Presentation by Dr. Volkmar Denner,
chairman of the Board of Management, Robert Bosch GmbH,
and Prof. Stefan Asenkerschbaumer,
deputy chairman of the board of management,
at the annual press conference on April 29, 2020
Check against delivery.
Presentation by Dr. Volkmar Denner,
chairman of the Board of Management, Robert Bosch GmbH,
and Prof. Stefan Asenkerschbaumer,
deputy chairman of the board of management,
at the annual press conference on April 29, 2020
Check against delivery.
Ladies and gentlemen:
All of us – across the globe, as well as right here at Bosch – are living through an extraordinary crisis. The coronavirus pandemic demonstrates our limitations, but it also demonstrates what is really important – the health of our associates and their families. But also your health, ladies and gentlemen. In times such as these, annual press conferences can only be virtual, but my welcome to you is warmer than ever.
But in times such as these, where should I begin? At Bosch as well, so much of what is happening is completely new. Before the crisis broke, it would have been inconceivable:
In times of coronavirus, our utmost priority is of course that everyone stays healthy. First and foremost, our thanks go out to the doctors, nurses, and scientists fighting the virus on the front line. But we would also like to thank our associates and business partners – for the solidarity with which we are tackling this crisis.
The widespread use of digital technologies is also good news – and not just because we wouldn’t be able to give this press conference without them. The fact is that the number of people dialing in to daily Skype conferences at Bosch has nearly tripled at peak times since the pandemic broke, and more than 100,000 associates have been working from home at times. The internet was not invented as a guard against infection, but it does help keep operations running even in times of social distancing.
But while we may have gained a newfound appreciation for the benefits of digitalization, we must have no illusions about the scale of the losses being inflicted on growth and income. The longer the lockdown continues, the more such losses threaten business existences. The losses also affect social and political life as we know it. We have to closely monitor any possible side-effects and take action to counter them if necessary. Three points are important for me here:
At all events, while politics looks after its responsibilities, Bosch must do what it can. And more than anything in these times, that means developing and producing technological solutions for the fight against the virus. Let me mention a few important examples:
Staying with this strategic imperative, there is one subject that should no less concern us – one that is difficult enough to tackle even in normal times: climate change. Curbing this change is an existential task – not only for the people in the world today, but also for their children and grandchildren. We have to combat the virus, but this fight will not stop global warming. The decision to keep climate action as the central theme of our press conference this year was therefore made whole-heartedly.
Ladies and gentlemen, climate change is the dominant issue this year as well, despite coronavirus. It is good that policymakers are taking climate action seriously, but the paradigm shift in many industries is also serious. This also affects Bosch, but still I have to say, loud and clear, that while climate action costs money, doing nothing will cost even more. A company’s mood cannot be one of resignation, but instead has to be one of innovation. So even in these difficult times, we have no choice but to plan for the short and the long term. It is above all to two questions that we want to give answers at our annual press conference:
Ladies and gentlemen, today I would like to focus mainly on current developments. I will end my presentation with a cursory look at the figures for 2019. As Volkmar Denner already said, we are in an unprecedented situation.
The challenges are formidable. This is reflected in our first-quarter figures. They already show the effects of the coronavirus pandemic.
Even if production has been ramped up again in China, and European industry is preparing for a ramp-up of its own, we have to steel ourselves for a severe global recession over 2020 as a whole. The actual extent of the drop in economic output can still only be guessed at. Our assumption is that it will be significantly steeper than the roughly 1.5 percent fall we experienced in the 2009 recession. In automotive production, our current expectation for 2020, based on the effects that are currently apparent, is that it will fall at least 20 percent.
As concerns our business, we expect sales losses to be especially pronounced in our Mobility Solutions and Consumer Goods business sectors. But in our other business sectors as well, we are anticipating a significant decline. Given the many imponderables, we feel unable to make a reasonable fore-cast for the Bosch Group for the year as a whole. It will take a supreme effort to achieve at least a balanced result. In this severe crisis, it is again an advantage for us that we are so diversified, with different business sectors
This explains why we are attaching such great importance to our many activities to cut costs and secure liquidity. These include the reductions in working hours in place at many of our locations in Europe – which means losses of income for our workforce. At the locations affected, managers and executives are playing their part by taking as much as eight days of unpaid vacation in April and May – on average, a 20 percent cut in salary in the two months. For our senior executives and the board of management, this applies regardless of local measures.
All our divisions are under instruction to exercise extreme restraint in their capital expenditure. Nonetheless, we are pushing ahead with investments in our company’s future, such as the construction of our wafer fab in Dresden. But even here, we are examining whether expenditure can be spread over a longer period in individual cases. Especially in Mobility Solutions, with its tight supply chains, we are very closely monitoring our suppliers’ financial situation. But that is not all: our logistics and purchasing teams have worked successfully with our suppliers and customers to secure deliveries. This means we have a good basis from which to ramp up production again.
