bosch india news

Bosch India News | December 2014

December 2014

Bosch India News Corporate magazine from Bosch India

Cover StoryDenner: “Bosch India should set the agenda for shaping change in the country”

Edition SpecialFlashback 2014 – the highlights of the year gone by

Impact Primavera India Trust - Dedicated to helping children in need

Bosch India News | December 20142 | Contents

EditorialDear Readers,

Political movements change the course of nations. Sometimes for good. For a while, the India Inc and the people at large have been longing for a ray of hope – a hope for the revival of the economy. With the new Modi-led central government, the sentiments have definitely improved. But as Dr. Berns (RBIN/P) said in his recent video message to Bosch India associates, “there are still wide gaps between sentiments and ground realities. And there are gaps between announcing programs and implementing them and their pre-conditions. But the overall picture has clearly changed to the positive side and is likely to be conducive for sustainable economic growth”, we welcome the New Year with both a sense of optimism and a cautious approach.

“Change is the only constant.” When the ancient Greek philosopher Heraclitus coined this thought, the first human settlements were just 3,000 years old. The industrial age was still millennia away. You have to wonder what Heraclitus and his compatriots would have made of the pace of change in today’s world. In the space of last two decades, the speed of the technological revolution has been breathtaking. It has also meant great uncertainty for business – what is fresh and new today, could be the MySpace of tomorrow – obsolete and forgotten except by few loyalists. It is critical, therefore, that a company like Bosch – which has been at the vanguard of so many technological innovations in the past century and more – stays ahead of change and further shapes it. This was the critical message that Volkmar Denner (G1), Chairman of the Board of Management, Robert Bosch GmbH, conveyed to Bosch India associates when he met them during his Town Hall Meeting in Bangalore on October 30. Shaping change is also a strategic area of focus under the new 'We are Bosch' mission statement that will be launched across the company in 2015. 'We are Bosch' will replace the 'House of Orientation' and is expected to promote a greater sense of what Bosch stands for and its values in the new globalized and connected world.

In this year-end issue of the Bosch India News, besides a comprehensive look at G1’s trip to India and his views and opinions on the Company’s achievements and future directions in the country, you can also read about how the Starters and Generators division managed its remarkable Journey of Transformation, the 40th anniversary of Bosch Rexroth in India, what makes Bosch India’s UX team unique and the social causes that the Primavera India Trust is supporting across the country.

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]. Colleagues can also post ideas/feedback on Bosch Connect.

Wishing you all a happy and prosperous 2015 with a hope that the much awaited waves of growth and development bounce back!

Happy reading!

Dhiraj Singh

Issue 3December 2014

Editor-in-Chief: Dhiraj Singh

Managing Editor: Saudha Kasim

Associate Editor: Lovina Raymond Transcend Solution

Cover Image: Panel discussion in progress: G1’s Town Hall Meeting

Contributors:Srinivas MNYuvarajan GVenkatraman BalajiGopalan Vijendran VenkoparaoHemanth SMKarishma YadavDevasmita HalderSmruti GuttalMamta GopinathRoohie MenonSonia JaidevSachin KulkarniVikranth PothireddyUsha Bhan

Printing: Print Point India Pvt. Ltd.

Imprint3 Cover Story | Denner: “Bosch India should set the agenda for shaping change in the country”9 Edition | Flashback 2014 – the highlights of the Special year gone by 15 Features | SG India: Continuing on its remarkable Journey of Transformation17 Profile | "We want to grow our brand in India" Gunjan Srivastava, MD, BSH india

19 Spotlight | 40 years of Bosch Rexroth in India: A vibrant history and a bright future21 In Focus | Bosch eLearning Services – setting industry trends, winning accolades | UX Studio in Bangalore: Setting the standard for exemplary user experience | Diversity in practice

26 Social Media | Reaching out with social media campaigns 28 Bosch Impact | Primavera India Trust - Dedicated to helping children in need30 Innovation | Winnovate – Fostering a culture of innovation at Bosch India32 Snippets | Awards and Recognition News at a glance: What’s been happening in Bosch India

Bosch India News | December 2014 Cover Story | 3

Denner: “Bosch India should set the agenda for shaping change in the country”

High profile visits demand a great deal of planning and an impeccable execution. Notwithstanding, after the event, what remains in public’s mind is just the modest essence of the event – the messages of the conversations!

For Bosch India, Volkmar Denner’s visit was one such special event that left behind some vital messages, some food for thought. As the Chairman of the Board of Management, Robert Bosch GmbH, this was Denner’s maiden visit to India and the meetings that he held with some of the key stakeholders during the four days that he spent in India, became a take-off point after he left. Indeed for good reasons. For he made an emphatic impression on the group of people he interacted with.

In this year-ending issue of BI News, the editorial team presents some of the key highlights of Denner’s interactions with the Indian associates and the media.

The Town Hall Meeting (THM)

Reflecting the culture of open dialogue, a Town Hall Meeting was an integral part of Denner’s agenda in India. He took this opportunity to directly interact with Bosch associates and made an engaging presentation.

The focus on profitability and agility was prominent in the business performance overview. On one hand, he expressed his satisfaction on the sales growth of the Group, on the other his message on cost control and agile processes were articulated loud and clear.

Innovative spirit and world-class engineering talent

For Bosch to continue to grow in India and realize even greater success, it was necessary, Denner said, to offer appropriate, meaningful affordable products and to continue to invest in local R&D. It was also important, he

said, to “increase the share of local value add, raise the share of local supply, strengthen decision-power in India and increase the number of local managers.”

For an emerging market like India, Bosch has to set the agenda for shaping change in order to fully take advantage of the growth opportunities that the country offers. But there were still issues to be addressed as a matter of policy by the new Indian government – the most critical being labor reforms that could increase the productivity and competitiveness of the country’s manufacturing industry.

To shape change, it is necessary to anticipate it. “And Bosch India, has what it takes to be a change agent, providing solutions that not just secure its own growth, but also make a positive impact on Indian society and transform the lives of millions,” said Denner.

Town Hall Meeting with Bosch India associates

Bosch India News | December 20144 | Cover Story

Great opportunities to shape change

During his presentation, Denner revealed the new mission statement for the Company, ‘We are Bosch’. ‘Shaping change’ is an area of strategic focus under this new mission statement and Denner explained why: “The world around us is changing and there are great opportunities for Bosch to shape these changes, especially in electrification of vehicles, automation in manufacturing and driving, connectivity of vehicles, energy efficiency and emerging markets.”

Emerging markets are important for the future growth strategy of Bosch

as GDP growth is moving to countries like India, China and the ASEAN. The rising middle classes in these countries (by 2050 five billion people worldwide will be middle class and Indians would account for a nearly a fifth of this number) means that businesses such as Bosch should be creating more affordable products for this segment.

“Megatrends such as the need for climate and environmental protection, changing mobility, aging population, urbanization, an increasingly connected world and increasing globalization that is making the emerging markets stronger will lead to fundamental

developments and changes in the coming years,” Denner said. Bosch in India, he noted, is already taking advantage of the promising opportunities the country is offering.

Expanding beyond the automotive business in India

The Eye Care solution of the New Business Team (NBT) made a strong impression on Denner. “This initiative is a step towards expanding Bosch’s presence beyond the automotive business. The team’s philosophy of being ‘Patriotic about the problem and democratic about the solution’ means that it works with experts and entities spread across geographies to offer the best-in-class solutions to address local problems aimed at mid and bottom of pyramid segments.” The mid-price segment is, as Denner repeatedly stressed during his presentation, critical for Bosch’s success not just in India but other emerging markets as well.

Denner said, “You can be very proud of these developments that meet local demands. And I expect more affordable products to develop in the near future.”

Such localized innovation is necessary for Bosch to meet its

A visit to TCI and Ban/P


growth targets not just in India, but also markets like China and Brazil,” he added.

NBT got the opportunity to present its work to Denner – along with the Eye Care solution, the team also showcased its water purification systems to address the shortage of drinking water and a solution to monitor different electrical loads both at the aggregated and device level using non-intrusive methods. During this interaction, Denner affirmed Bosch’s commitment for the healthcare space and solutions that can impact the society positively through such innovative solutions from teams which are agile and customer oriented. He also remarked that such solutions can open up newer business models for Bosch.

