increase the localization of new packaging machine production and making world-class German technology affordable and available to the Indian market. There is no better example of the way Bosch’s innovative technology is making an impact on the daily lives of Indians than the fact that 90 percent of the salt sold in the country is packaged using Bosch machines.

Another example of Bosch’s ‘local for local’ approach in the country is its new eye care device. According to statistics, nearly one of every three visually impaired persons is an Indian. Experts also say that nearly 80 percent of cases of vision loss in India are preventable. This eye screening and detection system from Bosch meets the demand for comprehensive eye care of the middle- and lower-income demographic and offers high functionality, ease of use, and a cost effective system to doctors.

As the fundus camera is lightweight and easily portable, it can be carried door to door by medical professionals who have been trained (the training

itself is estimated to take just three hours) and used to detect eye defects. This would be particularly useful in rural parts of the country where medical facilities such as clinics and hospitals are not easily accessible.

Making practical science education available to all: Besides packaging and eye care, Bosch’s engineers are working towards addressing another major challenge in the country – improving its education system. A large number of India’s students go to schools that do not possess science laboratories, so the lessons they receive in subjects like physics and chemistry are often theoretical, without a practical component. RBEI is working on a solution that leverages the use of augmented reality to create applications that would let students do virtual experiments related to topics like molecular chemistry. This application would just need to be set up in a classroom and the students could experiment, without the need for additional infrastructure like a separate laboratory space and materials.

Enhanced customer engagement

On any given day at the DIY Square store in Adugodi, Bangalore, hobbyists and professionals walk in to try out Bosch Power Tools and make informed decisions on which product would best suit their requirements.

Bosch eye care device: The new eye screening and detection system (L) and a BSH spokesperson explaining the company’s product portfolio (R)


Since it opened last year, the store has proved to be a hit with both amateurs and tradespersons. Customers get a hands-on experience of working with power tools for basic home needs, allowing them to also discover a world of hobbies that can be pursued with these tools. The DIY Square is Bosch’s endeavor to start a DIY revolution in India, encouraging customers to not just be self-reliant, but also develop a hobby, create interesting objects of decor and cater to their various Home, Hobby and Garden requirements.

‘Bosch System Specialist’ (BSS), Bosch Power Tool's premium retail concept also houses the latest and most innovative Bosch Power Tools. Over 50 BSS centers across India provide a consistent Bosch brand experience to its customers. Bosch Power Tools also helps train direct retail customers, dealers and retailers, their sales workforce, institutions and large industrial houses as well as their internal staff. The Bosch Power Tools division has also successfully leveraged popular e-commerce platforms in India to reach out to customers who don’t have access to a dedicated Bosch brand store.

Bosch Security Technology also has a tailored customer engagement

program in place - called the Bosch Security Certified Partner program, it has been created specifically for Security Technology channel partners who also get access to the state-of-the-art training facility in Bangalore. Launched in 2010, the training academy aims to bring the highest level of manufacturer training to the industry, improve product knowledge, and competency. The program covers the selection, installation, operation and maintenance of the division's security, safety and communication products.

Boundless growth opportunities in an emerging India

Bosch’s non-automotive businesses have already witnessed a steady growth over the years. In 2013, these businesses contributed 12 percent to Bosch Limited’s total turnover. With newly announced infrastructure projects, the ambitious plans to build smart cities around the country and increasing economic prosperity, the future prospects for these businesses are very bright.

In the Security Technology space, the Group in India foresees high growth potential for this business because of the infrastructure

projects that are in the process of being implemented and the related security concerns that stem from these. The division has introduced a public, public standards based media networking architecture called OMNEO to promote device interconnectivity. Through the use of off-the-shelf networking equipment OMNEO seeks to provide a professional media networking solution that includes low latency, high channel count program transport, full-function remote device control and monitoring, and the ability to interconnect diverse applications domains such as public address, intercom, conferencing, and pro audio/video. Using proven networking technologies, OMNEO provides all of these capabilities with the highest levels or reliability, redundancy and security.

For Power Tools, the future is cordless. Bosch has been a technology leader in the lithium-ion tools segment since the launch of the IXO in 2003. Many other cordless products from Bosch were the first in their respective categories to use the innovative lithium-ion technology. These include the Rotak LI cordless lawnmower and the Indego robotic mower with navigation system for systematic mowing in parallel lines.

6 | Cover Story

The new construction industry focused Bosch System Specialist store in Chennai, the first of its kind in India


The tremendous expansion of the tradesman segment in India and the enormous potential among new users has made cordless power tools a key product for the division. In years to come, as the business aims at increasing its market share, Bosch Power Tools India will look to strengthen its leadership position in this segment. The growing interest in DIY will also be a key driver for growth.

In India, the packaging industry is estimated to grow roughly from around $ 24.6 billion to approximately $ 32 billion by 2025. To meet the requirements of the consumer, Bosch has in place various forms of packaging such as Doy packs, corner sealed pouches

and twin-machine technology and concepts. The packaging industry has continuously been investing a lot on R&D in order to provide better solutions that would help meet the requirements of the market. Even secondary packaging will play a major role given rising labor costs and skill shortage. Bosch Packaging Technology will continue to use its local know-how and focus on quality and innovation to deliver products that fulfill its pledge: “Packaged as Promised”.

As per the India Renewable Energy Status Report 2014 the potential of the renewable energy, from various sources, in India is approximately 2,48,188 MW. This potential when translated means around

2,16,918.39 MW is yet to be tapped, hence bringing to light the huge growth potential of the renewable energy market in India. Bosch’s Energy business is well placed to benefit from this – it’s not just individual households that are using electricity generated by renewable sources, but large scale industries and commercial enterprises as well.

As one of the most future-focused of Bosch’s non-automotive businesses, RBEI is trying to envision what the future will look like and how a connected world will function. Towards this end, RBEI’s R&D engineers are working on the augmented reality projects mentioned earlier, but also projects such as Industry 4.0 that will allow businesses

Be it food products or pharmaceuticals, Bosch offers its customers smart packaging solutions

RBEI's R&D engineers are working on projects such as Augmented Reality, Internet of Things and Services and Industry 4.0


to have a new generation of flexible, adaptable platforms that would address dynamic and unpredictable processes and collaborative activities. Additionally, the project will lead to better collaboration on technology platforms between business and IT that will result in improved cost efficiency, reduced time to market and optimized processes. Another area that RBEI is focusing its efforts on, the Internet of Things and Services (IoTS), offers tremendous opportunities to develop existing business models and create completely new ones.

Technologies ‘Invented for life’ – beyond mobility solutions

“Experience technologies invented for life – beyond mobility solutions” was the theme of the Media Tech Day event held in Bangalore on August 25, 2014. This landmark event, a first for Bosch, was aimed at promoting the Company’s non-automotive businesses, and increasing brand visibility and awareness.

From a hair trimmer to a precision drill and augmented reality, Bosch’s non-automotive businesses have

come a long way. They are becoming pioneers in their respective segments. Through groundbreaking innovations, customized solutions and an unbreakable assurance of quality, these divisions continue to grow by leaps and bounds. All those years ago, Robert Bosch’s wisdom and foresight led him to follow the strategy of diversification to ensure the company’s longevity and future success. And Bosch India’s non-automotive businesses, which touch the lives of millions of Indians in ways big and small, are working towards realizing his vision. Every day.

Bosch Energy and Building Solutions (BEBS): Providing energy efficient solutions for industrial and domestic applications

Glimpses of the recently held non-automotive Media Tech Day

8 | Cover Story


On April 12, 1944, 15 year old Clemens Hohl gave an entrance test at Robert Bosch in Stuttgart. “Bosch held a two-day exam around six months before the apprenticeship was due to start. We had to draw, bend wire, and write an essay, among other things. We also had to be examined thoroughly by a doctor to check we were fit enough to start work at Bosch," recollects Hohl. He was to be one amongst thirty to be selected and joined Bosch as an apprentice mechanic, eventually completing his training in 1947.

What started out as a training initiative by founder Robert Bosch in his own workshop became a formal apprenticeship program on April 1, 1913. Bosch wanted only the best, so candidates had to undertake challenging exams. Initially, training was offered for only precision mechanics and toolmakers, and 30-35 apprentices were chosen each year.