In such troubled times, our very sound financial structure is especially valuable. Our traditionally high equity ratio was 46 percent at the end of 2019, and balance-sheet liquidity was 19 billion euros. A few days ago, moreover, we agreed an additional credit line of 3 billion euros. As in the financial crisis of 2008 and 2009, this is a precautionary measure.
In our planning, we had already expected the 2020 business year to be a challenging one. We had expected global economic activity to cool further and assumed that both automotive production and the diesel share of passenger cars would continue to fall. Just like the automotive industry as a whole, Bosch is both in transition and in upheaval. On the one hand, we are making considerable upfront investments in areas of future importance. They comprise electromobility (including fuel cells), automated driving, future automotive electronics architectures, the internet of things, the application of methods of artificial intelligence, the connected factory of the future, and electrification in heating technology. At the same time, considerable adjustments are necessary, especially in the Mobility Solutions business sector. These upfront investments and adjustments are an additional burden on result.
This is also reflected in our 2019 business figures. Our documentation provides detailed information. Owing to a number of successful products, Bosch Group sales reached 77.7 billion euros, nearly on a par with the previous year – and this despite an already weak global economy and a 5.5 percent drop in automotive production. Especially in Mobility Solutions, we were able to gain market share. However, at 4.2 percent, the Bosch Group’s EBIT margin from operations was significantly below the previous year’s 7 percent. Without positive extraordinary effects, above all as a result of the sale of our packaging machinery activities, the margin was 3.5 percent.
Right at the start of 2020, therefore, we adopted a comprehensive program to improve cost structures and secure liquidity. It applies to all units and functions worldwide. However, the measures take account of differing requirements. In the medium term, our objective is to return to a roughly 7 percent margin from operations, but without neglecting the essential tasks to secure our future. We are devoting all our energy to this and to overcoming the coronavirus pandemic. In this way, we will create the financial foundations we need to seize the many huge opportunities that lie ahead for the Bosch Group. And with that, I would like to hand back to Volkmar Denner.
… Many thanks, Stefan. How can Bosch return to growth, despite coronavirus and despite the paradigm shift in the automotive industry? How can the fundamental change in our world, and not least in the natural world, be tackled on a business level? To answer these questions, I would like to present a number of strategic considerations centering on climate action, which remains the greatest challenge humanity faces. We believe the response to this challenge should be an aggressive one, deploying not less, but more technology – and above all technology that is new and smart.
In our view, climate action policy should not be merely defensive, or indeed restrictive. A policy of sacrifice and prohibition would only inhibit our engineers’ ingenuity. We want technology neutrality, and in the end, this means a technology offensive. First and foremost, neutrality means that there is more than one path to sustainable mobility. Batteries are one way, but so are renewable synthetic fuels and fuel cells. And a technology offensive means that the move to alternative energy must eventually go hand in hand with a move to alternative fuels. It is obviously not possible to electrify every mode of transport. We also need carbon-neutral liquid fuels. This means boldly embracing the hydrogen economy, and doing it now. If we do not, Europe will not achieve climate neutrality by 2050.
It is good to see this debate gaining momentum, and good to see that Germany intends to test hydrogen applications in the field. But these applications need to become industrial reality soon, for climate change is already very real. We already have a German hydrogen strategy. However, the objectives it sets out still lag way behind climate-policy exigency, as well as what is technically feasible. Hydrogen is figuring prominently as a subject of debate, but it’s high time it was commercialized.
What needs to be done politically? I see three fundamental points:
Ladies and gentlemen, a climate-action policy such as this could also be a policy for economic growth. It would be a policy that benefits the environment without neglecting prosperity. In the end, a successful move to a hydrogen economy is also important for the future of our company. And Bosch is also making itself H2-ready, as a number of examples already demonstrate:
For all our technological push, climate action starts at home – in our company. This brings me back to the promise I gave at this event a year ago: to make all Bosch locations carbon neutral by the end of 2020. And we will keep our promise – the first global industrial enterprise to do so. To do this, we are applying four levers: one, increase energy efficiency; two, expand our supply of renewable energy; three, procure more green electricity; and four, offset unavoidable CO2 emissions. In the years up to 2030, the first two levers will enhance the quality of our CO2 neutrality. The latter two levers are above all short-term in effect. That said, the share of carbon offsets will be significantly lower than planned in 2020, at just 25 percent instead of nearly 50 percent. In other words, we are making faster progress than we expected in improving the quality of the measures we take. And we are confident that we can stay this ecologically correct course economically as well – especially as our efforts to achieve energy efficiency also make us more cost efficient.