Strong R&D

It was no coincidence; Denner said during the THM presentation, that Bosch India had managed to come up with such innovative solutions for country-specific issues as the company clearly had a strong focus on Research and Development (R&D). “R&D is a key success factor that we will continue to invest in,” he added.Speaking to associates, Denner expressed his delight and excitement that R&D engineers were tapping into new areas such as a large scale application for smart street lighting based on the Internet of Things (IoT). Using a Bosch Software Innovations platform, the application not only optimizes power consumption but also helps improve the quality of public lighting.

It was also the strength of Bosch’s R&D that led to engineers at Bosch Rexroth, in collaboration with local farmers, to develop the electro-hydraulic hitch control for the Indian tractor market. Both the control and its software were developed indigenously.

“OEMs have high respect for Bosch India”

Asked by an associate what feedback OEMs had about Bosch India offerings, Denner said that the overwhelming response was one of high respect for the Company. During these interactions with key customers including Mahindra & Mahindra and Tata Motors, electric mobility – in keeping with Bosch’s shaping change vision – was a topic that generated great interest.

Need for more localizes innovations such as the NBT eye care solution was emphasized

Responsibility - an essential part of Bosch's philosophy in India as demonstrated through BVC's training programmes and various CSR initiatives


The top focus areas that will henceforth define how the automotive industry goes forward are emission and safety, and in his conversations with OEMs Bosch’s offerings in these areas were discussed. The customers were impressed by Bosch’s broad approach to mobility solutions and the ‘local for local’ approach towards offering tailored solutions for emerging markets like India.

Responsibility, an essential part of Bosch India’s philosophy

During the THM, Denner stressed how the success of Bosch is dependent on the ability to balance the interests of our associates, partners, customers, communities and the environment. A number

of initiatives at Bosch India clearly demonstrate that this responsibility is an essential part of the Company’s philosophy.

The Talk: Up-close-and-personal with media

“India’s rich cultural heritage and its technological achievements have made a great impression on me. While I have previously visited your country, this is my first address to the Indian media. And I am delighted to have the opportunity to speak with you today!” said Denner (G1), during his first press briefing in Bangalore, India.

“Over the past ten years, Bosch has doubled its sales in Asia Pacific. By 2020, we are aiming to double

our sales in the region again”, added Denner. Attended by key Indian media representatives from diverse media houses this press event turned out to be a hotbed of deliberation on myriad topics ranging from innovation to business, manufacturing to labor-related concerns and India’s growth potential.

India to play a key role in Bosch’s regional success

Denner’s visit to India comes at a critical time when many people believe that the country is on the cusp of change given the optimism the current central government has inspired. In his address to the media, Denner underscored the same optimism: “I firmly believe that

6 | Cover Story

Denner appreciated the openness of comments at all levels in Bosch India

The need for more measures to increase productivity and competitiveness, such as labour reforms was highlighted


India will continue to contribute to our company’s success and pursuit of technological advancements that are ‘Invented for life’. We believe that the new government is poised to accelerate economic growth and introduce strategic reforms that will help the country meet its long-term aspirations.”

Foray into a new segment of two-wheeler offerings

Denner also introduced to the Indian press, Bosch’s latest technological innovation, one that is especially relevant for the Indian market: the two-wheeler engine management system (EMS). The two-wheeler segment in the emerging markets is one of the key focus areas for Bosch. To cater to this market,

The automotive press briefing on Bosch’s latest mobility offerings

Bosch is gearing up with its latest technological offerings. Bosch’s new engine management system (EMS) can adapt to any kind of two-wheeler, ranging from high-performance bikes to affordable single-cylinder two-wheelers that play a significant role in Asia, and particularly in India. “Compared with the mechanically controlled carburetor, and depending on situation, the electronically controlled fuel-injection system can reduce fuel consumption by up to 16 percent,” Denner said. This technology is also fully capable of complying with future emission legislations. Furthermore, it opens up a variety of opportunities for connectivity functions, including using a smart phone to access information such as fuel consumption and journey data – bringing fun

and ease of use to customers in the affordable two-wheeler segment as well.

Optimistic about India:

“Bosch has invested heavily in India in the past five years and our intention is to continue doing so, provided labor conditions help us remain competitive”, elaborated Denner to a media query on India’s labor reform. When asked about his thoughts on India’s ‘Make in India’ campaign, Denner said, “We support the announcement to boost manufacturing. While labor reforms are fundamental pre-condition, it is too early to judge the effect of this campaign as it is yet to come to effect. Today in the world there are many Free Trade Zones and they

Media round table in progress


At the center stage: Bosch’s mobility solutions

Prior to Denner’s press briefing, automotive journalists were also invited to an exclusive automotive press event where three of Bosch’s Mobility solutions business heads – Friedrich Boecking (DS/RP-IN), Sandeep N (GS/RP-IN) and Balasubramanian V (CC/SA-IN CC-AS/RBU-IN) highlighted Bosch India’s mobility offerings and shared their views on the upcoming legislations.

The highlights: Diesel Systems: CO2 reduction program – initiatives from Bosch for OEMs in India• CO2reductionmeasuresforlowpricevehicles/passengercarssegmentandtechnologytrends• CO2reductionmeasuresforcommercialvehiclesegmentwithBS4andtechnologytrends

Gasoline Systems: CO2 measures and mass mobility solutions • CO2measuresforgasolineengines• Supportingthecompressednaturalgas(CNG)market• Massmobilitysolutionsinfourwheelers

Chassis control: Promoting active safety and the unique scientific research on accident data in India.

will increase. That means a country like India has to be competitive with other countries, especially in Asia.” Despite the challenges of the last years, the company is confident that India will continue on its path of dynamic development. The Group’s continuing investment in India clearly demonstrates this positive outlook. Denner in his closing note also resonated this sentiment, “Bosch has great strengths on which we continue to build. For example, there is our strong corporate culture with its firmly established values, and there are our loyal and committed associates. With our global footprint, high quality and innovative strength, the prospects for our business are excellent – globally and here in India.”

Live demonstration of vehicles fitted with the latest technologies at the RBEI and TCI facility

A journalist taking a test ride of two-wheeler fitted with the latest Gasoline technology

8 | Cover Story


Flashback 2014 – the highlights of the year gone byIt was a year filled with many firsts: the first visit by German President Joachim Gauck to the Bosch Bangalore Plant and the Bosch Vocational Center, the first Bosch Tech Expo to run concurrently with the bi-annual

Positive response from distinguished visitors

2014 saw a number of distinguished visitors, including the chairman of the Bosch board of management and the German President, visiting Bosch India. In February - Peter Tyroller (G14), member of the board of management, Robert Bosch GmbH, responsible for Asia Pacific - conducted his first Town Hall Meeting with the Bosch associates in Bangalore. He stressed on the fact that Bosch India will have to be ready with ‘glocal’ offerings for the

Edition Special | 9

Auto Expo, the first visit of Volkmar Denner as the chairman of the Bosch board of management (G1) to India. It was a year that also witnessed the launch of two new businesses: Bosch Energy and Building Solutions and

the new Eye Care solution designed specifically to address the local needs. Let’s take a lowdown of the past twelve months and some of its key happenings.

diversified Indian market. Radical innovations powered by local R&D and offerings based on ‘local ideas’ are the way forward. Citing examples of products developed on these lines, Tyroller expressed his confidence in Bosch India.

On February 7, German Federal President Joachim Gauck visited the Bosch Vocational Center (BVC) in Bangalore. He was accompanied by representatives from politics, business and the media. Gauck acknowledged Bosch India’s continuous endeavor of keeping

the skill development initiatives on an international level. He was also taken around the workshop and the Mechatronics Lab of Vocational Center where he openly interacted with the apprentices and learned about their experiences with the German model of vocational training. The Federal President acknowledged the importance of vocational training and elaborated on how Bosch had surpassed its business needs and demonstrated responsibility towards Indian society, standing out as a role model for other organizations.


The unique Bosch Tech Expo

Bosch India adopted a new approach to showcase and discuss its latest technological offerings to the Indian and international OEMs during the 2014 Auto Expo in a new format at a private venue near the OEM show. This approach was taken to give customers easy access to the

10 | Edition Special

Bosch technological exposition and its Clean and Economical, Safe and Comfortable mobility solution offerings. Visitors to the Bosch Tech Expo included top honchos from OEMs such as M&M, Renault Nissan, Ashok Leyland, Tata Motors and Hyundai. Cost-effective yet sophisticated automotive technologies, developed specifically

for the local market from gasoline, diesel and various automotive divisions were on display. Robert Bosch Engineering and Business solutions (RBEI), ZFLS and ETAS – the subsidiaries of Bosch also exhibited their latest technological offerings at the Tech Expo.