100 years of excellence in training apprentices

“The apprentices' workshop was in Feuerbach, separate from the company. Bosch conducted its own classes at the vocational school in nearby Zuffenhausen. The teachers received additional payment from Bosch because the company required all teachers to have an engineering degree rather than just a qualification from a technical school. Our training program placed great importance on absolute precision and punctuality, but also on good practical work,” says Hohl.

An admired apprenticeship program starts in Bangalore

In Bangalore, a Tool Room Apprenticeship Scheme was set up just two years after the first regional subsidiary of Bosch in India, predecessor Mico, was founded in 1951. As early as 1953, the need was felt for skilled manpower to aid the production of high-precision spark

Founder Robert Bosch with an apprentice

plugs and fuel injection equipment, which were used in a variety of prime-movers.

G M Hormusjee joined as a Tool Room apprentice in 1955. In an interview that was published in the 1986 MICO WHEEL issue, he recollected how he plunged into the daily grind of filing, fitting, sawing and drilling and within weeks had blisters all over his hand and doubts about the career path he had chosen. But this soon came to pass with his deep interest in the subject. “Training was hard no doubt,” he says, “but if you did your job, there was gratification.”

As these were years of harsh austerity in India, expensive equipment was hard to obtain and the Inspection department had the only microscope in the whole factory. Around a dozen Tool Room associates, including four apprentices, had to share this microscope. Every apprentice was

Lead Story | 9


given his own tool kit including calipers. A high sense of discipline was instilled in trainees from the beginning. The weekly machine cleaning hour was religiously observed, at the end of which machines shone spic-and-span. Each trainee was proficient on all machines – turning, milling and grinding.

There were only 200 employees then. Hormusjee says, "We were a small family and there was naturally a lot of kinship. We all were young. A helping hand was offered and received spontaneously, as a quite matter of fact. When new machines arrived, whoever was around formed the maintenance crew to move them around."

The Apprenticeship Scheme was formalized in 1960 as the Mico Vocational Centre (today BVC).

Looking back at the program three decades after he had been an apprentice, Hormusjee agreed that though the times had changed, certain things remain unchanged. “The down-the-line quality consciousness, for instance. And the tradition of each keeping his place clean, which can stem only from a belief in the dignity of labor."

A number of associates who entered the company after participating in

the apprenticeship program have called it the single most important step in their careers. The quality of training imparted has also influenced quite a few of them to also bring in the next generation to the program. In Bangalore, three members of the same family have been closely associated with BVC and the plant at Adugodi. Naggaya joined the program in 1982 and the apprenticeship tradition continued with his son Ramulu and grandson Srikanth. “Bosch gave us not only employment, but also a good life. The company is also concerned about the health of our family,” says Ramulu who joined Bosch in 1993 and still works in the company, while his son Srikanth works as an on-the-job trainee.

World leaders acknowledge the impact of the Bosch apprenticeship program

The quality of education imparted through the Bosch apprenticeship program has also been recognized by world leaders. On February 7 this year, German President Joachim Gauck visited the Bosch Vocational Center in Bangalore. Gauck was then taken around the workshop and the Mechatronics Lab where he interacted with the apprentices and learned about their experiences with the German model of vocational training.

Skill training at MVC in the 1970s (L) and at BVC now (R)

The Federal President acknowledged the importance of vocational training and elaborated how Bosch had surpassed its business needs and demonstrated its responsibility towards the Indian Society standing out as a role model.

Earlier, in 2011, the former President of India and noted scientist, Dr. APJ Abdul Kalam, had also visited the BVC. During his visit to the center Dr. Kalam interacted with the students and gave away awards to those who’d gained excellence in various categories.

A training model that has stood the test of time

The training model created by Robert Bosch has stood the test of time for more than 100 years. As times change, the qualities that have brought it international recognition – absolute precision, uncompromised quality, punctuality, discipline, hands-on experience in multi-trades, exposure to latest technology and corporate social responsibility – will ensure the enduring success of the Bosch apprenticeship program.

10 | Lead Story

Bosch India News | September 2014 Features | 11

Making 'compliance' part of the organization’s DNA

Over the past few years, stories of corporate malfeasance and non-compliance with regulations have made regular appearances in the media. This has brought the topic of compliance to the forefront, leading to much discussion and debate.

What is compliance?

Compliance refers to the obligation to comply with the Code of Business Conduct as well as the additional internal regulations and all applicable laws while doing business for the Bosch Group. It governs the conduct of all our associates, as non-compliance in conducting business would adversely affect us all directly or indirectly. The fates of organizations like Satyam, Enron and Arthur Anderson serve as serious examples of the dangers posed to an organization when it disregards laws and regulations in the conduct of business.

Guideline RB/GF 120 on Compliance comprehensively regulates the organization and responsibilities in the Bosch Group. It aims both to prevent compliance violations and enable detection of such violations. The Compliance Committee based at the Bosch Headquarters, Germany is entrusted with the responsibility of fulfilling these objectives. The Compliance Committee is assisted by the Compliance Office C/LSC that oversees and coordinates the functioning of the Compliance Officers (CPOs) who are tasked with internal investigations and training in their respective Countries or Regions.

The key compliance issues Bosch India is concerned with

- Collusion or conflict of interest with service providers- Corruption and bribery- Dealing with Gifts and Gratuities- Awareness of Anti-trust issues

Recent notable instances involving international business organiza-tions and regulatory violations have included: - Banking giant Credit Suisse pleaded guilty to one count of conspiring to aid tax evasion and flouting US laws in May. The bank also agreed to pay about $2.6 billion in penalties.

- Pharma conglomerate GlaxoSmithKline is currently under investigation for bribery in China. The UK Fraud Office is also investigating these allegations.

- In 2012, Standard Chartered agreed to pay $327 million for alleged violations of US sanction laws against Iran, Libya and other nations.


Instilling a culture of compliance within Bosch India

The Compliance Department has implemented a number of measures to enhance the culture of compliance through information and training:

- The CPO has adopted the practice of conducting “Compliance Roadshows” for RO/India associates that are designed to reach out to the associates at their locations. These roadshows also emphasize the importance of the three cornerstones of compliance – Regulations, Information and Training, and Monitoring and Reporting. Everyday examples related to compliance are also showcased.

- Compliance trainings have been conducted for specific target groups, customized meet to their specific requirements. For example, sessions on Compliance and Business Ethics have been conducted for Controllers, HR Associates, Dealers and Suppliers during their Annual Meets. These focus on real world examples drawn from their respective areas.

- Around 1,100 associates have been trained on ‘Anti-trust’ laws in 14 sessions.

- Keynote messages from the RO/P and the CPO to emphasize the importance of Compliance have been released periodically.

- ‘Anti-bribery’ clauses have been incorporated in all contracts executed at RO/India with relation to the Automotive Aftermarket and Power Tools Divisions. Efforts are underway

to cover contracts pertaining to all divisions.

- The Compliance Homepage https://inside-ws.bosch.com/ FIRSTspiritWeb/permlink/wcms_ rgap_-about_compliance-EN provides information on compliance-related topics for the benefit of associates.

- A Bosch Connect Community “India Compliance Forum” is open to all associates of Bosch India. This is a platform to reach out to employees across India with information on compliance guidelines, training, WBTs and related business news on companies recently affected by non- compliance. https://connect. bosch.com/communities/service/ html/communityview? communityUuid=79d746ff- 66ea-4704-a194-7ebd9e7e66b0

- Senior management associates and other focus groups are required to take up mandatory WBTs on compliance. What should be done if an associate has good reason to suspect compliance irregularities?

- All associates have the right to draw their supervisor’s attention to the circumstances that appear to indicate a violation of compliance principles to be dealt with via the normal chain of command. - However, if the associates have reason to believe that the matter cannot be dealt with via the normal channels, they may write or speak to the CPO as a neutral, independent contact person.

