Crossroads
Sustainability report
2023

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Environment

SocialGovernance

Annex

Contents
03 Foreword by the board ofmanagement

06 Strategy and management

82 Governance83

Compliance88

Political lobbying

07

Bosch Group profile

94 Annex

09

Sustainability management

95

List of graphics and tables

97

GRI content index

20 Environment

106 Independent auditor’s report

23

Climate action

110 Publication details

38

Circular economy

47

Water

52 Social
53

Bosch as an employer

69

Complying with due diligence obligations
relating to human rights and the environment

79

Responsibility to customers

109 About this report

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Foreword

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03

Environment

Dear readers,Anyone looking at our world today can see that it is byand large in a state of permanent crisis. But seeing
only problems is not a basis for shaping the future.
If we want to flip the switch and encourage action thatwill safeguard our lives and the lives of future generations on Earth, we need to broaden our horizons andsee the positives, too. The present is not just a time ofmajor challenges, it also offers much cause for encouragement and optimism. The number of people living inpoverty is steadily declining, for example, and we areprevailing in the fight against hunger. Global health iscontinuously improving and life expectancy along with
it. People are living longer – around the world anddespite all the current crises. This is not least thanks
to technological achievements.
We are even making progress in how we deal with oneof the greatest challenges facing humanity: mitigatingclimate change is now a global objective for all nations.

Dr. Stefan Hartung

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The need to move away from fossil fuels, which have
driven our mobility and our prosperity for centuries, isno longer up for debate. Are the decisions and measures already taken sufficient? Definitely not, but weare making progress. And there is a lot more we cando.
Industry has a major role to play here – it is part of the
problem but also part of the solution. As an innovation
driver and technology provider, industry must preserve
our existing achievements, strive for further progress,
and also transform itself. More than 20 percent of
global CO₂ emissions are attributable to industry – tofactories that form the basis for the ecological transformation of all sectors of the economy. This is where
technologies are being developed for generating,storing, and distributing energy, for promoting careful
use of resources and recycling, for electrifying mobility
and alternative powertrains. The ecological transformation will only work if we start here. It hinges on
industry – on technology companies like Bosch.
Sustainability is an integral part of corporate culture
for Bosch. With its more than 400 locations worldwide, the Bosch Group has been carbon neutral
overall since 2020 (scope 1 & 2).1 Bosch creates
technology that is “Invented for life.” Our solutions aim

1

For terms and details see the “Environment | Climate action” section.

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Environment

stefan grosch

to fascinate, improve quality of life, and help conserve
natural resources. Our operations must be ecological,
economical, and socially sustainable. For us, sustainability is a non-negotiable part of doing business.
Bosch is continually striving for improvement in all its
areas of activity as part of its commitment to theenvironment and climate. For example, we aim to

05

Environment

SocialGovernanceincrease the proportion of recycled materials inhousehold appliances. Our ambition is to use, repair,and reuse products and materials for as long as
possible. We also focus on sustainability in the usephase of our products – such as in manufacturing,where innovative solutions such as connected hydraulics are enabling increased energy efficiency. There,
for example, our variable-speed drive solutions havethe potential to reduce energy consumption by up to
80 percent.
At the same time, Bosch is investing in new technologies – with an increasing focus on green tech for the
ecological transformation. Taking energy generation as
an example, by 2030 we plan to spend more than abillion euros on heat pump technology. Hydrogen isalso a strategically important market where Bosch isplaying a leading role. Few companies can offer such a
broad portfolio: We are developing technologies forwater processing as well as for the production, compression, storage, and use of hydrogen in a variety of
sectors. Bosch is undertaking up-front investments inthis regard: Between 2021 and 2026, we will invest
roughly 2.5 billion euros in hydrogen technologies. Ourelectromobility business is beginning to bear fruit. In
2022, we were able to increase production of components for electric driving by a good 50 percent compared with the previous year, while our customer

Annex

numbers doubled in the period from 2019 to 2023. In
2026, Bosch plans to generate sales of 6 billion euros
with electromobility solutions. We are on the righttrack.
Key factors for sustainable action and establishment of
new technologies include a sense of conviction, a clear
strategy, practical implementation, and persistence.
Under the right conditions, companies can thus
successfully transform and even occasionally reinvent
themselves, while helping to build interdependence
between ecology and economy, and reconcile thediscord between humans and our environment. At
Bosch we want to play our part in creating a moreclimate-friendly world.
We wish you an enjoyable read and thank you for yourinterest.

Dr. Stefan Hartung
Chairman of the boardof management

Stefan Grosch

Member of the board ofmanagement and directorof industrial relations

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Strategy and management

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Bosch Group profile

Strategy and management

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By acting in an economically, environmentally, and socially responsible
manner, we want to improve people’s quality of life and safeguard thelivelihoods of present and future generations.

Bosch Group profile
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. Universal trends such as automation, electrification, digitalization, and connectivity, as well as an orientation to sustain­
ability, are increasingly determining the group’s business
operations. In this context, Bosch’s broad footprint as a
global and diversified technology company 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 inconnectivity 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.