R&D in India gets a boost

In February, Bosch further reinforced its commitment to India by inaugurating a Research and Technology Center (RTC) at Robert Bosch Engineering and Business Solutions (RBEI), Bangalore. Present only in four other international Bosch locations, this prestigious high-end innovation center aims to engage with the finest

In February, the new business line, Bosch Energy and Building Solutions (BEBS), was launched. Primarily a service based line, this new business unit will focus on energy generation and efficiency. With the inclusion of this new business unit, Bosch is now a turnkey solution provider for solar photovoltaic power plants apart from being a supplier of heating solutions. Headquartered in Bangalore, it is the first office located in Asia Pacific and is also responsible for the Middle-

East and Asia region. At the launch of the new business, Dr. Steffen Berns, managing director of Bosch Limited said, “With this portfolio expansion, we consolidate our position in the Energy business as a ‘full-line solution provider,’ offering

Edition Special | 11

academic research community and work with some of the best technical talent pool in India. The research focus of RTC will be in the area of Internet of Things and Services (IoTS), System & Software Engineering for engineering methods, data and cutting-edge technology areas of computer vision and image processing. With IoTS becoming an integral part of our lives, entirely new services will emerge that will

transform our everyday lives and open up new business opportunities. Keeping this vision in mind, the RTC is focusing on technologies for smart networking of devices and systems with enhanced reasoning and assistance capabilities. These technologies also specifically aim to address India-centric challenges, as the company believes that the country can achieve a strategic edge by becoming an early adopter of IoTS.

products, solutions and services.”

New business line to focus on energy generation and efficiency


Bosch: ‘Making in India’ since 1953

The new central government, which came to power this summer, immediately got down to business, launching a number of initiatives with an aim to revive the economy. Make in India campaign, one of the most important of these, was launched on September 25 by the Indian Prime

Minister in New Delhi. The event was attended and addressed by eminent leaders from across international and Indian industries – including Bosch, represented by Franz Hauber (RBIN/EM, DS/MG-IN).

In his speech, Hauber stressed on India’s strengths, which include positive sentiment, huge potential


and local talent of engineers. The country, he said, needs to address the system of industrial clearance and continued momentum for reforms.

The Make in India campaign is aimed at making India a prominent manufacturing hub through inflow of new technology and capital while facilitating creation of new jobs.


Non-automotive businesses in the spotlight

In August, in continuation with its efforts to increase focus on the non-automotive businesses in India and growing them, Bosch India held its first ever non-automotive Media Tech Day to highlight the non-automotive business offerings and the important role they play in people’s lives. ‘Experience technologies invented for life – beyond mobility solutions’ was the theme of this Media Tech Day event held at the Bangalore plant. Representatives from around

Edition Special | 13

30 local and national media houses - comprising print, electronic and digital - attended the event.

In the key note address, Dr. Steffen Berns explained the mega themes and challenges that Bosch in India is aiming to tackle through its innovative offerings. Berns also reinforced that Bosch is making concentrated effort to further strengthen the non-automotive businesses in India and is addressing needs of the country with a “local for local” approach. The regional Presidents of various non-automotive divisions - Security

Technology, Power Tools, Packaging, Energy and Building Technology, Engineering and Business Solutions, and Home Appliances – made short presentations about their key business offerings and some of the critical issues that their business divisions are trying to solve in the Indian context.

A special 30 minutes feature presentation on the event was also broadcast on ET Now, India’s leading business channel.


An Eye Care solution that addresses India-specific challenges

The non-automotive Media Tech Day event was also a witness to a milestone for Bosch in India – the launch of its new Eye Care solution that is designed to meet the shortage of eye-care specialists and the high demand for vision screening in the country. This eye screening and detection system 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.

Harsha Ramesh Angeri (RBEI/BUD RBIN/ BUD), (left in the picture above) head of the New Business Teams (NBT), gave a detailed presentation on the benefits and functionalities of the device.

He presented case studies that showed the pressing problem of vision impairment and blindness in the country and spoke about how the fundus camera – which weighs about 440 g – could be easily handled and taken door to door in the rural districts of India. “This solution, best exemplified the spirit of Bosch’s corporate slogan, ‘Invented for Life’,” added Angeri.


A century ago Bosch launched its first electric starter motor for automobiles – a development that was greeted by motorists of those times with delight. Prior to this mechanism becoming a standard for automobiles, it took enormous effort to start a heavy, large-volume engine. Thanks to the electric starter motor, drivers didn’t have to work up sweat (or risk serious injuries) to crank their engines to life.

It was Gottlob Honold, Bosch’s chief engineer, who had the idea of using an electric motor to start the engine. Bosch wasn’t the first to attempt to do this – other manufacturers had already done so and while their products worked relatively well, they were still unsuitable for everyday use and series production. With the electric starter motor, Bosch was able to establish an entirely new line of business as well. The Starter Motors and Generators (SG) division is today responsible for developing starter motors and generators for passenger and commercial vehicles.

SG in India – a Journey of Transformation

In India, the SG division started its operations 25 years ago at the then

SG India: Continuing on its remarkable Journey of Transformation

newly-constructed Naganathapura Plant on the outskirts of Bangalore. Since its establishment, the key challenges for the division have included countering established competition, competitiveness in terms of cost, and product portfolio gaps in certain segments.

In order to effectively overcome these challenges, the senior management team at SG India (SGIN) initiated a top-down Journey of Transformation during a workshop in 2011. Anil Kumar MR (SG/RP-IN) says, “The Roadmap to become a profitable market leader was evolved on the principles of Trust, Transparency, Team work ( TTT), powered by an entrepreneurial approach towards business.”

For the division, key drivers supporting profitable growth both locally and globally were:

- Innovative business models for de-risking and cost optimization at Chennai and Hassan- Product portfolio management (through Product Fit to Market, local innovations) while ensuring Global Quality levels- Process oriented organizations

(Race To Profitability, Value Stream Organization) that are customer focused and driving lean practices internally- Significant improvement on all KPIs- A quarterly retreat by the SGIN Management team along with an external team coach is enabling business process review, recharge and synergy

Elaborating on Race to Profitability (RTP), Kumar says, “RTP is a business process where leadership with ownership as a foundation is encouraged at all levels. The team and team leaders are selected based on technical and personal traits. RTP provides an opportunity for people to develop entrepreneurship and exhibit leadership skills while working in a matrix organization. All key business parameters are driven by the middle management, mentored by the senior management. This brings inclusivity and passion into the business. As a part of continuous improvement, SGIN is looking at upgrading this process in 2015, which will help the business to achieve sustainable profitable growth in the mid- and long-term.”

The roadmap for SG to become a profitable market leader was evolved on the principles of Trust, Transparency and Team work (TTT)

Features | 15


strong global collaboration has led to a significant increase in the export business for the division and new product launches to keep SGIN ahead of competition.

On the technology front, according to Kumar, there are a number of innovations that will contribute to SGIN’s success in the mid- and long-term. “We plan to strengthen the share of business in the passenger car segment with the innovative lightweight starter motor, C6x,” he says. “We are also working on evolving the NBL further, making it more compact and efficient to cater the new market trends of downsizing and increasing fuel efficiency. System solutions in collaboration with other divisions within Bosch such as advanced start-stop and powering local innovations based on customer needs with strong local R&D will also be important in helping us scale even greater heights here at SGIN.”

With a rich history to build on and technological innovation threading through its DNA, SG’s future in India is bright and assured.

Another process that has helped SGIN in its journey is Value Stream Organization or VSO. A VSO process organization is customer-centric and drives lean practices. This, Kumar says, facilitates quick decision making and encourages ownership. The VS owner will drive a cross functional team with regard to SQCD (Safety, Quality, Cost and Delivery). This is an integral part of the lean management practiced at SGIN.

Another important factor has been teamwork. “Thanks to the passionate team at SG including all stakeholders,” says Kumar, “the key milestone in our Journey of Transformation, the breakeven of business, was achieved in 2013.”

The 5,000,000th Baseline Generator

SGIN recently celebrated another remarkable achievement – the rollout of the 5,000,000th Baseline Generator (NBL), a product developed for emerging markets by a global team with project leadership from India.