- Further, the associates can report via the Bosch Compliance Hotline using • (a)toll-freetelephone number 000-800-100-1071 or • (b)webpagehttps://secure. ethicspoint.eu/lrn/media/ en/gui/22560/dpconsent. html?page=report.html

Bosch Associates and compliance

A culture of compliance and ethics should be part of our company’s DNA. Throughout its history the Bosch Group has been guided by the values and ethics of its Founder. Robert Bosch himself wrote in 1921: “In the long term, an honest and fair approach to business will always be the most profitable. And the business world holds such an approach in much higher esteem than is generally imagined.”

Our commitment to compliance and ethics is sustained and supported through regular training programs that create awareness among associates as mentioned in the preceding section. Thanks to these initiatives, a number of cases have been brought to the notice of the CPO by associates and business partners. These cases have been investigated expeditiously and fairly. All Bosch associates are expected strictly to adhere to the legal requirements at all times. As Boschlers, we do not tolerate any infringement of the regulations and laws within our company and in dealings with business partners. In this regard, we practise zero tolerance. Yet the compliance principle should not be viewed with fear. Rather we should derive strength from our active and collective observance of the Compliance principles that protect the high ethical image our company has earned over the years.

12 | Features

Bosch India News | September 2014 Social Media | 13

Bosch India is now on LinkedIn, the world’s largest professional network

After successfully establishing a steady engagement with fans and followers on Facebook and Twitter, the Corporate Communications team launched the official Bosch India LinkedIn page on May 26, 2014. The response from Bosch associates to the start of this new social media initiative on the world’s largest professional networking site has been one of enthusiasm and professional pride.

Ishwarya I (RBIN/CTG3) praised this new communication initiative, saying, “I am glad that Bosch is finding new ways and means to network with people all around the world on the most popular social media channels.”

When asked why the LinkedIn page was the last to be launched, Dhiraj Singh, head of the C/CCR-IN function said, “We strategized launches in social media in phases - starting with Twitter in 2012, Facebook in 2013 and now LinkedIn. We wanted to develop a follower base first, understand their specific interests in our company, and then accordingly plan the rollout in LinkedIn. Now that we have established a firm holding on Twitter and Facebook, the next logical step is to reach out to audiences on the professional networking channel LinkedIn.”

Dhiraj’s team member, Sanaya Dinshaw spends her day facilitating conversations and exchange of views and ideas on Bosch India’s Facebook and Twitter pages. Each social media channel has its own specific strengths and uses. Sanaya explains that “Facebook is mainly used to engage with the youth, it lets us place Bosch as a lively brand. Twitter is great to convey messages to the audience in real time. LinkedIn is purely a professional platform that brings together all Bosch associates from different entities and locations on the official Bosch India LinkedIn page. Our colleagues have started to connect with each other professionally. Soon, we shall integrate a Careers feature and use it to search and find suitable candidates for job openings within Bosch. Above all, LinkedIn is our medium to promote thought leadership at Bosch.”

For professionals the world over, LinkedIn is the best networking tool bar none. Besides engaging in debates with peers from around the world, LinkedIn also allows you to showcase your professional strengths, find and pursue reliable business leads, and connect with the most interesting minds in your field.

Six Bosch associates send out the message of pride and satisfaction at work on Bosch India’s newly launched official LinkedIn page

Bhaskara Rao Tavva (RBIN/ICO) is an active LinkedIn user who has successfully leveraged his association with the Bosch brand to increase his network connections. “It has also improved my visibility on the site and gives me greater credibility when I respond to discussions on LinkedIn Group pages,” he says.

As a pioneering industry leader and innovation-focused company, Bosch India intends to use LinkedIn as a platform to disseminate thought leadership. The Communications team plans to kick-off discussions and other special events through which top management will engage with questions from the audience. The company’s CSR and employee engagement initiatives are also prominently displayed, enabling a larger audience to see what makes Bosch India a leading employer and a socially responsible organization.

Unlike other social media sites, LinkedIn presents your professional profile to the world, establishing your credentials in your field of expertise. With more than 300 million members, it is the world’s largest professional network. Are you LinkedIn yet?


DIY social media campaign in picturesDIY enthusiasts were in for a treat in April this year when Bosch India launched Facebook and Twitter campaigns aimed at promoting the DIY and craft culture across the country. The Power Tools and Communications teams asked Facebook and Twitter followers to tweet and post pictures of products they’d made themselves. The best entries stood the chance of winning

exciting DIY products from Bosch.

The public responded in record numbers – Bosch India’s Facebook and Twitter accounts increased their follower bases by 5% and 3% each. Around 900 people took part in conversations about the campaign. On Twitter, the tag #boschcarwash earned 15 lakh impressions while the #mydiyproject tag 3 lakh impressions.

At the end of the campaign, and after a long and difficult judging process, Somu Padmanabhan, Deepak Jayakumar, Animesh Tiwari and Rishnita Bhandari were declared the winners. Here are some of the most interesting and inspiring pictures of DIY projects that Bosch India received.

14 | Spotlight

Bosch India News | September 2014 Spotlight | 15


Innovation is the underpinning of our global success. In light of that statement can you tell us more about the India Innovation Pipeline?

Innovations will take us through to our future. If we bask in the glory of the past and fail to create anything new, we may not be able to continue beyond a certain number of years.

The India Innovation Pipeline is a platform that tries to bring in products and services of Bosch business divisions to the Indian market. In order to make some of these products and services more effective, they need a certain amount of tweaking in terms of features or in terms of price points.

For example, we are looking at two-way industrial communication from Security Technology (ST) communication solutions. This may be an older way of communicating on an industrial shop floor, but that is the requirement here. We are looking at

Vijay Ratnaparkhe: Everything is getting connected slowly and steadily

how the ST communications team can bring this product to India.

We have bike apps in the pipeline that specifically cater to the Indian two-wheeler segment. Also, right now in India we have 1 kilowatt (kW) rooftop solar photovoltaics like those deployed as a standard solution by the Government of Kerala. In Germany on the other hand, solar inverters that are used are more than 3 kW. We are trying to create solutions that will enable photovoltaics to get the inverters to the 1-3 kW range. These are just some of the examples of solutions being incubated under the India Innovation Pipeline that are trying to address India specific needs.

Every business division in India should be aware about this program. RBEI is a partner because it works with all these divisions - both in Germany and across the globe. Working with RBEI to localize the solution is the modus operandi of the India Innovation Pipeline. This

has been going on for a year and it is getting more attention and visibility now from the management as well as the teams.

To encourage innovative thinking among associates and foster a culture of innovation, we have also launched Winnovate – We innovate to win for India, an ideation platform on Bosch Connect that encourages associates to contribute product specific ideas for the Indian market.

Around 5,000 patents were filed by Bosch last year. How can we at Bosch India improve the number and quality of our patents?

Bosch in India filed more than 200 patents last year.

However, awareness is more important than numbers. People must be made aware that we file patents and that we have a highly competent team with the capability of handling this complex process from end to end.

Vijay Ratnaparkhe (RBEI/P) is President and Managing Director of Robert Bosch

Engineering and Business Solutions Limited. In this wide-ranging interview,

he speaks to Bosch India News about various exciting projects happening at RBEI and the

importance of innovation.

16 | Senior Management

Bosch India News | September 2014 Senior Management | 17

We want to file only high quality patents this year. If we are able to encourage high quality along with a higher number of patents, that would be ideal.

In my view, a patent is only one of the dimensions of innovation or measurement of innovation. The other aspects of innovation are process innovation for cost reduction and collaboration. These are not patentable, but are very important.

How are we fostering R&D at Bosch India?

The Robert Bosch Centre at the Indian Institute of Science in Bangalore is our biggest R&D venture in India. We give close to 2 million Euros every year to IISc as a purely philanthropic grant – the intellectual property belongs to IISc and not to Bosch. Today we are on the track of creating technology in different verticals. Healthcare is one of the verticals we have chosen. Energy is another. We are studying Indian problems and how the Internet of Things will help us in these verticals. In order to attract the brightest minds to help us in collaborative problem solving across the varied regions of India, we have to promote the Robert Bosch Centre at IISc.

At RBEI’s Research and Technology Centre, which was inaugurated this year, research is being undertaken to explore new frontiers in video technology. Car Multimedia, Chassis Systems, and Security Technology would be the three divisions that would benefit from this research. Through the New Business Themes (NBT) and India Innovation Pipeline, we conduct applied research for the Indian market. RBEI also does applied research through pre-investment projects.

