Bosch ltd

CHAPTER -1
INTRODUCTION

PROFILE OF THE COMPANY

Bosch group founded in 1886 in Germany as a workshop for precision mechanics and
electrical engineering by Robert Bosch group. The Bosch group today is the largest
automotive technology supplier in the world with a global group turnover of 47.3 billion
Euros in the automotive technology, industrial technology, consumer goods, and building
technology in the fiscal 2010.

It has around 350 subsidiaries and associated with companies over 50 countries and sales and
service partners roughly 150 countries. There are 20000 scientists, engineers and technicians
engaged in R&D. As a result Bosch applies for over 2000 patents each year. This places the
company at the top in the entire automotive industry.

Bosch ltd. Is a member of Bosch group, Germany, Bosch ltd. Is the flagship of the Bosch
group subsidiaries in India in 1951. The company is India’s largest auto component
manufacturer and also one of the largest Indo- German companies in India. Bosch ltd.
pioneered the manufacturer of automotive spark plugs and diesel fuel injection equipment in
India. Bosch is a leading supplier of technology and services in India, and has a strong
presence in the country at numerous locations in diverse industry segments-both automotive
and non automotive.

Bosch Limited has a strong nationwide service network which spans across 1000 towns and
cities with over 4000 authorized representations to ensure widespread availability of products
and services. The company is headquartered in Bangalore with manufacturing facilities in
Bangalore (Adugodi and bidadi) and Nasik, Jaipur and Goa.

In India, the Bosch Group operates through the following:-

 Robert Bosch Engineering and Business solutions Ltd.:- Robert Bosch engineering
and business solutions ltd, a 100% subsidiary of Robert Bosch GmbH. which is
presented in India has emerged as one of the largest Bosch development centres
outside Germany. It provides end to end engineering and technology solutions for all
the business sectors of automotive technology, industrial technology, consumer goods
and building technology.

 Bosch Rexroth India Ltd.:- Bosch Rexroth India Ltd., established in 1974 in India,
serves customers through manufacturing facilities and service centres in Ahmadabad
and Bangalore.

 Bosch Chassis Systems India Ltd:- Bosch Chassis systems India Ltd., established in
1982 as Kalyani Brakes Limited India, is amongst the leading manufacturers of
brakes in the country. It currently manufacturers a range of Hydraulic brake systems
meeting the stringent quality norms of many leading Indian and International vehicle
manufacturers.

 Bosch Electrical Drives private Ltd.:- Bosch Electrical Drives India Private Ltd. Is a
joint venture company. It drives for various automotive applications such as window
lift drive, wiper system, engine cooling fans etc.
  Bosch Automotive Electronics India private Ltd:- Bosch Automotive Electronics
India private Ltd. Is a 100% subsidiary of Bosch group and engaged in the
manufacture and sale of electronic devices and electronic control units. The company
is based at Nagnathapura in Bangalore.

BOSCH VISION

Creating values-sharing values

As a leading technology and services company, company take advantage of Bosch global
opportunities for a strong and meaningful development. Bosch ambition is to enhance the
quality of life with solutions that are both innovative and beneficial. Company focuses on its
core competencies in automotive and industrial technologies as well as in products and
services for professional and private use.

Bosch strive for sustained economic success and a leading market position. Entrepreneurial
freedom and financial independence allow Bosch actions to be guided by a long term
prospective. In the spirit of Bosch founder, Bosch particularly demonstrates social and
environment responsibility.

Bosch customers choose Bosch for its innovative strength and efficiency, for Bosch
reliability and quality of work. Bosch organisational structures, processes, and leadership
tools are clear and effective, and support the requirements of Bosch various businesses.
Bosch acts according to its principles.

BOSCH MISSION

BeQIK –Be better, Be Bosch- profit secures growth

 Quality
 Innovation
 Customer orientation
BeQIK -The objective is to continuously improve all internal processes – so that growth
and economic success can be secured in long term.
 Be Better-
 Continuous improvement.
 Better than its competitors.

Be Bosch-
 Bosch offer outstanding products and services worldwide.
 Keep up its promises to its customers.

Quality policy

1. Customer satisfaction:

The objective in purchasing and logistics are geared towards satisfying customer
requirements and ensuring customer satisfaction. In implementing these objectives, they work
with all parties concerned, across business divisions and in partnerships, in order to ensure
the best combination of functions, delivery and costs. The achievement of quality targets is a
prerequisite.