The NBL is a compact, high efficient, modular, internal fan generator suitable for different customer

The steep ramp-up of 5 million generators within a span of four years was mainly achieved through productivity improvements at

Naganathapura Plant

requirements and interfaces. To achieve cost competitiveness, the NBL is also produced at a strategic location based on an innovative business model. This has enabled SGIN to penetrate both local and global markets.

When asked what has helped SGIN achieve this milestone, Kumar replied, “The steep ramp-up of 5 million generators within a span of four years was mainly achieved through productivity improvements at Naganathapura Plant and quick ramp-up at the strategic location, while maintaining global quality levels and exceeding customer expectations.” He further added, “the NBL being a leading driver for growth has significantly contributed to the SGIN turnaround.”

Agility, collaboration and innovation: keys to a successful future

An agile approach – in the form of innovative business models and customer-focused processes – supports the business to adapt quickly in a dynamic market while exceeding customer expectations. A

16 | Features


"We want to grow our brand in India"- Gunjan Srivastava

BSH has a reputation for being a premium brand – if sustainable, rapid growth has to happen, will the Company produce appliances at the entry level for the large Indian middle-class as well?In general, yes, we will be offering appliances at the entry level for the larger Indian middle class as well.

Home appliance products as a category have a very low level of penetration in the country. Although Bosch caters to the mass premium segment, we are very focused on the fact that we will never be producing any ‘me too’ products in the market. We aim to use our global expertise in our attempt to offer only our best for our consumers in India.

How is BSH planning to make a product like the dishwasher – still a foreign concept to many Indians – a must have product in the country?It is true that the dishwasher as a product concept is still hardly known in India. In the top metro cities, consumers are beginning to realize the benefits (convenience, hygiene, health) of dishwashers and are beginning to opt for it.

We believe that the dishwasher actually is a must-have product in every modern Indian household. We need to make more and more households aware that our general habit of washing dishes with cold water (~ 28°C), does not kill the germs and bacteria on dishes. Dishwashers

in which water temperatures reach up to 70°C, kill 99.9 percent of all bacteria. Consumers can be assured that even Indian utensils laced with oil and grease will be 100 percent clean in a Bosch dishwasher. Also, our dishwasher doesn’t wash glassware alone, but also can accommodate and clean stainless steel utensils, microwavable plastics, steel cookers and kadais.

In which regional markets within India do you expect to see the strongest growth for BSH and why?BSH has been growing steadily over the past few years. Consumer behavior towards purchasing is also changing and most want to now upgrade. Of course, growth in each

Says Gunjan Srivastava, MD and CEO, BSH Household Appliances Manufacturing Pvt. Ltd. Srivastava recently talked to Bosch India News about BSH’s innovations for the Indian market, its strategy for growth and new, localized household appliances for the country’s growing middle class.

Profile | 17

The Bosch serie 4 range of washing machines (L) launched in India and the newly inaugurated plant in Chennai (R)


region differs according to product categories, as each product segment is in a different stage of the product life cycle.

Broadly speaking, in metro and tier 1 cities, we see consumers with changing lifestyles upgrading to higher-end products and more premium brands. We envisage that this will drive the market preference to more premium appliances and to a mass premium option like Bosch. In markets beyond these, there are plenty of first time buyers whose purchases are aspirational. In this case, the product choices may differ, but we still see demand for well-known, international brands. BSH recently launched a front loading washing machine in India – can you explain what innovations were necessary to make it a product Indians would want to buy?Worldwide, BSH as a brand, believes that to succeed in any market, we must customize and produce according to the specific needs of those consumers. This also holds true for the Indian market. A typical Indian household today is more hectic with every member of the

family involved in multiple activities. Each of them has lesser time on hand and each activity has a different set of clothes – whether it is for the morning jog, for the office, for social events and other activities. Thanks to our presence in the Indian market for a few years now, we have been able to gather valuable consumer insights, basis which we concluded that consumers want machines which run faster, powered by the most up-to-date technology to make their lives less hectic and their usual household chores less mundane. There have been many instances of fluctuation in voltage of electricity, erratic water supply, excessively noisy machines and the need for a bigger drum size over a specific period of time. The Bosch Serie 4 - our new 7 kg range of washing machines are thus perfected for the Indian consumer and includes the following India-specific innovation: • Theyhaveabiggerdrum capacity of seven kgs for the growing laundry needs of the consumer • Flexibilitytowashevensmaller

loads using the right amount of water with the ‘ActiveWater’ feature • Upto65percentshorterwash programs taking into account the need for a faster wash • Innovativewavepattern ‘VarioDrum’ gives a powerful yet caring wash and its patented AntiVibrating side walls keeps the noise to a minimum •Firstwashingmachinetobe certified by the ECARF institute for hygienic wash to keep clothes bacteria and pollen free • Tailoredprogramssuchas monsoon program, Sari program and VoltCheck ensure the variety of clothes used by the Indian customers are cleaned to perfection

It is guaranteed that our new range of Bosch Serie 4 washing machines will be technologically advanced and will continue to deliver unmatched washing for their entire lifecycle. With the Chennai plant becoming operational, are there plans to establish more manufacturing facilities?We laid the foundation stone for the Chennai factory in February 2013. Since then it’s been a wonderful journey, thanks to the hard work of all our colleagues. Of course, we do want to grow our brand in India and would like to take this one step at a time – the setting up of the Chennai factory being the first step in this direction. Will BSH be exporting products it manufactures in India?We took the step to set up a manufacturing plant in India to fuel our ambition and further expand in the home appliances market here. The plant will primarily cater to the growing consumer demand in India and will also act as an export hub for the South East Asian region, Australia and New Zealand.

V. Ranjith Nair, Head Business development, BSH India explaining the product features to Steffen Berns , regional President, Bosh India

18 | Profile


In 1795 – the same year that Napoleon Bonaparte was quelling pro-royalist rebellions across France – Georg Ludwig Rexroth put a water-powered hammer mill into operation in Elsavatal (Spessart). That hammer mill laid the foundation for a company, Bosch Rexroth, which has become one of the world’s leading specialists in the field of drive and control technologies.

Bosch Rexroth set up its base in India on February 18, 1974, when it was incorporated as Rexroth Maneklal Industries Ltd. 40 years later, this drive and control technology subsidiary of Bosch in India has become the first choice supplier of hydraulic, pneumatic, electric drives and controls, linear motion and assembly technology.

40 years of Bosch Rexroth in India: A vibrant history and a bright future

A vibrant history

“We have come a long way from the days when we started hydraulics manufacturing in Ahmedabad,” says Dr. Johannes Grobe, Managing Director of Bosch Rexroth in India. “During those initial years, till 1990, Bosch Rexroth in India established itself in the market and grabbed major orders – for example, hydraulic systems and components supply to some of the big steel manufacturing companies.” In this way, the company proved its worth and offerings and consolidated its position as a successful technology-, innovation- and engineering-led company.

In 2001, the merger of Rexroth with Bosch happened globally and the company became Bosch Rexroth.

The success story continued. Bosch Rexroth in India grew rapidly by doubling its turnover every two to three years in the years that followed. It was this that gave confidence to the management, says Grobe, to make fresh investments like setting up the new manufacturing plant in Sanand, Ahmedabad. This has helped Bosch Rexroth strengthen its presence in India and take a step forward to fulfill specific local customer demands.

Local innovation

Local innovations have been a key factor in establishing the reputation of Bosch Rexroth in India. And there is no better example of this than the tractor hitch control system developed by the company. Although the system is based on the company’s

The DCIN plant in Bangalore

Spotlight | 19


global products, the entire system, including the software was developed in India. As the country normally is a challenging market from a cost perspective, engineers had to develop the solution in a way that it meets the technical requirements without exceeding cost limitations.

In farm tractors, the hitch is a fundamental device for carrying out agricultural works. Its typical framework comprises a set of levers that connect the agricultural implement or tool used for tillage, sowing, irrigation, plant protection and threshing to the tractor chassis. In mechanically operated plows the driver has to look back over his shoulder while driving and use a lever to adjust penetration depth manually. However, this method causes the mechanical control system to wear quickly and the ground to be worked unevenly, resulting in low crop yields. Hence the concept of electronic hitch control came into picture.

The electro hydraulic hitch control automatically maintains a constant plow penetration depth and prevents the drive wheels from spinning, which reduces fuel consumption, helps to protect the ground below and increases yields.