What is Bosch India’s role and contribution in the development of the ‘Internet of Things’?

You may think that you are not a part of the Internet of Things, but the fact is that everything is getting connected slowly and steadily. Let me elucidate with a few examples: bike apps, one of the projects that Bosch is working on, gives one the ability to use a smart phone to lock the bike engine. This is an anti-theft measure that would require the owner to unlock the bike using his or her smartphone. There are multiple other similar projects that various teams are working on in the Bosch world.

In Germany there is a telephone instrument provider called Giga Set and it has used a Bosch Twist sensor as an add-on feature to the telephone equipment at home. So through a small sensor on your door, you could know whether it has opened or closed. The Twist sensor has its own battery and can potentially deliver several applications even in an Indian context. We need to create these applications and deploy them in the Indian market. It’s going to be exciting to see this happening.

How soon do you see these appli-cations being available in India?

The technology is available but how we enter the market with it and who could be the right partner for us is the current challenge we face. So it could happen in the next one to three years.

To an external stakeholder it might appear that Bosch doesn’t often experiment, but we have to change this in the Internet of Things segment.

If we look at cell phones as an example, most people change their phones every two to four years. If we have to play in this market segment,

we have to look at a faster launch of applications and experiment in the market with a complete, high quality solution.

Can you tell us more about the expansion of RBEI in Mexico? Are there other international locations in the pipeline? RBEI is a unique company of Bosch that supports Bosch worldwide, and to be able to do that, it needs to have a worldwide presence. To be in the same time-zone as our customers is important. Therefore, we chose Vietnam two years ago to service Bosch entities in Japan, ASEAN and China. Similarly, we are looking at Mexico and Guadalajara as a city to service the whole of America, north and south.

We now have four locations - Bangalore, Coimbatore, Ho Chi Minh City and Guadalajara. The picture, however, is not yet complete. We still need a presence in Eastern Europe so that could be a possibility in the next three years.

How is RBEI ensuring that cross-cultural differences don’t create a barrier that prevents teams from working effectively?

The varied cultures that are currently part of RBEI makes for an interesting work environment. We have found that despite the differences, we do have a number of similarities. For example, Guadalajara is by way of being the Silicon Valley or Bangalore of Mexico. It has become the country’s IT hub. This helps in better integration of employees as the mindset is similar.

We are definitely looking at how we can integrate these various cultures better to make RBEI a thriving, multi-cultural and united workplace.


Never stop learning the new: A Bangalorean’s guide to living in Shanghai

James Bond, Tom Cruise, Optimus Prime: everyone who is anyone – human and robot – seems to be making a beeline for Shanghai these days. The reason for this sudden fascination is pretty obvious when one looks at this Asian megapolis. A rich history that stretches back 5,000 years, remnants of a turbulent colonial past, the futuristic Bladerunner city skyline – all combine to form one of the most intriguing cities on the planet.

Dinesh Kumar D (PT/PAP-MKB) couldn’t resist Shanghai’s allure when he first came here to attend the Bosch Automotive Aftermarket Convention. His experiences in the city stayed with him even after he’d returned to India. Dinesh found himself back in Shanghai two years ago, taking up the responsibilities for content marketing and social media marketing for the Bosch’s Power Tools division.

A new country, new responsibilities

For most people, moving to a new country can be nerve wracking

left behind, Dinesh has taken to e-marketing like a fish to water. He is brimming with ideas and knows the pulse of his target audience. “Times have changed and so has marketing. I wanted to step into the new world of social media marketing in a big way and use it to enhance the brand equity of company products.” Dinesh has found collaborating with colleagues across the globe and brainstorming ideas on how best to use social media to be helpful in advancing his understanding and knowledge of e-marketing. And he couldn’t have done this without Bosch Connect, a tool that he feels should be used by associates in order to improve their skills through shared learning.

The job however does entail a number of challenges. “Most of our colleagues in the APAC nations are yet to embrace social media,” Dinesh says. Plus, there’s the fact that even though social media is a strong communication medium for the modern marketer, there are a number of pitfalls that the astute marketer should never forget. “One

Dinesh is using his stint in Shanghai to explore a country where the ancient past rubs shoulders with a modern present

enough, but add a new job profile to the mix and even the stoutest of hearts would quail. Dinesh, however, is unflappable. “I never want to stop learning anything new,” he says – whether it be a new culture, a new language or even a new type of tea.

Dinesh started off in the Power Tools division in Bangalore in 2005 when marketing was still pretty much an offline activity and Twitter was something that only real birds did. Looking back at the time, Dinesh recalls that “Those were the days when all marketing was done in the field. We did multitudes of campaigns for IXO and Aquatek, distributed no-parking boards, sold tools to consumers directly, done billboards, written articles and spoken to journalists directly.” He also had a stint with the Automotive Aftermarket division, where he headed Brand Communications.

Collaboration, key to success

As someone who firmly believes in the principle of evolve or get

18 | Experiences

Bosch India News | September 2014 Experiences | 19

has to be very careful when dealing with marketing online. Finally, it is all about striking the right balance. While it is very easy to share a piece of creative content/news to 250,000 customers directly in the matter of a second, it does not take much for an upset consumer to tarnish the reputation of companies online. Bosch has a clear issue management strategy that we can use to respond to our users online.”

For Dinesh, sharing ideas is key to improving performance. “We have lot of interesting content to share across GBs, and use the power of centrally shared online information.” Citing the example of the recent success of Construction Monster 2013 at Bangalore – a Power Tools initiative, Dinesh says, “We needed a platform to share. Colleagues from Vietnam, Australia, and other countries were impressed and eager to undertake such an initiative at their locations as well. All this becomes possible when we share ideas across borders.”

Holding on to the familiar in a new environment

Dinesh has found that establishing a routine built around work and family that has helped him immensely in getting his bearings in a new culture.

On a typical day, he wakes up early to help his daughter get ready for school and is in office by half past nine.

Dinesh carries home-made lunch to office - as a vegetarian, he has found the local cuisine rather tricky to negotiate and the office canteen usually serves non-vegetarian fare. He has, however, developed a fondness for Chinese green tea. While food issues have been relatively easy to resolve, Dinesh has found the weather, especially winters, rather tough. “As Indians we are used to warmer climates, so January in Shanghai can be a bit problematic. I moved here in the winter and the cold was a big shock,” he says. But two years on, Dinesh’s never-say-die attitude and cheerful optimism have helped him adapt to even the tough Shanghai winters.

Dinesh does miss his friends and relatives. But the thing he misses most of all is driving. “I almost drool when I see the cars here. This city is full of fantastic cars, but I am not allowed to drive as per HR rules.” To drive in Shanghai, it is important to know Mandarin Chinese, the maze of streets and local driving rules. So most expats don’t drive themselves in order to avoid trouble and depend on public transport or taxis. Dinesh uses a taxi

to commute between home and office every day and says that getting a hold of basic local vocabulary tones and basic directions in Mandarin will help expats.

When he’s not working hard at e-marketing, Dinesh likes to travel and explore all the sights and sounds that China has to offer. He has visited the Great Wall of China, Beijing, Hangzhou, Shenzhen and Guangzhou with his wife Anitha and daughter Diya. A proud father, Dinesh glows as he says, “My 10 year old Diya is the star amongst us. She has picked up the local dialect so well that even her teachers find her language skills much better than the native speakers!”

Never be afraid of the new

The great American jurist Oliver Wendell Holmes Jr. once said that “A mind that is stretched by a new experience can never go back to its old dimensions.” Dinesh, with his eagerness to broaden his horizons, has clearly adopted this as his life’s mantra. He has taken huge risks in moving to a completely new country and quickly adapted to a new professional role – for him, change is not something that should be resisted, but embraced.

A new culture, a new language or a new type of tea - Dinesh believes change should be embraced, not resisted


"It’s important to communicate at all levels with customers"

A customer centric approach has been a topic of focus at Bosch. Can you elaborate on this and how we are working towards it?

We have customers (OEMs) all across India. When choosing suppliers, these customers consider factors such as: who are the best, easiest to sell and easiest to work with. Bosch is a company which is the market leader therefore we are easy to sell, but we also need to be easy to work with.