2. Supplier development:

For the procurement of goods and services they need strong innovative suppliers with whom
they can interact in an open, fair and long term working relationship. They actively support
their suppliers in continuously improving their expertise and respect them as independent
business.

3. Process orientation and continues improvement:

Core processes and structures within the supply Chain are oriented towards the principles of
the BOSCH Business systems. They are committed to continuous improvement. To this end
they ensure short throughput times and strive for economy. The capabilities of the purchasing
and logistics processes are rendered transparent by a standardized controlling system,

4. Development of human resources:

To achieve their aims in purchasing and logistics they consciously develop the employees in
the fields of entrepreneurial thinking, leadership, social and methodological competence, as
well as intercultural skills.

5. Fairness and transparency:

They make purchasing decisions only on the basis of objective and the comprehensible
criteria. The objective is the total benefit to Bosch contributed by all parties involved (total
cost). In choice of suppliers and service providers, and when implementing targets and
evaluating supplier and performance, they take into account pricing, logistic and qualitative
perspectives. They employ a unified approach for this process.

QUALITY PRINCIPLES:

 Goal of the organization is to fully satisfy its customer’s expectations through its
quality products and services.
 A quality and quality improvement is every associate’s responsibility and ultimate
goal from the board of directors to their apprentices.
 The directives, processes, systems and goals are based on requirements from
international standards, consumer’s expectation, knowledge and experience.
Knowledge and compliance with compliance with these directives and processes in
the foundation of its quality.
 Quality means doing right in the beginning thus preventing failures in the end.
continues improvement for quality of processes lowers costs and improves
productivity.
 Avoiding failures is more important that eliminating defects. Bosch systematically
methods and tools, preventive quality assurance systematically, learn from mistakes
and prevent their root causes without delays.
 Company‘s suppliers contribute systematically to the quality of products and services.
Therefore suppliers have to live up to standards which the company adopts.

Human resource policies

 Medical :-
  Annual master health check up.
 Hospitalization insurance.
 Manipal hospital scheme.
 Medical reimbursement scheme.

 House related:-

 Furniture guidelines.
 Refundable house deposit.
 Minor/ asset maintenance.

Corporate social responsibilities

 Bosch India foundation, a charitable trust uses 0.5% of profit after tax towards health
care and education. At all its manufacturing facilities; Bosch has provided jobs to
differently abled people in simple yet important role like packaging rewarding them
for their good work.
 The entire canteen facility is installed with state of the art Bosch made solar panels,
which reduces its dependency on electricity thereby saving money and maximum use
of renewable energy.
 Little sisters ole aged home, an orphanage has its food by provided by Bosch daily.\

Industrial wastes which generally termed ass hazards are recycled in their recycling plant and
used again instead of dumping them which can be quiet harmful for the environment. Bosch

Values

 Future and Result Focus- In order to ensure dynamic development of the company
and to guarantee long term corporate success, they participate in shaping the changes
in markets and technologies. By doing so, they provide their customers with
innovative solutions and provide their associates with attractive jobs. With the
dividends generated, the Robert Bosch Foundation supports charitable activities.
 Responsibility- They accept that their actions would accord with the interests of
society. Above all they place their products and services in the interests of the safety
of people, the economic use of resources and environmental sustainability.
  Initiative and Determination- They act on their own initiative, with an entrepreneurial
but accountable spirit and demonstrate determination in pursuing their goals.
 Openness and trust- They keep their associates, business partners and investors
informed regarding the developments within the company. This is a best basis to
create a trustful relationship.
 Fairness- They view mutual fairness as a condition of their corporate success while
dealing with each other as well as business partners.
 Reliability, Credibility and Legality- They promise only what they can deliver, accept
agreements as binding, and respect and observe the law in all their business
transactions.
 Cultural diversity- they are aware of our companies regional and cultural origins and
at the same time regard diversity as an asset, as well as precondition of our global
success.

Bosch Guidelines for Leadership

 Aim for success - Profit, growth, quality, customer and process orientation- these are
the key metrics with which our corporate objectives are aligned. Regularly
communicate these objectives to your associates. Make it clear what each individual
can contribute to achieve them.

 Demonstrate initiative - Together with your associates, generate new ideas and
strategies that make our company stronger. Encourage them to embrace change and
take initiative on their own and support them in the implementation.