When asked about what role innovation and agility will play in the future growth strategy of Bosch Rexroth in India, Grobe said, “Around the world, we work together on innovative technology products and services that demonstrate how the company creates momentum, embraces innovation and is determined to continue being at the forefront of technical developments. Today, we offer the most sustainable, highest performing drive and control solutions in the Indian market by combining technical performance with our global and local knowledge. Our capacity to innovate has given a new direction to our company’s growth. Going beyond production, we have developed the Sanand plant more and more into a technology center. The R&D hub here is focusing more on developing local variants based on our product platforms and becoming ‘local’ in all key industry verticals and implementing Indian requirements.”

The innovation speed, Grobe says, depends very much on the technology and the applications. “We follow global standards with local requirements. However, Rexroth in India being application orientated, a big part of the innovation comes from

working together very closely with our customers while addressing their needs. To transfer such customer requirements in new product solutions is our passion in view of our strong knowledge of the applications and having an agile team is definitely an advantage.”

A future that is bright

It is the dedication and solidarity of its associates that has ensured the continued success of Bosch Rexroth in India. “We have every reason to be proud in this 40th anniversary year,” says Grobe. “I feel that it is very important to maintain direct contact with associates. They should feel they are a part of the bigger picture, fully integrated into the business and its operations. Our values are the foundation upon which the successes of the past were built, and upon which we will build our future.”

The new plant at Sanand

20 | Spotlight


Bosch eLearning Services – setting industry trends, winning accolades

The challenge: to train users, based in 50 locations worldwide, on a new IT tool within one year. When offered this opportunity, the Robert Bosch Engineering and Business Solutions’ (RBEI) eLearning Services division (RBEI/BSD) got down to work and created Web Based Trainings (WBT) in four languages. And to add to further delight for an already happy customer, the WBTs were delivered much before the release of the tool itself.

This is just one of the many success stories that has helped RBEI/BSD gain a reputation for being a trend-setting, innovative e-learning services provider. It is a reputation that has been established not just in the Bosch world, but also externally – the division was recently named by TrainingIndustry.com as one of the top 20 learning portal providers of 2014.

RBEI/BSD – steady, gradual growth

The e-learning division at RBEI began in 2007 as a five member team. Now, the RBEI/BSD has more than 140 members catering to the training needs of more than 70,000 clients worldwide. It is one of the largest in-house learning solutions providers

“To be yet again selected as one of TrainingIndustry.com’s top e-learning companies was an honor”, says Swaminathan K, VP - Business and IT Services at RBEI.

Companies on the list were selected for demonstrating excellence in the following areas: breadth of functionality and capabilities, commitment to the corporate training industry, industry visibility, innovation and impact, number and strength of clients, geographical reach and company size and growth potential

Commenting on the list, Doug Harward, CEO, Training Industry Inc., said, “The Top 20 companies provide technology and services that have a lasting impact on corporate learning. Their ability to personalize the learning environment to both the needs of the learner and the goals of the business give us confidence in the business impact of the programs they support.”

Ken Taylor, COO, Training Industry Inc., also remarked on the fact that the companies showcased the continued innovation in the corporate learning marketplace. He added that “These companies demonstrate the breadth of services, tools and reporting, learning leaders need to support any learning program. In particular, the ease of customization to the client’s specific needs was a standout this year.”

For RBEI/BSD, Swaminathan says, “the continued recognition brings forth Bosch’s ability to consistently deliver on its commitment of innovation and excellence.

in the automotive segment. The team has slowly but steadily acquired knowledge and technical expertise in every aspect of the automotive industry. RBEI/BSD made its foray into the highly competitive third party market during 2010 and has bagged high value projects from Siemens, MBRDI (Daimler) and RRPS (Rolls Royce).

Key project achievements of the division include:

- Customized Moodle based Learning Management Solution (LMS) for the HR department released in 2013- ReAP, a dynamic assessment tool for WBTs- An augmented reality application for BSH that allows the user to view the product in real time as well as use, dismantle and assemble it- Safe Braking with ABS WBT – an HTML 5 based solution; it is a device and browser - independent WBT

Winning accolades

The team has used the accolades it has won so far as motivation to further excel in the e-learning space.

The eLearning services team at RBEI

In Focus | 21


UX Studio in Bangalore: Setting the standard for exemplary user experience

Here’s a thought experiment: what happens when you put industrial designers, interaction designers, visual designers, researchers, prototype makers, video and animation experts together? Well, when all these exceptionally skilled professionals got together at Robert Bosch Engineering and Business Solutions (RBEI), a world-class UX team was born.

Starting with finding out the needs of the users, the team sets off to explore new ideas based on what they see, hear and experience from the field. While research and analysis can prove the strongest strategies wrong, testing will throw the most well-thought about hypotheses off-course and force a team to go back to the drawing board and start developing from scratch. A dozen good ideas are toyed around and discarded before a great one is pursued. Yes, it is not all fun and games but also very demanding most of the time. After all, every project is a voyage into unchartered territory.

The UX team at RBEI Bangalore was set up in 2012 and has come a long

way – it will soon be touching the 25 member mark. The state-of-the-art UX Studio (designed by team) in the Bellandur campus was inaugurated on January 23, 2013. With its open office layout and intelligent use of space to encourage collaborative effort resembles a mirage and the work done here is often perceived as a mystery.

What is UX?

User Experience or UX is the process of comprehending user needs, business needs and technology offerings through research, facilitation and design methodology. It works best when it’s an iterative process since each iteration allows the UX designer to identify new opportunities, adapt to changes in business goals and user needs, and respond to current market trends and advances in technology.

The UX process begins first and foremost in attempting to understand what the needs and expectations are from the end users on a new product or service. It is essential to have a good understanding of the user

needs, as not everyone is very good at expressing their needs. Questions asked during this process include: Who is the typical user? What motivates them? What new functions or services would be desirable?

Understanding these requirements by asking more questions and observing everyday life allows the UX team to develop a project plan specific to the customer’s exact requirements.

Following the observation phase, the qualitative data is broken down into more tangible features: What does success look like? What will a great user experience do for your business and your users? How should a great user interface work?

The design phase comes in next with sketching, rendering, 3D modeling and digital/paper prototyping. The ideas manifest into a form or interface which can be touched and felt. Sometimes the designers use simple tools such as foam, cardboard or paper to quickly build a prototype. They then go back to the potential users to see what they think. This level of visualization is important

The UX team

22 | In Focus


The UX process explained (L) and UX process pillars of success (R)

The UX studio in Bangalore

because a picture or a model in this case is worth more than a thousand words.

Testing is the final step and is when UX designers identify whether what they came up with in the design phase actually works with the intended audience. Testing the design can be an iterative process in itself where they move through several design improvements and test multiple times. The feedback delivers valuable insights to the team as to whether an idea works or not. If the users accept the idea, then it would be time to make the product ready for production.

The UX team in Bangalore has already completed many projects for Bosch and has also taken up significant projects for the India market. The 2-wheeler customer

journey project for Gasoline Systems was to understand the needs of 2-wheeler riders (commuter segment - motorcycle and scooter) and identify ways to improve Bosch’s presence in the market. The outcome of the project resulted in providing key areas of innovation and rich user insights that can benefit new product development activities.

Increasing awareness to help UX practice at Bosch grow further

To familiarize associates from other departments with the capabilities and competencies of the UX Studio, the team regularly conducts interactive sessions, workshops, UX Kaleidoscope, Open House and UX Academy trainings. Associates from Bosch India have benefited from these highly

interactive and successful events. Innovatively designed takeaways for the participants ensured the flow of information was well received and retained.

The UX journey at Bosch continues…

The UX team’s ability to successfully execute key projects that have the potential to accelerate growth for Bosch is a testament to its ability to integrate diverse expertise and transform differences into achieving common objectives. With ample support from Bosch India management, the team is continuing its efforts to bring about a mindset change in the organization, giving higher prominence to user experience.

In Focus | 23


Diversity in practice

If there’s one thing Bosch’s first Diversity Day celebrations taught us, it is this: in a world that is increasingly globalized and digitized and women’s roles in once-tradition bound societies such as India are rapidly evolving, change is the only constant. Or as Ramaprasad B (QMM3) puts it, “Normal isn’t the norm anymore.”

Ramaprasad is one of many Bosch associates working at the Bangalore plant (BanP) who has been introspecting and reflecting on the true meaning of diversity post the Bosch Diversity Day. “We face challenges often,” he says, “and the seniors often don’t know the trivial issues of their subordinates that are preventing them from finishing tasks on time. To resolve this, we realized we need proper communication between seniors and subordinates.” As a result of this thinking, conversations between the generations, especially at tea times on the shop floor, have become

increasingly open and transparent.