One of the steps we have taken in this direction is to become a customer-focused organization. We have dedicated key accounts for our most important customers. We have ensured that in the case of foreign companies, we have Key Account Managers (KAMs) who speak the customer’s language to facilitate better communication. These key accounts are co-located at the customer headquarters in India.

We have also located associates from the Quality function in the manufacturing plants of these customers so that they are able to nip a problem in the bud and resolve it before it is escalated. This has been appreciated by all our top customers and they have asked other suppliers to follow suit.

Besides this, it’s very important to keep communicating at all levels with the customers. We have instituted proper man-mapping – we keep a track on when meetings between Bosch and the customers happen and who are the personnel involved. We send a quarterly newsletter called InnoWaves, which covers innovative developments and business milestones, to all key stakeholders of our OEMs. Building upon this, we also have discussions at the operating level on issues of delivery, quality, and projects. These are held every three months and once in six months with all the top customers. We have top-leadership meetings, which are attended by the customers and Bosch senior management.

Further, we also hold Technology Days at our customers’ premises and we display all our competencies and technologies. We have set up learning centers for new technologies for our major customers. For example, at TATA Motors, in Pune, we have set up a learning center related to Diesel Systems and Starters and Generators where we organize training sessions for their employees on Common Rail Systems. This gives them an opportunity to know more about these systems and Bosch in general.

We have been inviting Customer Service teams and Quality Assurance teams for outbound programs in which the teams network and also learn the techniques of how to repair and maintain the vehicle. The idea is to build trust in relationships, and not just communicate virtually.

These are the various initiatives which we have undertaken as part of the customer-centric approach, and this has enabled us to bond with our customers on all steps of our journey.

India is a market that is conscious about fuel consumption. At Bosch India, how are our offerings positioned with regard to fuel emission and consumption?

India will always remain a fuel conscious market. Also, from 2016 onwards, we expect regulations that impose CO2 limits to be implemented. Star ratings that depend on fuel economy will also be rolled out.

To ensure that it is ready for these changes, Bosch is working hard on key initiatives and these are led by Diesel Systems as they have the system know-how and capability. Starters and Generators and Gasoline Systems are supporting them in realizing these innovations.

Says Navin Paul (IN/EO), who has been responsible for OE Sales in India for Automotive

Technology since April 1, 2009. He has cross divisional responsibility of OE Sales, Marketing,

Sales Controlling & Commercial Coordination and Quality & Warranty, Automotive

Technology for all OE customers in India. He is also responsible for OE Sales for Tata Motors,

globally. Earlier this summer, he sat down for an interview with Bosch India News team,

discussing various aspects about Bosch’s automotive business, including the company’s

customer-centric approach, innovative concepts for the Indian market, the unique

challenges that the country poses and more.

20 | In Focus

Bosch India News | September 2014 In Focus | 21

Currently, Bosch offers very good solutions that help reduce fuel consumption. We have a solution where there’s a switch by which the car goes into an eco or fuel saving mode. Besides this, we were also the first and the only ones to introduce the start-stop technology, in which Bosch is a pioneer. Gasoline Systems have come up with the e-clutch, which offers an opportunity to conserve fuel. Our Starters and Generators colleagues are reducing the weight of starters and alternators, thus improving the efficiency of alternators and reducing the fuel consumption.

Our customers will be able to realize fuel savings of 8-10% when they adopt combinations of the various innovations that we have to offer.

What are your thoughts about innovation at Bosch India and what are we doing to address the country’s unique challenges?

Bosch has developed innovative solutions developed at the global level and we have transferred these to our Indian customers. We also have innovations that are India-specific, which are a result of our deep insight into the market and working together with our customers.

For example, the thermal cut-off switch came about because of a problem that Indian truck drivers faced. Whenever his vehicle stalled, the truck driver inched forward to the next service center through a series of starts and stops that puts an additional load on the starter. As a result of this action, the starter burned out. This led to Bosch developing the thermal cut-off switch, where if you are starting beyond a certain limit, it would automatically cut-off the starter motor’s functioning and prevent overheating.

Another example where Bosch’s innovation has come to the fore is in the tractor segment. India is a big tractor market and one constant complaint that tractor users have is with starters. They are unable to function in water-logged areas when water enters and damages the starters. Here we have come up with the sealed starter concept and the initial trials are almost complete.

As the installation rate of ABS in passenger cars is rapidly growing, we have localized it. But it is needed more for two wheelers as they are more unsafe, especially on Indian roads. At high speeds there is always a danger of wheel locking. For this too, we have an India-specific ABS concept. There are two channels for two wheel braking, but there is also one channel which is for single wheel braking. This innovation will promote affordable safety for two wheeler riders.

What are the various factors that drive competition in the Indian automotive market and which of these do you think are the most important?

The main challenge OEMs face is that everybody wants more for less. The other challenge is that because of the intense competition, the time to market for new models has to be very short.

OEMs are looking for suppliers who are able to cope with the rapid speed of constantly changing requirements. They want suppliers to think like OEMs. Today, as the automotive market has grown, Indian suppliers have come of age and have gone global.

The focal areas of success for Bosch as a supplier are global quality, faster localization, and harmonious industrial relationships. We score

very well on some of these factors and we are working on the others. We need to be as consistent in the future as we have been in the past and this will enable us to stand apart.

I view Bosch as one of the few companies that has the ability to make tolerances of microns in millions on a sustainable basis. We are also a young and vibrant company. So I think we are on a very good wicket to ensure that we seize opportunities and continue to be the benchmark against which our competitors are measured.

How has the Indian automotive industry shaped up over the past two decades? What do you think about its future path?

In the early 1990s, you would have seen the same kind of cars on the roads. As a customer, you did not have much choice and you had to wait for a few months before you got your car. But I think India has come a long way.

A good thing about the Indian car market is that it is, for the most part, indigenous. It has been developed and manufactured locally, which means that repair is affordable. India is also becoming a hub for small cars and we have gained global recognition for this. Major global OEMs are manufacturing in India and they are doing fairly well.

As we move forward and cars become more affordable, there will be a deluge of buyers. This will lead to India becoming a much bigger manufacturing hub for the majority of the OEMs, both local and global.

Bosch India News | September 201422 | Event

The 11th Bosch India Communication Workshop held in Bangalore

In a world where there are torrents of content being delivered through multiple channels to consumers, how could a brand like Bosch possibly cut through the clutter and get its message across to its stakeholders? This was the question that dominated the two-day communication workshop held in Bangalore on August 4 and 5, 2014. Communicators from across Bosch divisions and locations gathered to get insight into this conundrum from experts from Mudra Institute of Communications Ahmedabad (MICA), one of India's premier communication management institutes. This format was a departure from the previously held conferences. The presence of guest faculty and their wealth of industry and domain knowledge elevated the standard of discourse and facilitated a cohesive exchange of ideas between the internal stakeholders and external experts.

The two-day workshop began with Mr. Dhiraj Singh (C/CCR-IN) setting the context. He elucidated that in today's complex, highly connected and ever-evolving world, communicators face a number of new challenges. Factors such as economic uncertainty, impending crisis, rapid expansion of digital media,

information overload, heterogeneous workforce and boundless options for the consumers create an ambiguity around the impact and effectiveness of communication. He concluded by stating that the new format of the workshop aimed to inform and update the Bosch India communicators on the contemporary topics of communication and help in understanding and executing their roles in an impactful manner.

One of the highlights of the workshop was Dr. Steffen Berns' (RBIN/P) keynote address in which he emphasized the communicator's role in positioning the Bosch brand in the current environment. He detailed his expectations from the communications teams, stressing on their role in increasing Bosch brand awareness and taking responsibility to create fascination for the Bosch products. At the Bosch HQ, a new corporate positioning and internal messages (House of Orientation) are under development. In view of this, the communication function will play a vital role in getting the new messages effectively transported across to all internal and external stakeholders through well-planned and strategic initiatives.