 Demonstrate courage - Stand by your associates, make clear decisions and

demonstrate determination in implementing them. Be a role model and exemplify the
Bosch values.

 Keep your associates informed - Of course you give your associates factual
information. They should also know the business context and background- they are an
important prerequisite for identification with the company.
 Lead by goals - Delegate tasks and give your associates the authority to perform them.
Agree on clear goals and allow sufficient space so that creativity, self-confidence and
accountability can be developed. This enables you to lead your associates to success.

 Give feedback to your associates - Recognise the strengths of your associates and help
them to utilise and further develop them. Take a close look: praise your people where
praise is due, but also give fair and constructive criticism. Mistakes happen on both
sides. Be quick and open in addressing them with the associate.

 Trust your associates - They are capable and willing to perform. Have the courage to
manage with limited control. Your trust will create the entrepreneurial momentum
that all of us want.

 Shift your perspective - Put yourself in your associate’s position and also look at
things from their point of view. How would you react to the decisions you have taken
as their supervisor and what rational would you expect to hear?

 Shape the future together - Your associates can and do contribute to our company.
Integrate them into the preparation of decisions and capitalise on the ideas and the
potential that the cultural diversity of our company offers. Work together with your
associates to transform mere interfaces into connection points and barriers into
opportunities.

 Develop your associates - Advise and systematically support your associates in their
professional development. Support them if there are suitable opportunities for, or if
they desire, further development somewhere else in the company.
 Strategic Goals and Objectives:

1. Provide Employability Training and Techno-Solutions through Partners: Vocational

training aims at connecting individuals and societies to the economic engines, while technological
solutions aim at robust affordable solutions that work in the community context; eg: telemedicine or
Solar Power for remote villages.

The foundation works through partners who may provide resources to enable this work. Eg: by
funding providers of marketable vocational trainings and entrepreneurs who create machines that
could provide improvement in the quality of life for disadvantaged communities.

2. Help communities stand on their own feet: The long term objective of the foundation's
work is to make disadvantaged communities self-sustaining. The foundation does this by mobilizing,
consolidating and redeploying resources. Hence projects are evaluated for their long term impact.

3. Empower individuals to create an impact: The foundation aims to identify and work with
individuals to create an impact in society. The foundation will develop a model of empowering
individuals to be change agents.

PRODUCTS AND SERVICES

The Bosch Group is a leading supplier of technology and services, and is divided into three business
sectors of,

 Automotive Technology
1) Diesel system
2) Gasoline systems
3) Automotive aftermarket
4) Starter Motors and Generators
 Industrial Technology
1) Special purpose machines
2) Packaging Technology
3) Solar energy division
 Consumers goods and Building technology
1) Power Tools
2) Security systems
3) Thermo Technology
The Bosch Group’s products and services and designed to improve the quality of life by providing
solutions which are both innovative and beneficial.

Automotive Technology

 Diesel Systems

Bosch in India is committed to develop innovative diesel fuel injection products and provides

services to meet the stringent emission norms of the future. The in-line fuel injection pumps of Bosch
could cater to the full spectrum of diesel engines till BSII. They are used in a range of engines starting
from small fixed installations to large earth movers. By increasing pressure capability, improving
timing control along with combustion optimization, the in-line pump is able to meet the next level of
emission norms of BSIII in major parts of the country.
  Gasoline systems

The gasoline systems division of the company offers a wide product portfolio that include as
Electronic control units, Sensors, Fuel injection, Fuel supply module, air management products like
APM, electronic throttle bodies etc….for building fuel efficient and low CO 2 emissions engine
management systems for passenger cars and small engines including two wheelers. Other areas under
focus are system engineering, component engineering, calibration and local manufacturing in order to
cater the Indian market needs.

 Automotive Aftermarket

Bosch Automotive aftermarket division is responsible for the supply, sales and distribution of
automotive parts of vehicle servicing; diagnostics equipment for workshops (i.e. testing equipment),
technical information, training and consulting; and technical after-sales service for Bosch automotive
products and systems.

 Starter motors and generators

The starter generator division developed the start-stop system, which is cost effective answer to the
increasing fuel prices, ever stricter emission limits, and the need to reduce co 2 emissions. The system
switches the engine off when the vehicle is stationary. So, whether you are waiting for the traffic
signal to turn green struck in a traffic jam, you can save energy.