While globalization has resulted in fierce competition internationally, for Bosch India, Baskaran GS (MSD) says, “It is also an opportunity. We can expand our worldview and share knowledge with our international colleagues.” As a result, Baskaran says, innovative ideas and new approaches are conceptualized in order to solve the problems and stay competitive. BanP has also been able to change its value stream – thanks to Eric Gayral (BanP/MSD-E) influencing the speed with which projects are completed and the team itself acting as a catalyst in enabling more agile processes and delivering results.

Effectively leveraging the strengths of a diverse workforce

In a hitherto tradition bound society like India, the roles of women no longer hew to any fixed stereotype. Uncompromising production jobs,

for example, are also being handled by women at BanP. “Ambika Kuloor (MFP1) is one of the best production planners we have – and she’s an incredibly skilled and accomplished professional,” says Sanjeev Kumar Singh. “An increasingly gender diverse team can only benefit BanP in the long run.”

At BanP, age is just a number. A workforce that comprises multiple generations, feels Manjunath S (TEF6), is hugely beneficial. “Elders have hands-on experience and the young ones are tech-savvy, both qualities significant for Technical Functions. The nature of the work we do is a melding of both these factors and this dependency had led to a change in attitudes and a very harmonious workplace. For example, look at Suresh Babu R (TEF3) one of our senior-most colleagues and Ashwini Davies (TEF6), one of the youngest here – their levels of experience and abilities may

A glimpse of the Diversity Day flash mob that went viral on Bosch India's Social media channels

24 | In Focus


differ, but they are able to efficiently accomplish their common goals.”

BanP has realized that it is not enough to offer a strong product or service – it is also imperative to be the first to anticipate and adapt to the fluctuations in today’s market. Therefore, it has formulated a clear vision: Transform to be fit for the future. This vision can only be fulfilled through the diversity of employees in terms of mindsets, attitudes, competencies and personalities. Each one is different and unique. To realize this potential, BanP has adapted to an open and inclusive corporate culture that appreciates all differences as

well as all similarities. Together, these employees build ONE Winning Culture at BanP.

About Bosch’s First Diversity Day

As a part of the Diversity initiative, C/HMD G13/PJ-Diversity announced the first ever “Bosch Diversity Day” as June 24, 2014. More than 280,000 associates, across 150 countries and 200 locations were invited to participate (at their respective locations). The aim of the event was to highlight the potential of diversity within the Bosch Group over a period of

24 hours. To this end, the company organized participatory activities, discussion forums and networking events.

At Bosch India, various locations showcased India’s vast cultural diversity through their attire, music, cuisine, languages, art and culture and so on. The celebrations also proved to be a hit on Bosch’s social media channels – the unique and enthralling Flash Mob dance held at the Bangalore location managed to reach around 118,000 fans on Facebook and generated more than 1,200 likes. Long live diversity at Bosch!

To be fit for the future, diversity is key

BanP then and now: effectively leveraging the strength of the diverse workplace. Women associates at the Power tools plant in Bangalore.

In Focus | 25


Reaching out with social media campaigns

The past few months have proven that nothing goes more viral on social media than campaigns in favor of a good cause – various famous and not-so-famous people had buckets of ice thrown over themselves to raise funds for ALS Research, and Hermione Granger promoted gender equality at the United Nations (UN) and on Twitter. Bloggers around the world united in celebration as the blog turned 20, (maybe it’s time you logged back in to your own and posted your thoughts on this special anniversary). And Bosch India honored its brightest minds and promoted safety on the country’s roads.

Honoring inventors

Through the campaign, “Inventors Top Trump”, Bosch’s Social Media team took everyone’s favorite childhood game and instead of featuring the usual footballers, cricketers and wrestlers, made associates with high numbers of patent applications filed the stars of the game. Bosch India’s Facebook fans were asked to play the game in order

to know more about these innovators who, through their contributions, ensure Bosch continues to be ‘Invented for life’.

The Inventors Top Trump game resulted in engagement with over 20,000 fans on Facebook. As for the Bosch associates who were featured in the game – what did they think of it? “I thought it was pretty awesome,” said Loknath Natarajan (RBEI/END1Z), “It made me feel unique, to be given recognition in this way. Plus, I think the wider world has a better understanding of how we encourage inventors here at Bosch – I know my friends certainly do!”

Promoting safety on Indian roads

That Indian roads are some of the most accident-prone in the world is not news. Determined to address this issue and promote safer driving on Indian roads, Bosch India launched the “Skidding Isn’t Kidding” campaign on its social media channels. The anti-lock braking system (ABS) technology from Bosch

was also promoted through this campaign – creative posts described how the ABS could help drivers ensure safer braking to avoid potholes, negotiate curvy roads and handle slippery roads safely.

Bosch followers on Twitter and Facebook were also asked to participate in a #selfieforsafety contest – and the best submissions won Bosch ixo tools as prizes. The campaign managed to get Bosch more than 2000 likes on Facebook and reached an audience of around 56,000. “With this initiative, Bosch has continued to advocate the need for more widespread adoption of vehicular safety technologies,” said Lovina, who handles Bosch India’s social media channels. “The responses to the posts showed that more and more Indians are realizing that these kinds of innovations will lead to the country’s roads becoming safer.” Even in days to come, the social media tools will continue to play an integral role in reaching out to the masses and relevant stakeholders.

The #rollincontrol campaign on Facebook reached an audience of around 56,000 (L) and the Inventors Top Trump game resulted in engagement with over 20,000 fans on Facebook (R)

26 | Social Media

Bosch India News | December 2014 Social Media | 27


Primavera India Trust - Dedicated to helping children in need

For the mothers of young children in Thangamalai slum, who mostly work as domestic help in households in the north of Bangalore, the Crescent Trust day care center is a blessing. For almost twenty years the trust has helped provide day care facilities for their children, ranging from the ages of two and a half to five. Now run by Mr. Benedict Joseph, the Trust was started almost two decades ago by his wife who saw that the women in the slum struggled to hold down their daily wage jobs and also take care of their children. If they missed work for a day, the family might very well have to miss their meals, too.

Crescent now runs three separate facilities in North Bangalore. Since its founding, it has taken care of around 2000 children and doesn’t charge parents for this service. The reason it can afford to do so is the complete funding provided by Primavera.

A trust started by Bosch associates

Primavera is an organization of Bosch employees mainly who

support children of various projects worldwide. It was started by ten Bosch associates with the aim to help children from slums in developing and emerging countries and to help them become part of the mainstream. The organization still mostly comprises former and current Bosch associates. Primavera began supporting charitable trusts in India almost 20 years ago. As of November 2014, Primavera India provides support to the following trusts around India:

Indira Gandhi International Academy Jakkur, Bangalore – A residential school for children of Sri Lankan refugees. Besides imparting an academic education, the academy also provides vocational training for the children.

Crescent Trust, Thangamalai Slum, Bangalore – Day care facilities for young children of working parents from the slum. The trust runs three centers around Bangalore. It was one of the first projects supported by Primavera India. A mid-day

meal scheme is also provided at the care center for the children. Underprivileged women from the slums where Crescent runs its centers are also trained in skills such as tailoring.

Chiguru, Vijaynagar, Bangalore – A school for the training and rehabilitation of children with special needs. Besides an academic program, Chiguru provides vocational training for older children that could help improve their employability.

Prasanna Trust, J.P.Nagar, Bangalore – An orphanage for girls, where they are provided with clean and safe housing facilities, food, and clothing. The children are sent to good schools and are also given the opportunity to express themselves through cultural activities such as music, drama and arts and crafts.

Sri Ramachandra Grameena Vidya Vikasa Kendra, Bangalore (SRGVVK) – A school for children from families living below the poverty line. The parents work mainly as laborers

Children and staff of The Prasanna Trust, JP Nagar, Bangalore

28 | Bosch Impact


in agriculture, construction and as domestic help. It was started in 1991 and provides education for children from classes one to seven. Primavera has provided the school a computer lab and also conducts medical camps for the students.

Aishwarya Trust, Chennai, Tamil Nadu – The trust aims to spread awareness about congenital heart disease (CHD), a leading cause of birth defect related deaths. It provides free health check up camps for children from vulnerable backgrounds. Corrective surgeries are provided for those children who have CHD.