The workshop guest facilitators - Dr. Falguni Vasavada-Oza (Associate Professor at MICA) and Mr. Arijit Sengupta (Head-Group Communications at L&T Finance Holdings Ltd. and Visiting Faculty at MICA and IIM Bangalore) steered the workshop with their subject matter expertise and industry relevant insights. Highlights and key topics discussed during the conference: • Casestudiesoninternational brands that reworked their brand architecture and positioning • Contentmarketingandchanging media landscape - customizing content and selecting right media for the fragmented target audience • Using'emotionalconnect'with the TG as a differentiating factor in a highly competitive market • ChangingconceptofCorporate Social Responsibility (CSR) to Cause-Related Marketing • Employeesasthenew-age brand ambassadors • Crisismanagementand communication - speed and planning are key to effective crisis communication • Insightsintothemindsofnew age consumers, their changing

"Increase brand awareness and create fascination for Bosch products." Dr. Steffen Berns (RBIN/P)

Bosch India News | September 2014 Event | 23

lifestyles, preferences, consumption habits and media selection • Intheageof'screenagers'- digital channels becoming imperative for media planners

Detailing expectations from communicators in a country as diverse as India, through special video messages - Dr. Christoph Zemelka, the new head of Corporate Communications - Bosch Group (w.e.f October 1, 2014) stressed on the need

Participants during the workshop

The Bosch India team of communicators along with Dr. Berns and the guest faculty at the workshop

for collaboration, becoming content champions and communicating specialness of the Bosch Brand. Mr. Peter Feldmann (C/CCB), Bosch Global - Brand Head, further elaborated on the importance of brand development and communicating the new brand positioning of Bosch post its global rollout. An hour of debate and discussion rounded out the concluding day of the workshop. During this session, participants discussed how Bosch

India can better leverage social media to promote the brand, the need for internal communications to be a two-way dialogue, and how a collaborative approach can help communicators create a unified image of the Bosch brand in the country.

As we enter the new age of communication, the Corporate Communications team envisions embarking on a journey to further enhance the image and reputation of this 'special' company in India.

Bosch India News | September 201424 | Event

Bosch renews its commitment to mitigating climate change

Recent bouts of extreme and unexpected weather coupled with the latest research findings from the Intergovernmental Panel on Climate Change (IPCC) shows that to mitigate the effects of climate change, urgent actions need to be taken on national and individual levels. This World Environment Day (WED) the United Nations Environment Program (NEP) chose the theme of the melting ice caps to highlight the vulnerability of the planet to the irreversible effects of runaway climate change.

The slogan for WED 2014, ‘Raise your voice, not the sea level’, emphasized the need to mitigate human actions which are warming the sea, melting ice at faster rates than ever before in the Arctic and raising sea water levels. UNEP chose the theme to underscore the fact that rising waters

threaten the existence of several small island states around the world. Low lying coastal areas in countries such as India also face severe threats due to rise in sea levels, showing that climate change can do irreparable damage to the way of life for millions of people. Increasing Green House Gas (GHG) emissions and CO2 levels are the main culprits for this phenomenon that is further accelerated by deforestation, energy consumption from non-renewable sources.

Environment protection at Bosch is a binding global agreement

Bosch takes the European Commission's 20/20/20 formula as its guideline, aiming to cut CO2 emissions by 20 percent, increase the share of renewable energies to

20 percent, and improve energy efficiency by 20 percent by 2020.

Back in 1973, Bosch made its commitment to protecting the environment part of its corporate principles.

Worldwide, Bosch is focusing on developing energy-efficient products and processes in all divisions, while promoting the use of renewable energies. It is taking a low-carbon, resource-efficient and socially responsible approach to business.

On World Environment Day this year, Bosch associates took part in a series of campaigns aimed at promoting green initiatives and climate change awareness. For a week, from June 2 to June 7, the following activities were held across Bosch India:

Bosch India News | September 2014 Event | 25

The green team: Sapling plantation at the new manufacturing location at Bidadi (L) and associates signing up for the vehiclepooling initiative (R)

Bangalore plant associates resolving to act responsibly

Vehiclepooling Initiative

Irrespective of number of passengers in the car, every car on the road is emitting harmful pollutants. In an attempt to make associates aware of the hazards and to roll out a more effective and environment friendly method of commuting, a ‘vehiclepooling’ drive was initiated across all Bosch facilities in India. The drive encouraged associates not only to carpool but also use alternative modes of conveyance like public transport, using company bus, opting for a bike ride and even cycling to work!

Go Green – Sapling Plantation

Around 61,500,000 trees are deforested/destructed every year to make paper. With the increasing demand for paper, natural forests are

getting destroyed leading to loss of the biodiversity. A group of workmen and M&SS from BanP got their hands dirty, for a good cause by coming forward and participating in the sapling plantation drive, held at the new Bidadi construction site. This half day event began by welcoming the participants by giving them a short brief on the WED theme followed by information by the horticulturist on the campus landscape as well as the plants and various species of trees (around 750) to be planted there. Around 40 saplings were planted during the event at the entrance of the facility.

Strengthening supplier relationships

In a first time initiative to promote ‘green supply chain management’, Bosch CP/TSC along with HSE

colleagues felicitated key suppliers who complied with ‘best environmental practices’. Schneider Electric, High Temp Furnances and Industrial Metal Finishers were amongst the suppliers who were felicitated. The event was concluded with a speech by Gopikumar A (BanP/PC) on eco-friendly practices adopted in 2013 and challenges for 2014.

WED 2014 saw a beginning of many small practices that are otherwise ignored due to hectic daily activities. However, it is only through sustainable actions that human beings can make a positive impact on the environment. Let’s take a pledge to keep the environment clean and continue to make positive contributions in ways big and small!


Bosch pushes for safe driving in India

Here’s an eye-opening fact: five of India’s most popular small cars in the Indian market last year (including the Tata Nano and the Hyundai i10) have failed crash tests performed by London based car-safety supervisory body Global NCAP (New Car Assessment Programme). The assessments’ conclusions showed that the safety features in these Indian cars were “20 years behind the five-star standards now common in Europe and North America”.

The Society of Indian Automobile Manufacturers (SIAM) addresses this critical issue through its annual Society for Automotive Fitness & Environment (SAFE) convention in Bangalore, which usually sees many international road safety experts participating. Organized by SIAM, the theme of the convention this year was ‘Safety: Bringing Policy & Practice Together.’ Speakers expressed concern over the lack of safety features in Indian vehicles and loopholes in motor vehicle laws. Apart from Bosch, representatives from Nissan also shared information on their safety technology. The experts deliberated on the dismal

state of vehicle safety in India, a country which has the dubious distinction of highest road fatalities globally. A whopping 135,000 lives are lost on roads each year in India where an accident takes place almost every minute, according to a National Crime Records Bureau (NCRB) report. While India has proactively implemented stricter emission norms, it has so far lagged behind most of its peers in adopting safety mechanisms on-board a vehicle. This is evident by the glaring fact that two binary safety technologies – Antilock Braking System (ABS) and Electronic Stability Program (ESP)—are yet to be made mandatory in India.

“If every car was equipped with ABS, 1 in 5 (20%) of all car accidents could be avoided,” said Navin Paul, Executive Vice President, Bosch India, at the Convention.

The ambiguity about safety standards is even more alarming for a market that is set to become the third biggest in the world by 2020. Global auto makers are making a beeline to impress the Indian customer with

their technologically advanced products. The discerning Indian customer is willing to pay the price for superior technology but shirks at the thought of paying a small premium for critical life-saving technology such as the ABS, ESP or even airbags. Just about 25% of all vehicles sold in India are equipped with such devices, a majority of them installed on expensive vehicles.

The lack of awareness on the importance of vehicle safety technology has created a lopsided demand curve where a customer is fine with compromising his life for saving a small premium.

In their bid to make Indian roads safer, Bosch, the pioneer in automotive innovation has been taking the lead to create awareness on life-saving technologies that are vital to reduce fatal accidents. Earlier this year, the Ministry of Road Transport & Highways had made anti-lock braking system or ABS mandatory for all new commercial vehicles hitting the road from 2015.

India is one of the top 10 vehicle makers globally. However, it fairs lowest on safety parameters. For a market that is bound to take stronger and bigger leaps, a sustainable future hinges on its ability to make mobility safer for millions of its consumers.