 Automotive Electronics

The Automotive electronics division develops produces and sells microelectronic products for
automotive applications. The core competencies are systems integration and application engineering
for the vehicle.

 Car Multimedia

Car multimedia division develops smart solutions for the integration of entertainment, navigation,
telematics and driver assistance functions. Bosch concentrates on the OEM business with a special
focus on automotive navigation and infotainment as well as instrumentation systems for cars, trucks
and coaches.

Industrial Technology

 Special purpose machines

Bosch has an exclusive and established division for manufacturing special purpose machines (SPMs)
and high precision tooling. Started in 1970, this division has grown in size and stature to emerge as
the front- runner in the industry.

 Packaging Technology

Bosch packaging technology produces cost effective, high speed, energy-efficient and
environmentally sustainable packaging machines for the Indian market. The eco friendly design of
machines help in cut waste, thereby reducing packaging material.

Consumer goods and Building Technology

 Power Tools

Bosch power tools are designed to save energy, yet deliver highest levels of performance. These tools
are compact and light in weight, run on environment-friendly Bosch lithium ion technology and cater
to diverse industrial sectors like automotive, construction, manufacturing and home-interiors, offering
best solutions to industrial and engineering application like screw driving, drilling, cutting grinding,
polishing, sanding etc. There is a
Wide range of 350 + tools including cordless screw driving, drilling machines, impact wrenches,
rotary hammers, surveying equipments and range finders. Recent inclusion to the range is gardening
and hobby tools for better and healthy life style. Bosch Tools are fitting with batteries having longer
lifetime and intelligent recharging capability for quick charging, therefore making economical use of
precious resource of energy.

 Security Technology

Bosch security system is an innovative, global provider of high-quality security, safety and
communication products and solutions. It is one of the key players in the industry both globally and in
the Indian market. We offer a complete range of specialized state-of-the-art products and systems for
standard or customized. Application and projects, which enables us to offer our customers, true one-
stop solutions.

The Bosch Group countries covered worldwide includes:

Australia, Austria, Belgium, brazil, Canada, china, Czech Republic, Denmark, Finland,
France, Germany, Hungary, India, Italy, Japan, Korea, Mexico, Netherlands, Norway, Peru,
Portugal, Romania, Russian Federation, Singapore, Slovakia, Slovenia , south Africa,
Spain ,Sweden, Switzerland ,Thailand , Turkey, Ukraine, UK, USA, Venezuela, Vietnam,
middle –east , Africa (UAE,EGYPT, KENYA), Neighbouring countries (Sri Lanka,
Bangladesh) south East Asia (Philippines, Thailand, Indonesia.)

Competitors for Bosch:-

 Kar Mobiles Ltd.

 Triton Valves Ltd.
 Rane Engine Valve
 Federal- Mogul Goetze (India)
 I P Rings Ltd.
 Sundram Fasteners Ltd.
 Talbors Automotive Components Ltd.
 Ucal Fuel Systems Ltd.
 Benco Products (India) Ltd.
 Autoline Industries Ltd.
 Johnson Controls, Inc.
 Denso Corporation.
 TRW Automotive Holdings Corp.
 Delphi Automotive Plc.
 Visteon Corporation.
 Eaton Corporation Plc.
 CHAPTER-2

FUNCTIONAL AREAS OF THE COMPANY.

Functional Areas Of The Organisation

Finance department

Controlling Finance And Accounts Department(CFA)

The CFA department looks after the control of finance and accounting functions of Bangalore
Plant (Ban P) and Naganathapura Plant (Nh P) of Bosch Ltd. CFA comprises of seven sub
departments whose functions are as follows:

CFA 1

a) Plant accounts consolidation .

c) Cash and bank payments.
d) Assets accounting and physical verification of assets.
e) Audit co-ordination and statutory reporting.

CFA 2

a) Inward bills and controls.

b) Audit schedules and co-ordination.
c) Co-ordination for payment of Foreign Service bills.

CFA 3

a) Cost controlling for diesel system products.

b) Cost estimation and guidance cost.
c) Investment appraisal and monitoring.
d) MIS and monitoring.
e) Overheads accounting.
CFA 4

a) Controlling of statutory payments and returns.

b) Service tax and VAT related issues.

CFA 5

a) Payroll administration.
b) Statutory payments and returns for payroll.
c) Pension Fund Trust activities.