Shanti Bhavan Residential School, Hosur – A residential school for under-privileged children. The school was started in 1997, with the aim of providing children from the most disadvantaged backgrounds with a world class education. Children start

school from the age of four and stay till they’ve completed high school.

Friends of Camphill, Bannerghatta Road, Bangalore – A residential community for adults with special needs. It was inaugurated in 1999, and includes two family houses and a workshop building. Each house has a group of 12 men and women with different mental and physical disabilities – they share their lives with house parents, several co-workers and volunteers. The workshop has sections for weaving, paper and candle making, a small pottery and bakery.

SEVAI, Tiruchirapalli, Tamilnadu – A self-help group for women that enables them to become economically self-sufficient. Recent activities include educating women on growing vegetables and marketing the produce.

Children and staff of Sri Ramachandra Grameena Vikasa Kendra, Bangalore (SRGVVK)

Primavera also recently started supporting two projects in Nashik and Jaipur – the Primavera Knowledge Center in Kishanpura, Jaipur, which provides schooling for children from families below the poverty line and the Waghera Tribal School in Nashik.Through more funding and volunteering, Primavera India Trust is striving to help these organizations make a beneficial impact in the society to which we all belong. If you wish to contribute, email [email protected] for more information. Bosch associates can also join the Primavera India Trust community on Bosch Connect to get the latest updates on the Trust’s fund-raising and volunteering opportunities. True to the tradition of founder Robert Bosch, Bosch India also demonstrates a particularly high level of corporate social responsibility – both at the company and beyond.

Children of Indira Gandhi International Academy Jakkur, Bangalore (L) and innauguration of the Primavera Knowledge Center in Kishanpura, Jaipur, which provides schooling for children from families below the poverty line (R)

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Winnovate – Fostering a culture of innovation at Bosch India

Spearheaded by the India BUD department through its India Innovation Pipeline (IIP), an avenue to incubate promising ideas that will impact the Indian market, the Winnovate series is aimed at igniting the spirit of innovation at Bosch in India. Launched in early June, the series so far has focused on two of Bosch’s businesses in India – Power Tools and Security Technology.

Winnovate 1.0

In the first phase of the Winnovate series, associates submitted their designs of products for typical Indian usage and price points under the following three themes in the Power Tools segment:

• Indiaspecificproductsfor industrial cleaning solutions • Indiaspecificproductsfor Home, Garden and Hobby Use

• Innovativepackagedkitsfor Indian home users

In total, 130 ideas were submitted by associates. The BUD team was impressed with the passion that participants displayed in when presenting their ideas and noted that most of the ideas were born of problems that associates themselves had experienced and were eager to solve.

Out of the initial pool of submissions, 59 relevant ideas were selected by the moderators. For the team of moderators, selecting the most relevant ideas was a tough task because of the sheer number of entries received. Moderator Uday Prabhu (RBEI/EEJ, RBEI/NE1-PJ-PRM) was impressed with the ideas as they were thought through and presented very well. “Bosch has some budding entrepreneurs and

extremely innovative associates,” he says. After rounds of analysis and discussions, six ideas were selected across four themes, which were presented to the IIP Steering Committee comprising Dr Steffen Berns (RBIN/P), Franz Hauber RBIN/EM and Vijay Ratnaparkhe (RBEI/P).

The following were the prize winning ideas of Winnovate 1.0:

• Mini Universal Adaptor for IXO- Raja Iruthayaraj (RBEI/ENC4Z) • Kitchen Accessories for India -Murali Narasimhan (RBEI/EEJ) • Electrical Soldering and Testing Kit - Praveen Kumar Nalakurthi (RBEI/ECS3) • Motorized Indian Snacks Maker - Pavitra Shripati Upadhya (RBEI/ENC1) and Ramasubramanian R (RBEI/ ENC1)

Winners of the first phase of Winnovate

30 | Innovation


• Popular winner: The Bosch robotic autonomous skyscraper glass washer design submitted by Raghavendra Channenahalli (RBEI/ENC4), which received 373 votes.

Winnovate 2.0

The second phase of Winnovate required associates to submit innovative ideas related to Bosch’s ST business. The themes for Winnovate 2.0 included: • Application oriented security products including interface with mobile/tablets/internet etc. for MPP (mid price point) markets for home, office, SME (small and medium enterprises), educational institutes, etc. • Application for passenger/ goods safety and security including interface with mobile/ tablets/internet (in passenger/ commercial vehicles, railways, etc).

• Application of TWIST (Tiny Wireless Sensor Technology) sensor for security solutions (with a mass market focus)

This phase saw participation from around 1744 associates from SG, AA, ST, DS, PA, PA-ATMO, CI-IN, CP-IN, RBEI and NaP. A total of 63 ideas were generated – of these 39 were shortlisted.

A team of three moderators selected 7 ideas across 4 themes from the final shortlist for presentation before the IIP Steering Committee.

The following were selected as the winners:

I. Bulb-holder IP Camera by Chandra Mouli Krishna Moorthy (RBEI/BSR3); II. In-vehicle Surveillance by Janani Raju (RBEI/EST1); Deepak S (ST/SAI-ASA) and Senthil Prabakaran Velusamy (RBEI/ENC2) III. ATM security and surveillance category by Vijimalar Vettrivel (RBEI/EST1) and Upender Reddy (RBEI/EET3)

The Bulb-holder IP camera was also the most popular idea, which received a whopping 140 votes When asked about what the Winnovate platform means for associates, Harsha Ramesh Angeri (RBEI/BUD RBIN/BUD) said, “You can see from our ‘Eye Care’ product launch that it is possible to turn an idea into a product and introduce it in the market. If you believe in your idea and want to make an impact, Winnovate is the best platform.”

This is a sentiment that the Winnovate winners of both phases agree with: Ramasubramanian and Pavithra said, “Winnovate has provided us with a platform for showcasing our ideas. These ideas are not confined to the drawing board – the IIP is giving us a chance to make them into real products. We are inspired to take part because it gives us the opportunity to focus on India specific problems and solutions for the same.”

Winnovate, therefore, has served as a unique ideation platform for Bosch associates to put their thinking hats on, look at local problems and actively come up with ideas that could shape change in the country.

About the India Innovation Pipeline (IIP)

The India Innovation Pipeline (IIP) incubates projects which are related to core business divisions and address the needs of the Indian market. The end result of such an IIP project should lead to development of a product (H/W or H/W with S/W). All these projects should articulate a clear market need and also specify the means to address the same. The number of projects and the funding available will be controlled centrally within Bosch India (RO) by the Innovation Team and the Steering Committee. The review cycles will be aligned with the Bosch global growth measure review and the country business plan cycle in order to ensure the investments for the innovation projects are planned into the cycle. The key stakeholders in the RO for an efficient execution of the IIP projects are the Bosch India management team, new Business development team and the regional Presidents of business divisions.

The Steering Committee comprising RBIN/P, RBIN/EM and RBEI/P is setup for the project review mechanism. The projects with business division buy-in will be pre-screened by RBIN/BUD before being presented to the Steering Committee. RBIN/BUD will assess and review the ongoing projects and the new projects wherever applicable on a monthly basis. IIP funding is available only till Innovation Gate 3(IG3), post which the development has to be funded by respective business divisions.

Innovation | 31


Awards and Recognition

The Bosch Bangalore Plant won the “Gold Award” in Excellence in Manufacturing category of the ACMA Awards, 2014 edition. The award was received by Dr. Deuster Jens (BanP/PT) and Mr. Gopikumar (BanP/PC) from Mr. Anant Geete, Hon’ble Union Minister for Heavy Industries & Public Enterprises, Govt. of India.

Bosch Energy and Building Solutions (BEBS) won the Intersolar Award 2014 in the Best Solar Project in the Industrial and Commercial category for the 1 MW first-of-its-kind solar project that was built on a water lagoon for Maruti Suzuki India Limited at their Manesar plant.

Starter Motors and Generators India (SG-IN) won the “GM Supplier Quality Excellence Award” for the supply of Baseline Generators to GM India.

Bosch’s Jaipur Plant has secured fourth position in the Cleverle Award - 2013, Category: Best Plant Robert Bosch World (outside Germany). The Cleverle Award is given every year to recognize the achievements of outstanding results in the Employee Suggestion Scheme. The award was given to Jaipur plant team by Kuebel Christoph (G13) during international IdeaM conference on September 18.

Bosch Diesel Systems India received the Innovation award From Mahindra & Mahindra - Auto & Farm Sector.The Award was given to Bosch, for its ‘Innovation Driven Approach’ by introducing ‘innovative, Overall Cost Effective & Field Fuel Efficient A-Pump System for Arjun 605 DI BSIIIA Tractors >50HP category’.