Why Indian automobile companies and buyers need to care about road safety

• Every4minutes a person dies in a road accident • Therewere490,383accidents in India in 2012 in which 138,258 people died • 25.1%ofallaccidentsinvolved 2 wheelers, the highest among all vehicle categories

26 | Bosch Impact


V.K. Viswanathan: Keep the faith, get ready and be ‘fit for the future’

In your previous interview with the Bosch India News you stressed on the need to 'constantly learn.’How in your opinion can corporates’ foster a spirit of open and transparent exchange of ideas and encourage education? Do you believe that there should be closer ties between corporates’ and education institutes to upgrade the quality of innovation in India?

A successful organization is one that is constantly learning, renewing and reinventing itself. Conditions change, markets change, technologies change and competition too changes, in that environment we need to keep abreast with the changes and times.

And as a sexagenarian organization in India, how do we keep abreast with those changes?

Well, a prerequisite to that would be to keep an open mind. It means not just being aware about the current megatrends, but also to posses the right judgment in order to assess what the probable developments in the future would be like. Judgment when backed by experience and foresight can help us prepare ourselves to meet future challenges. Bosch for decades has been an organization that has constantly

been learning; the Group has been operating successfully for over 127 years and in India for more than 60 years.

Another success factor is our offerings that are so varied, it caters to the requirements of both the high-end and mid-segment ranges, and solutions such as these can only be offered when we are continuously learning. And one can learn from customers, end consumers, suppliers, parent company, educational institutes and young engineers.

Learning from educational institutes and young engineers is crucial, thus highlighting the need for tie-ups with reputed engineering and management institutes. It is one of the key reasons as to why we tied-up with the Indian Institute of Science, Bangalore. Increasingly corporates’ in India need to tie-up with educational institutes to develop quality and futuristic technology, this collaborative approach will indeed help us in the long run.

Given the large inequity in the country, India has brought in a law that states companies have to spend two percent of their profits towards CSR. In your opinion is it a good idea? Also what are your

The 62nd Annual General Meeting (AGM) of Bosch Limited was a first in many ways. Addressing shareholders for the first time as the new chairman of Bosch Limited, a position he took up on July 01, 2013, V K Viswanathan welcomed first timers Mr. Peter Tyroller, member of the Bosch board of management, who succeeded Dr. Bernd Bohr, and Mr. Franz Hauber who joined the Board as an alternate director to Mr. Peter Tyroller with effect from January 1st, 2014. On the occasion of the AGM, we caught up with V.K. Viswanathan, fondly and famously referred to as VKV, in a free-wheeling interview. VKV shared his thoughts on encouraging learning and sharing, Corporate Social Responsibility (CSR), expectations from the new government and a lot more.

thoughts on the triple bottom-line approach, where they state that a company’s priority is solely not just the shareholder, but all three stakeholders- shareholders, associates and society?

Professionally, I am of the opinion that irrespective of such a law being mandated or not, we should behave in a responsible and conscious manner. It is only justified that we invest a small portion of what we gain from the society back into it, thus strengthening our grassroots. Personally, I believe that charity and responsible behavior should come from within rather than being mandated through legislative compulsions. That said, given that it is now a law certainly more number of underprivileged and needy people can be helped.

Bosch of course has been at the forefront of CSR activities, well before discussions about the implementation of such a legislation came into existence. Bosch has been investing and developing areas in and around its plants such as Bangalore, Nashik and Jaipur, among others.

At Bosch we intrinsically believe that apart from offering beneficial and quality solutions that would help us

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meet the demands of the customer, we also need to work towards creating a sustainable and long-term difference in the society. In that direction we voluntarily established a foundation called the ‘Bosch India Foundation’ (BIF). Five Bosch group companies in India contribute a portion of their profits to the initiatives driven by BIF. Clearly, the thought to be a proactive citizen has come from within and we continue to play a very meaningful role through our CSR initiatives.

With respect to the three-pronged approach our associates still continue to be our most important and valued asset, and Bosch has always taken great care of its associates. It is through the constant effort and dedication of our associates that we have been highly competitive, produced quality goods and have been in tune with the present and future requirements of the market. None of this would be possible without their support and Bosch in India constantly works towards their development by offering quality training and development programs and opportunities to work abroad, apart from other benefits.

For our shareholders, we need to ensure that we provide them with adequate returns on the capital they have invested. We need to treat them fairly and equitably apart from living up to their expectations. At Bosch Limited, we look forward to delivering long-term value to all our stakeholders.

What do you make of the recently concluded Lok Sabha elections? What are your expectations from the BJP-Led NDA government?

With the conclusion of the general elections this May, we have a government that is likely to be in

power for the next five years thus promising us reasonable amount of stability and certainty. Going by the pronouncements of the government post election, by various cabinet ministers, give us much reason for hope and optimism, and I too share this sentiment.

Apart from framing forward looking policies and reform measures, I strongly believe that India needs to turnaround and turnaround quickly in its economic progress. The last two-three years have seen our growth rate hover at around sub-five percent in real growth terms. Given the size and potential of our country we need to increase this by at least two percentage points, thus highlighting the need for tough decision making, need for clear agenda setting in terms of economic policies and strong leadership skills.

Personally, I am an optimist and the recently concluded elections give us a platform to initiate and implement policies that will facilitate growth, higher employment, curb inflation and create an investor friendly environment.

That said, India as a country is by and large a sentiment driven economy and we urgently need to have an upturn of sentiments. This necessitates the pronouncement of broad policy measures backed by actions creating a high level of confidence and optimism, which would therein lead to a dramatic turnaround in the investment and sentiment climate. Simultaneously, the supply side of the economy also needs to be improved given the high inflation we see mainly driven by the escalating fuel and food prices.

Overall, I am optimistic that we can look forward to better and happier days in the future.

How do you perceive the rest of 2014 to perform, especially the automotive industry?

The automotive industry has seen the worst of times, though one cannot expect a turnaround in the next couple of months; I however do see some recovery beginning October. The automotive industry has rather faced a prolonged slowdown for the past two years caused by many factors such as sluggish economy, high fuel prices and escalating interest rates among others.

I believe things are about to get better as we look forward to the revival of the auto industry given factors such as the pent up demand of the last few years, and the expected turnaround in sentiment and confidence level can help us regain our growth trajectory. I foresee better growth momentum during the second half of the fiscal year (October 2014-March 2015) that will continue onto 2016, and this growth is most likely to be led by the commercial vehicle and passenger car segments.

Your message to associates on how to successfully tide over the current business scenario

Keep the faith, get ready and be ‘fit for the future.’

Eventually when the economy does turnaround, it will be sharper and we need to be ready to capitalize on the opportunities that lie ahead of us. For that, we presently need to keep our faith, be confident and be ‘fit for the future.’

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News at a glance: What's been happening in Bosch India

‘4Es for Women’ program empowered women associates with strategies necessary to maximize their professional potential as part of this year’s International Women’s Day initiatives at Bosch India. ‘Energy,energize, execute, edge’ were the 4Es around which the workshop centered and contained insights and training modules. A small function was also organized by the Diversity Team with power-packed presentations and entertainment sessions.

Bosch Power Tools India took its business to the next level of performance with the roll-out of the IPOSplus Program, an end-to-end business solution which helps perform a range of tasks and functions even more ef-fectively. The program will facilitate associates with time-saving and effort-saving options.

Communication managers responsible for APAC & ASEAN countries converged at the 3rd Bosch Asia Pacific (APAC) Communication Conference held in February at Jakarta, Indonesia to understand the current unique trends and prepare the next steps to stay in sync with the inevitable transformation of the APAC region. The Bosch India communication team was awarded for its well executed World Environment Day 2013 campaign which promoted measures to alleviate hunger across India.

As part of skill development initiatives and to tap future opportunities in the industrial automation sector, Bosch Rexroth India has set up a ‘Centre of Excellence in Automation Technologies’ at College of Engineering,Thiruvananthapuram and a ‘Centre ofCompetence’ at Gov. Polytechnic Kalamassery, in collaboration with the Higher Education Dept., Gov. Of Kerala. The centres have world class infrastructure with state-of-the-art technologies, equipment and well-trained faculty.