CFA 6

a) Material accounting and inventory control.

b) Inventory data management for business plans.
c) Monthly reporting of various financial activities.
d) Co-ordination with external agency for perpetual inventory verification.

CFA 7

a) Annual stock verification and audit.

b) Material cost trend monitoring.

Purchase Department

The purchase activities at BOSCH are carried out by two departments namely:

1) Corporate logistics and purchase department.

2) Department for Planning and purchase of indirect materials (PUI).
The major material fields covered are steel, castings, forging, turned and machine powers,
sintered components, fasteners, springs, bearings and assemblies, sub-assemblies, packing
materials, logistic services and capital goods.

It is the endeavour of the highly motivated technical and commercial component associates of
the purchasing department to establish suppliers of world class quality at competitive price
and optimum delivery performance.

Corporate Logistics And Purchase Department

Corporate logistics and purchase department fulfils and co- ordinates the requirements by
bundling and sourcing common materials such as raw materials, standard components, capital
goods etc across all Bosch locations.

CLP also finalises the logistics contracts and deals with purchase activity of indirect materials
and management of stores for indirect material.

Responsibilities Of CLP is to look after the following:

a) Raw materials.
b) Logistics contracts and custom clearance.
c) Capital goods and equipments.
d) Trade goods.

Purchasing Indirect Material Department (PUI)

It deals with the purchase and management of stores of indirect material of Bosch such as
cutting tools, machine spares, oil and lubricants etc. This department is further sub- divided
into various other departments which deal with the following functions:

a)PUI 1 and PUI 2 - deals with planning and purchase of indirect materials, inventory control,
procurement, vendor development, price negotiation and stores management of indirect
materials.
b) PUI 3 - deals with vendor establishment and price finalisation of the products.
c) PUI 4 - deals in stores and tool crib management wherein the inventory is managed
according to the ABC analysis (where A - fast moving items, B - slow moving items, C - very
slow moving items). Here, the good preservation is done by dividing the items broadly into
'tool stores' and 'common stores'.

Production Department

For Bosch; material innovation, new process and production techniques and interpretation
mythologies are highly relevant for the future as they pave the way for innovative and cost-
effective future products. Customised functional and structural materials also play a key role
in this connection. Bosch has manufacturing plants located in Bangalore, Nasik, Jaipur,
Naganthapura. Due to customer requirement and capacity problems, employees work in two
or three shifts. Production targets are reviewed on weekly basis and production output is
monitored on hourly basis. The inventory is classified into various categories such as 'raw
materials', 'work in progress', 'finished goods', 'goods in transit to customers' and 'goods in
stores and warehouses' and is maintained for a minimum of 3 days to a maximum of 45 days
to meet the requirements of manufacturing department.

Production Layout Design

a) Bosch is product oriented.

b) It is designed according to the product movement.

Merits Of The Layout

a) No confusion.
b) Each employee is assigned responsibility and authority.
c) Highly decentralised in structure.

Demerits Of The Layout

a) It involves the duplication of the same machine.
b) It is product based.

Sales And Marketing Department

The Sales and Marketing department of Bosch is headed by its 'Sales and Automotive
Aftermarket Division'. Sales and Automotive Aftermarket Division has the following sub
departments:

a) Sales, marketing and advertising department.

b) Customer Business Development.
c) Sales planning and Distribution.
d) Sales Export.
e) Corporate advertising and publicity.
f) Sales Services.
g) Sales houses administration.

The marketing mix of Bosch assists it to satisfy the needs of the urban middle class niche
market by understanding it through research. Bosch has four sales houses in four metros.

Human Resource Department

The Human Resource department of Bosch is responsible for the management of the
personnel of the organisation. As it is very important for any manufacturing organisation to
maintain a healthy relationship between the management and the labour union, the Human
Resource department of Bosch tries to bridge the gap between them by looking into the
labour welfare issues thereby ensuring a smooth work environment for every employee.

The major functions performed by the HR department of Bosch are as follows:;

1. Industrial Relations and Administration.
2. Wage Settlement Matters.
3. Training and Development.
4. Establishment Matters Like Increments, Promotions, Transfers and Separations.
5.Provision Of Medical and Canteen Facilities.
6. Security and Vigilance.
7. Plant Communication.