For the second year running, Bosch Jaipur won the prize at the CII – EXIM Bank Awards for Business Excellence 2014. The prize was presented during the 22nd National Quality Summit held in New Delhi by the Confederation of Indian Industries (CII) on November 19.

Fortune India’s third annual survey of the country’s most admired companies ranked Bosch number one in the Auto Components sector. Bosch scored highest in corporate governance, product/service quality and innovativeness among companies in the auto components sector.

The Bosch Vocational Center (BVC) was declared the Best Establishment by the Government of India for the 12th time in a row. Franz Hauber (RBIN/EM) received the President of India’s trophy from Prime Minister Modi on October 16.

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

Not too long ago, these blue vans would be seen plying the roads of rural India. They would stop at village grounds, shutters on the sides would go up and hey presto! – a range of the latest Bosch power tools would be displayed and demonstrated to rural craftsmen.

Two of the vans – or Bosch Vaahans as they were called – have now been re-purposed, spruced up and re-branded to be used by the Bangalore-based Akshaya Patra Foundation to deliver mid-day meals to hundreds of schoolchildren.

On October 22,2014, senior management of Bosch Power Tools gathered together and flagged off the next journey for these two vans.

The keys to the vans were handed over to Vinay N Kumar, Head - Operations (Bangalore & Bellary) & ERP, Akshaya Patra Foundation. “It’s a donation for a noble cause – that of providing children from underprivileged backgrounds healthy, nourishing meals in their schools,” said Vijay Pandey (PT/SAI).

The recently concluded ‘electronica India’ 2014 exhibition in Bangalore provided Bosch’s Automotive Electronics business a platform to establish and increase awareness among potential AE/SCS component customers. Held on September 23 to 25,2014, at the Bangalore International Exhibition Centre in conjunction with ‘productronica 2014’, the event witnessed unprecedented visitor turnout and record participation. Around 341 exhibitors, representing 713 companies, showcased their products, solutions and services at both trade fairs.

“Smart Water-Power and Internet Public utilities for the city of tomorrow!” was the topic of the recent panel discussion organized by the India Electronics and Semiconductor

Association (IESA), in association with The Indus Entrepreneurs (TiE) Bangalore chapter. Markus Schmidt, Executive Vice President Sales and Marketing, Automotive Electronics, represented Bosch at the event. Also participating in the panel discussion were Ashwani Garg (Director, New Business Solutions, Intel), Alok Bardiya (Country Director for India & ANZ, Corporate Development, Cisco), B.K. Raghuveer (Associate Vice President, Infosys) and Surjit Lahiri (VP-Technology, Mindteck). Ashwin Mahesh (Founder, MapUnity) was the moderator.

The aim of the event, which was attended by Internet of Things (IoT) entrepreneurs and businesses from around India, was to explore problems of a rapidly urbanizing India. Issues such as increase in traffic, water shortage and energy shortfalls were the topics touched upon during the two hour event. The panelists also debated on what could be done to promote a more connected world and how this could be achieved.

Dr. Himanshu Trivedi (DCIN/QMM, DC/QMM-AZ) was awarded Fellowship of National Centre for Quality Management (NCQM), in Mumbai, on September 20,2014, for his contribution in the field of Quality Management.

This award was given during NCQM’s Annual Day function by the Chief Guest Adsul (Technical Director of M/s. Garware Polyester Limited) and Dr. B. Banerjee (The President NCQM).

RBEI Robert Bosch Engineering and Busi-ness Solutions won the ‘IT Pride of Karna-taka, 2013-2014’ award in recognition of its ‘performance and contribution to the IT Industry’ at CeBIT India, BangaloreITE.biz 2014, India's premier IT and Electronics event held on November 13, 2014.

The award is part of an STPI initiative, Government of India and the Department of IT, BT & ST, Government of Karnataka to recognize the top performing IT and ITES companies of Karnataka for their exemplary performance and contribution during the financial year 2013-2014.

Swaminathan K (RBEI/BSV) and Jacob Peter (RBEI/SAM) received the award. This is the third consecutive year RBEI has bagged this award.

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CRIS (Center for Railway Information System) an autonomous organization responsible for providing IT solutions and applications to the Indian Railways will be using RBEI's advanced data analytic solutions to monitor and control fraudulent ticket booking practices. CRIS powers IRCTC (Indian Railway Catering and Tourism Corporation) website and e-ticketing system. IRCTC can handle a booking capacity of 7200 tickets per minute and 120,000 concurrent users can book e-tickets simultaneously.

RBEI's advanced data analytics solutions will equip CRIS to monitor and control fraudulent ticket booking practices. By analyzing historical transactional data, individual and agent profile details, associated data logs, the solution will be able to handle datasets of close to five lakh transactions per day and detect ticket booking irregularities.

Aimed at increasing motivation among suppliers to promote quality, delivery, flexibility, reliability, technical and economic capability, the Bosch India Supplier Award 2014 was held recently in Bangalore. This awards program rewards Bosch India Business Partners for their superior quality and outstanding performance.

The 2014 edition recognized suppliers for their performance during the period July 2012 to June this year. Business Partners representing all divisions of Bosch in India from both Direct and Indirect materials were present, as were senior management and associates from Purchasing and related functions from across Bosch India divisions.

Soumitra Bhattacharya, Joint Managing Director, Bosch Limited, and Peter Meyer, Executive Vice President of Corporate Purchase and Logistics, spoke on the growth opportunities available for Business Partners and also shared insights into the current global and Indian business scenarios.

The medical camp held at the Government Model Kannada Higher Primary School, on September 8, 2014, at Wilson Garden was a clear success – around 200 children were given thorough check-ups and those needing immediate medical treatment were given the same. Representatives of Bosch senior management – Vijay Pandey (PT/SAI), Head, Power Tools India and SAARC - Sales and Marketing, Jagadeesh V (RBIN/PJM), Ramamurthy K (BanP/TEF,PJ-SR), Pratap Sargod (DS/MFP-IN), and Goel O P (RBIN/BVC, BanP/BVC) – also visited the camp and appreciated the efforts of the organizers, volunteers and medical staff.

Bosch has set itself a target to cover 100 schools and 20,000 children through the CHDP this year. The company is well on its way to achieving this target through the medical camps held almost every day across schools in the less privileged neighborhoods in urban Bangalore.

RBEI inaugurated the BVBCET Bosch Automotive Electronics Laboratory on October 9, 2014, at B.V.B. College of Engineering and Technology (BVBCET) in Hubli. The total investment by Bosch is planned for close to 20 lakh rupees (INR) which will be invested in two phases. Phase 1 was inaugurated on 9th October 2014. The hi-tech lab will provide much needed live exposure to automotive embedded software development to over 350 students from different engineering disciplines.

The lab, among other equipment, contains a Freescale microcontroller- a kit with all the advanced features that is necessary for any automotive embedded software development. This partnership is aimed at giving a significant boost to the employability of engineering students and is a significant extension of Robert Bosch’s existing efforts in aiding the growth and development of technical knowhow in academic institutions.

Robert Bosch Engineering and Business Solutions (RBEI) conducted the 3rd edition of the annual inter-school sports meet at the Nehru Stadium, Coimbatore. The event, spread over a span of two days saw the participation of around 1000 students from 7 Government schools in Coimbatore. It included both field and track events. It is gradually gaining in popularity with an increase in participation of 10 percent over last year.

Bosch wants to provide opportunities to children to explore their potential in all areas of life. This event also seeks to recognize sports talent which could otherwise remain hidden in schools.

Robert Bosch Engineering and Business Solutions (RBEI) launched iNVH (noise, vibration, harshness) app at the Bellandur campus. The app was launched on

October 14,2014, by Dr. Juergen Moessinger (RBEI/NE3) and Venkatesh Kannan (GS/EMP6-NA). iNVH app is a smart, multi functional, Android based app to assess noise, vibration and harshness in a product or component. The app was jointly developed by RBEI/ENB-NVHCoC and RBEI/EST.

iNVH app is a smart tool for field engineers, product development teams, students, amateurs who wants simple acoustic measurements. The app’s noise measurement features can detect environmental noise pollution levels which comes in handy for city dwellers to check sound levels in their neighborhood.

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Bosch India News | December 2014 Awareness | 35

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/by February 15, 2015 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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