But climate action is too important for us to stop there. It concerns everyone, and we want our efforts to have a multiplier effect in the economy. For this purpose, we are taking two new paths:
Admittedly, the completely climate-neutral use of our products is still a great challenge. Just think of our injection systems for combustion engines. How far do such systems run contrary to the objective of climate neutrality? In fact, the diesel engine is especially economical and CO2 efficient. But in the future, we will need more than this. We will need alternative powertrains, and we will need ways of making combustion engines themselves carbon neutral. We can achieve this with renewable synthetic fuels. Precisely for this reason, it would help to consider such renewable synthetic fuels in fleet consumption, instead of tightening the CO2 rules for purely automotive emissions in a time of crisis. On a fundamental level, climate action is accelerating structural change in all the industries in which we operate. Not only in powertrain technology, but in heating technology as well, there is a trend toward more electrification. In both these areas, climate action means that electrical solutions are complementing the combustion solutions that have dominated up to now.
Here, ladies and gentlemen, I would have liked to say even more about how we are networking our multifaceted industrial expertise – about digitally controlling the energy flows between our homes and our cars, or about software, the internet of things, and artificial intelligence. But we are negotiating a severe, unparalleled crisis – for society, for the economy, for our company, for everyone. This is why I limited my strategic statements in the midst of this pandemic to the subject of climate action, which is no less crucial for our survival. I would like to close with some thoughts about entrepreneurial responsibility in the current situation.
The paradigm shift in the industries in which we operate, which was underway before the coronavirus outbreak, is itself a tough test of our responsibility. We have to reorganize the divisions affected. Any other course of action would be economically irresponsible. But we want to make the effects of this reorganization socially acceptable, or at least to cushion them. Beyond the unforeseeable consequences of the coronavirus crisis, this remains our responsibility to our associates. In addition, however, we have to responsibly take up the fight against climate change. It is not too late to achieve the climate action targets – but only if major enterprises such as Bosch bring their weight to bear. They have to show how such great ecological concerns can be tackled without crippling economic effects. Bosch is taking climate action seriously, not just in its manufacturing operations, but gradually also in its products and services. This will cost money, but it will also create new business.
This alone shows that maintaining a balance in the interplay of economic, social, and ecological interests is difficult, but it can be done. Given the recessionary consequences of the coronavirus pandemic, I can only add that this balancing act will be even more difficult, but also even more urgent. This acute crisis will test the mettle of all those who bear entrepreneurial responsibility. In this context, it is good to know how responsibly our associates are handling such an exceptional situation:
Safeguarding jobs and securing our company’s existence has been hard work, and will remain so. But there will be life and work after coronavirus. Our experience in this crisis of our “We are Bosch” spirit will help us pull through.
The Bosch Group is a leading global supplier of technology and services. It employs roughly 429,000 associates worldwide (as of December 31, 2023). The company generated sales of 91.6 billion euros in 2023. Its operations are divided into four business sectors: Mobility, Industrial Technology, Consumer Goods, and Energy and Building Technology. With its business activities, the company aims to use technology to help shape universal trends such as automation, electrification, digitalization, connectivity, and an orientation to sustainability. In this context, Bosch’s broad diversification across regions and industries strengthens its innovativeness and robustness. Bosch uses its proven expertise in sensor technology, software, and services to offer customers cross-domain solutions from a single source. It also applies its expertise in connectivity and artificial intelligence in order to develop and manufacture user-friendly, sustainable products. With technology that is “Invented for life,” Bosch wants to help improve quality of life and conserve natural resources. The Bosch Group comprises Robert Bosch GmbH and its roughly 470 subsidiary and regional companies in over 60 countries. Including sales and service partners, Bosch’s global manufacturing, engineering, and sales network covers nearly every country in the world. Bosch’s innovative strength is key to the company’s further development. At 136 locations across the globe, Bosch employs some 90,000 associates in research and development, of which nearly 48,000 are software engineers.
The company was set up in Stuttgart in 1886 by Robert Bosch (1861–1942) as “Workshop for Precision Mechanics and Electrical Engineering.” The special ownership structure of Robert Bosch GmbH guarantees the entrepreneurial freedom of the Bosch Group, making it possible for the company to plan over the long term and to undertake significant upfront investments in the safeguarding of its future. Ninety-four percent of the share capital of Robert Bosch GmbH is held by Robert Bosch Stiftung GmbH, a charitable foundation. The remaining shares are held by Robert Bosch GmbH and by a corporation owned by the Bosch family. The majority of voting rights are held by Robert Bosch Industrietreuhand KG. It is entrusted with the task of safeguarding the company’s long-term existence and in particular its financial independence – in line with the mission handed down in the will of the company’s founder, Robert Bosch.
Additional information is available online at www.bosch.com, www.iot.bosch.com, www.bosch-press.com.