CHAPTER-3
SWOT ANLYSIS OF THE ORGANIZATION
SWOT ANALYSIS

Strength

 Successful customer satisfaction.

 Popularity of brand and product across globe.
 Better infrastructure facilities provided.
 With good employee morale.
 Rapid improvement in products and their quality.
 High quality products.
 Better service provider.

Weakness

 Ineffective allocation of experienced and skilled employees on right position.

 Less importance is given for marketing of products.

Opportunities

 Continues innovation of products.

 Potential to grow in power tools, packaging and security systems.
 It can produce more economical and eco friendly products.

Threats

 Increase in competition.
 Too many substitute products available in the market.
 Brand image being diluted due to entering into many products.
 Growing, bargaining power of companies.
 Continues cost pressure.

KEY RESULT AREAS

Customer Satisfaction
Over a period of years, 'customer satisfaction' has been the number one priority of
Bosch, as Bosch looks at it as a gateway to earn and maintain customer loyalty. It is
also a key indicator of the company's success that keeps it ahead of its competitors
and helps it to increase its customer lifetime value thereby deepening the relationships
with its customers. A key contributor to this is the 'after - sales services' and the
'customer feedbacks' that help it to continuously optimise its services and to acquire
and retain the new customers.

Associate Satisfaction

A good work climate is essential to good profitability. There are often conflicts which
create obstacles to a productive work climate. The company thus maintains an index
called the 'associate satisfaction index'. The associate satisfaction index helps Bosch
to understand as to where and why these obstacles exist, allowing the company to
implement the right measures in the right places. The index also helps the company to
compare the different teams within the organisation, so that the employees will be
inspired to address issues in their team in order to achieve a productive, efficient and a
good working climate within their own teams, thereby removing the obstacles to
profitability throughout the company.

Societal Perception

Businesses shape the perception of the public in order to get the desired behaviour and
purchase patterns from their customers. They usually do this by effectively marketing
their products thereby establishing a good brand image and by fulfilling their
obligations towards the society. Bosch, also believes in creating and maintaining a
good perception about itself among the people of the society and thus thrives to
effectively and accountably discharge its responsibilities towards the environment and
the society.

Product Management
 The 'product management' is an important key result area of Bosch that acts as the
hub of product and market information for sales, marketing, development, support,
financial management and other parts of the company. Without this hub, each
department would have to develop its own perception of market reality, product
capabilities and product portfolio direction. Product management, thus helps to keep
the company to stay focused thereby attaining maximised revenue at a minimised
cost.

Operational Cost Control

'Cost control' as a key result area that helps Bosch to exploit a number of ancillary
benefits. It lowers the company's overall expenses by limiting the amount that is spent
on unproductive activities thereby creating an atmosphere of thrift and providing
better and more economical ways of completing each operation. The operational cost
control is mainly implemented in the purchase of materials and in the process of
manufacturing as these are the two most important functions performed by the
organisation. Cost control is therefore an important tool for profit-planning and
maximisation.
CHAPTER-4
ORGANIZATIONAL PERFORMANCE

Financial Highlights:
Profit And Loss Account Of Bosch
(March 2015)

Particulars Amount(In Crores)

Income  
Revenue From Operations 11941.4
Other Operating Revenues 144.1
Other Income 565.3
Total Income 12650.8
Expenses  
Cost Of Material Consumed 3871.9
Purchase Of Stock In Trade 2652
Changes In Inventories -66.9
Employee Benefit Expenses 1663.1
Finance Costs 14.3
Depreciation And Amortisation 548.4
Other Expenses 1984.1
Total Expenses 10666.9
Profit Before Exceptional,
Extraordinary Items And Tax 1983.9
Exceptional Items -28
Profit Before Tax 1955.9
Total Tax Expenses 618.2
Profit After Tax And Before
Extraordinary Items 1337.7
Profit For The Period 1337.7

Balance Sheet Of Bosch

(March 2015)

Particulars Amount(In Crores)

Equities And Liabilities  
Shareholders' Funds  
Equity Share Capital 31.4
Reserves And Surpluses 7315.6
Non-Current Liabilities  
Long Term Borrowings 54.2
Other Long Term Liabilities 48.3
Long Term Provisions 430.2
Current Liabilities  
Short Term Borrowings 1.3
Trade Payables 1216.5
Other Current Liabilities 446.3
Short Term Provisions 887
Total 10430.8
Assets  
Non-Current Assets  
Tangible Assets 967.5
Intangible Assets 0.1
 Capital-Work-In Progress 276
Non-Current Investments 2624.6
Deferred Tax Assets 417.2
Long Term Loans And Advances 218.9
Current Assets  
Current Investments 265
Inventories 1276.2
Trade Receivables 1187.7
Cash And Cash Equivalents 1896
Short Term Loans And Advances 1141.7
Other Current Assets 159.9
Total 10430.8