The legendary Nashik Run, which Bosch has been funding since the beginning, once again invited more than 20,000 participants who ran on a 5 km stretch starting from Mahatma Nagar in the city of Nashik. The run, now in its 12th year, took up the baton to uplift the underprivileged and also spread the message of healthy living in the city.

Bosch strongly believes in the safety of its employees at work places. The National Fire Service Week which falls in mid-April was observed at all the Bosch India plants. Fire safety trainings and mock drills did their best to drive home the ‘Safety first’ message. Initiative such as recording near-miss and minor incidents and sharing them with associates online has resulted in a significant decrease in fire accident rate at Bosch India.

On August 9, 2014, in Verna, Goa, the Packaging Technology division celebrated the PAIV manufacturing site’s 2nd anniversary. Bosch associates found a creative way to mark this milestone. Ashok Gourish (PA/PA-IN), Business Head – PAIV, delivered the keynote address and congratulated everyone on this milestone. He also asked that associates continue to be focused and work as a team to achieve organizational goals.

Many of the assembled associates, who had witnessed the move from Bangalore to Goa in 2007 and then again in 2012 to PAIV shared their stories of this journey. Also speaking at the event was Chandra Prasad R (PA/ECF-IN), Business Unit Head – CF, who shared his own experiences of the move to the new facility.

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"With this portfolio expansion, we consolidate our position in the energy business as a ‘full-line solution provider,’ offering products, solutions and services,” said Dr. Steffen Berns (RBIN/P) while launching the new energy business division in India, in February. Headquartered in Bangalore, this facility is collectively responsible for the Middle-East and Asia regions.

Bosch Automotive Electronics India was awarded the Technovation 2013 award for the 'Best Electronics Manufacturing Company‘ at the 9th Vision Summit International Conference held at Bangalore. These awards honour stalwarts in the industry and academia who have furthered the growth and development of the electronics and semiconductor industry in the country. Prabhu Panduranga M (RBAI/GM AE/RP-IN) received the prestigious award at the function.

German Federal President Joachim Gauck visited the ‘Bosch Vocational Center’ (BVC) in Bangalore in February, 2014. He acknowledged the importance of vocational training and Bosch’s admirable efforts towards demonstrating responsibility to Indian society. He hailed the company as a role model for other businesses.

The Security Systems India division was honoured with the EFY (Electronics For You) Readers’ Choice Award, 2013 for the second year in a row under the CCTV Cameras category. In the 10th edition award ceremony, the division was chosen amongst leading players in the industry such as Panasonic, HIKVision and Samsung.

Bosch Limited celebrated the completion of its one-millionth rail (used in common rail systems) production in March 2014. This milestone was achieved within a short span of just four years ever since the first rail was manufactured in 2010. This achievement highlights the increasing demand for Bosch common rail technology in India, especially due to its fuel saving and optimal functionalities for diesel vehicles.

Now in its second edition, “Best of Bangalore – Innovation Edition‘, projects the revival of the start-up buzz in India and focuses on the innovations pioneered by the key businesses across various sectors. Bosch, which was one of the oldest multinational companies to set up operations in Bangalore, has been recognized for its contribution to the fields of Manufacturing, Research and Development.

Bosch reaffirmed commitment and confidence in the India growth story with the announcement of planned investment of Rs. 1200 crores in 2014. A new Research and Technology Center was inaugurated in Bangalore with the vision to expand the activities of IT subsidiary Robert Bosch Engineering and Business Solutions.

In a week-long donation drive, associates and their families from Bosch Chassis Systems India, Chakan, put together a sizeable collection of more than 300 clothes and donated them to Hope Foundation. The clothes were useful for over 150 families of migrant workers from a slum in Koregaon Park, Pune.

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Bosch India celebrated its first Diversity Day in June, 2014. Flash mobs, games, cultural events that reflected the diverse traditions of India, a plethora of regional cuisine – all combined together to show the rich and varied backgrounds that Bosch associates represent.


To meet the rising demand for construction solutions in the booming metropolis of Chennai, Tamil Nadu, Bosch Power Tools, in collaboration with Phoenix Agencies, has opened the first Bosch System Specialist store that caters exclusively to the industry. Mr. Gautham Panchu, the driving force behind Phoenix Agencies, was the first to spot the market opportunity for such a concept.

Located on bustling Mount Road in the heart of Chennai’s commercial district, the store has already seen a good number of walk-in customers and a steady flow of Bosch brand loyalists looking for tools and expert advice on the best solution for their construction requirements. The store also has a special Health and Safety section which details the many health and safety aspects of Bosch’s power tools.

On August 6, 2014, associates at Chassis Systems (CC) were in high spirits as they celebrated ten years of production of two essential brake system components - NOAH Booster and Tandem Master Cylinder (TMC 8), and the completion of series production of one million Anti-Lock Braking System (ABS) units.

At the event, Mr. Dirk Hoheisel (G42) gave a short presentation, covering topics such as global economic growth, Bosch’s business situation, the future of mobility and the high rates of accidents in India that underscored the need for safety features like the ABS.

The theme of this year’s CSR Live Week, now in its fourth year, was “CSR & National Goals - Towards Shared Value”. Through participation in such a large-scale CSR oriented event, Bosch had the opportunity to showcase its CSR projects and initiatives, socially responsible and sustainable business practices, and demonstrate its commitment to sustainable development in India. The event was also an invaluable opportunity to directly engage with important stakeholders such as non-profit organizations, media, investors and others.

At the CSR Live Week event, Bosch Limited was present as one of the key sponsors along with other leading conglomerates such as Aditya Birla Group, Wockhardt Hospital, and Jindal Steel and Power Limited. The company was one of more than 100 participants at the event.

On Sunday, August 24, 2014, the Snap Run Marathon, organized by Snap Fitness in association with Multiple Sclerosis Society of India (MSSI), was flagged off at Freedom Park, Bangalore. More than a 1000 enthusiastic Bangaloreans ran both the 5 km and 10 km runs on a wonderfully breezy and cloudless morning.

The Multiple Sclerosis Society of India (MSSI), established in 1985 and housed at Bosch, is working for persons suffering from Multiple Sclerosis (MS). In Bangalore, MSSI supports about 230 MS patients with free medicines, physiotherapy and equipments. Every year, during the annual Bosch Sports Day, the company holds a special raffle draw that raises funds for MSSI.

At the recently concluded 40th edition of the AIMA National Competition for Young Managers (NCYM), Bosch India continued its successful run at the annual competition, with a team comprising Vijay Jangid (RBIN/ ICO), Sylvi Nazareth (JaP/MFN) and Charul Jain (JaP/FCM) being adjudged the winners. Another team from Bosch, mentored by Mr. Vijay Pandey (PT/SAI), comprising Padma Shanbhag (RBIN/TAX-I), Mobin Joseph (GS/ENG-IN) and Mamta Ashar (CP/PUC), was named the second runner-up. Ms. Nazareth also won the coveted Best Young Manager title.

This is the fourth year running that RBIN has achieved these accolades – a testament to the company’s dedication to cultivating and encouraging young managerial talent.

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Bosch India and Startupbootcamp in association with StartupWave, an online incubation platform, hosted Startup Pitch Day, on August 20,2014, in Bangalore. Startups from all over India applied for the contest, trying their luck in one of three categories – Energy, Healthcare and Transportation. The winning team from Cubito, a cloud-based SaaS company providing transport solutions for organizations, walked away with a two week fully paid trip to join in and observe the Startupbootcamp Berlin Smart Transportation and Energy program in action.

Bosch India, under the aegis of New Business Initiatives (NBT), has been working with startups across the globe to incubate and commercialize new businesses. The recently launched Bosch eye care solution was a result of this initiative.


Bosch India News invites news, views, stories, comments and suggestions with appropriate photos and captions from all of you. Please send us your articles to the Editor, Bosch India News or e-mail us at [email protected] before October 15, 2014 for the next issue.

Edited and published by Dhiraj Singh on behalf of Bosch Limited, Hosur Road, Adugodi, Bangalore 560 030. Reproduction of any article from Bosch India News, without express permission of the editorial team is a violation of copyright.

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