CHAPTER-5

CONCLUSION

Future plans of Bosch

Bosch showcases its pioneering future ready for competence. Bosch significantly dominates
the exhibition with an impressive stall spanning nearly 1000sq meters the largest among the
participating auto component manufacturers. Showcasing some of their finest technologies.
Bosch pavilion at the auto expo displays some of the latest technologies and product covering
diesel and gasoline systems; chassis and brakes systems; latest in blaupunkt car multimedia;
Automotive accessories, diagnostics and Bosch car service.

To comply with strict emissions standards in India, which are the following the lead set by
Europe; Bosch offers both efficient gasoline injection systems and advanced common- rail
systems. Increasing volumes are also to be seen in all the other products Bosch manufacturers
in India. Alongside environmental protection, accident prevention is an urgent priority on
Indian roads. To satisfy this need, Bosch is promoting advanced braking system in India.

Bosch engineers around the world are working on new technologies for low price vehicles.
Annual sales of the car grow by six percent worldwide and thirteen percent in India. For
Bosch the development focus here is cost-efficient management systems for gasoline and
diesel engines, but also on alternators and brakes. Bosch ‘Value Motronic’ is one example.
In this new management platform for gasoline engines, intelligent software is providing
maximum functionality at minimum cost.

Due to rapid growth of automotive production in India, which is likely to double its current
units, a great challenge is posed on India. Bosch response to India’s strong economic growth
and increasing motorization is to expand local development and manufacturing. Apart from
expansion of rail diesel production, investment will be made in manufacturing of gasoline
component systems.

Internship progress

The company which I worked for my internship is BOSCH ltd. I was assigned in HR
department as trainee. My job was to deal with the employees files. We were six
trainees in a team and the team was further subdivided into three smaller groups
consisting of two members in a group. We have been assigned to audit employees
documents (employee’s qualification certificates and the nomination forms like DRF,
GPAI, LIC, gratuity forms etc.) There were around 2228 employee files was given to
us to audit. It was a wonderful experience. We achieved our target of 2228 files just in
a week and also got appreciation from HR (trainees guide). I also learned about DRF,
GPAI and LIC benefits given to the BOSCH employees. Apart from this we were
asked to sort the documents and reports (like clearance certificate, transfer letters etc)
according to the employee number.

I also got guidance from my HR i.e. what are the formalities to be done while an
employee takes Early Voluntary Retirement (EVR). I helped few employees who took
EVR, in fulfilling the formalities like filling the nomination forms and explaining the
procedures etc. I also personally reminded each retiring employee about their
Retirement Training Programme which was arranged by the management of the
company.

I also visited the manufacturing unit; I got a brief explanation from a plant guide. He
explained how the production process is done. Starting from inputs storage (raw
materials stock) everything was systemised and standardised. Each product is packed
only after the proper testing and inspection. It was a wonderful industrial visit, the
plant consisted of different departments like Input storage, assembly unit, calibration,
packaging unit etc, and the machineries which is used for production was high quality
machines. After My visit to the manufacturing unit, my guide gave a brief orientation
about BOSCH (introduction, vision and mission, policies and procedures of the
organisation).

I assisted my guide in preparing the increment report of the employees which is

required for auditing. By this I learned on what base the increments are given in
BOSCH to its employees, all the increments are given according to the settlement
book and it is revised every 4 year. The increment is also given based on the grade of
the employee (grade 2 is the low and grade 10 is the highest) employee‘s
performance, attendance, experience is also taken into note while giving the
increment. This year, the Company gave gift coupons of Rs/10000 for its employees
as a bonus, so I assisted my guide in making record of the gift coupons and divided
the coupons for different departments.
I learned many things as I was under direct supervision of my HR, even though it was
quiet difficult job, I got wonderful experience and I would like to thank my guide and
the company for giving me such good opportunity to learn.

By:
Divya.S
5th B.com ‘A’
Christ University