G 01

Sales revenue
Bosch Group 2023 by region, in billions of euros

Asia Pacific(including othercountries, also in
Africa) 27.9

Europe46.8

91.6

Americas
16.9

G 02

Sales revenue structure
Sales revenue Bosch Group 2023 by business sector

Mobility
61.3%

Consumer Goods
including other
22.2%
Industrial Technology
8.1%
Energy and Building
Technology
8.4%

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With its more than 400 locations worldwide, the BoschGroup has been carbon neutral overall (scope 1 & 2) since2020. As part of this, residual emissions of some 581,000 metric tons of CO₂ were offset with carbon credits in 2023. Yearon year, this is a decrease of roughly 136,000 metric tons ofCO₂, or 19 percent.2
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 production, 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. You will find further
details on research and development at Bosch online and in
the 2023 annual report, page 90 et seq.

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 structureof 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. Ninetyfour percent of the share capital of Robert Bosch GmbH isheld by Robert Bosch Stiftung GmbH, a charitable foundation. The remaining shares are held by Robert Bosch GmbHand by a corporation owned by the Bosch family. The majority of voting rights are held by Robert Bosch Industrietreuhand KG. Further information on the organization of the
Bosch Group, the activities of the business sectors and thecompany’s economic situation can be found in the current
annual report.

Scopes 1, 2, and 3 are used in accordance with the Greenhouse Gas Protocol
Corporate Accounting and Reporting Standard. For further details about the
Bosch Group’s carbon neutrality (scope 1 & 2), see the “Environment | Climate
action” section.

2

Bosch supports theSustainable Development
Goals (SDG) of the United
Nations.

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Sustainability management
To us, sustainability means striking a balance between theeconomic, environmental, and social dimensions of our business activities as part of responsible corporate governance.
Back in 2018, we summarized the focus areas of our sustainability management in a vision that describes six dimensions.
Each of these is specified and continually enhanced by reference to two focus activities with clearly defined, mediumterm targets. Derived from market and competitor analyses,
they set the framework for our actions. Our sustainability
activities consider the entire value chain – from materials
and goods purchasing or manufacturing operations at Boschsites to the use phase of products sold and right through totheir end of life.
Sustainability as a growth driver
We are convinced that sustainability can make a significant
contribution to Bosch achieving its growth objectives. We
therefore continually strive to create win-win situations byachieving economic success while enhancing sustainability
at the same time. Our target vision for sustainability with
its six dimensions defines the strategic focal points in thisrespect.

Compliance with legal parameters, social values, and norms,
as well as good positioning on the market create the “license
to operate” for our company, so to speak. Topics such as climate action, circular economy, and water offer further potential to stand out positively from the competition. Examples of this are energy-efficient or water-conserving products
as well as recyclable packaging or repairable products. Thisis how our “Invented for life” mission statement becomes a
reality: Bosch products aim to fascinate, improve quality oflife, and help conserve natural resources.
Bosch uses value driver analysis as a methodology to systematically identify and assess the potential available on themarket. Individual sustainability measures can thus be analyzed and their impact simulated – for example, substitutionof natural gas with electricity from renewable sources andthe resulting reduction in CO₂ emissions. Because the analysis not only describes the physical relationships – such as
between energy sources, energy consumption, and the resulting CO₂ emissions – but also the financial effects of themeasures, a comprehensive financial and non-financial evaluation can be produced. This means that we can create measurable economic, ecological, and social added value using
just a limited number of levers and associated measures(see the “Environment” section).

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G 03

10

Target vision
Our ambition: By acting in an economically, environmentally, and socially responsible manner, we want toimprove people’s quality of life and safeguard the livelihoods of present and future generations.

Water
1 | Water scarcity
2 | Water quality

Climate action
1 | Reducing CO 2 emissions
2 | Energy efficiency and renewable			 energies

For Bosch, water is a resource to betreated sparingly. Regions in whichwater is scarce are a special concern.

It is Bosch’s ambition to become aclimate action pioneer – advancing the
expansion of renewables and striving
continuously for energy efficiency.

Health1 | Occupational health and safety
2 | Substances of concern
Bosch contributes to people’s health– with innovative products and services
and by ensuring that people and theenvironment do not come to harmthrough its production processes.

New Dimensions

Sustainability
2025

Circular economy
1 | Materials efficiency
2 | Second life
Bosch is reducing its ecologicalfootprint and striving to create social
benefit. In this endeavor, Bosch takes
its lead from the circular economy
principle.

Human rights
1 | Responsibility
2 | Transparency

Diversity
1 | Equity
2 | Inclusion

Bosch takes on responsibility and issensitive to human rights being
respected – along the entire value
chain.

For Bosch diversity, equity, andinclusion are key to long-term successin business. In addition, Boschcontributes to the common good in thecommunities at its locations.

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T 01

11

Goals and goal achievement
Dimension

Goals

Climateaction

It is Bosch’s ambition to be a climate action pioneer – advancing the expansion of renewables and striving continuously for

Water

2023 statusenergy efficiency.
Reducing CO₂ emissions
Operating carbon neutral in scopes
1 and 2 and continuously improving
the mix of measures by 2030

With its more than 400 locations worldwide, the Bosch Group has been carbon neutral overall since 2020
(scope 1 & 2).3 Four levers were used to achieve carbon neutrality: increasing energy efficiency, generating ourown energy from renewable sources (new clean power), purchasing electricity from renewable sources (green
electricity), and – as the last resort – using carbon credits to offset residual CO₂ emissions. In 2023, residual
emissions of some 581,000 metric tons of CO₂ were offset by carbon credits. This represents a decrease of
19 percent on the previous year’s level (see the “Environment | Climate action” section).

Lowering absolute scope 3 CO₂emissions by 15 percent by 2030
(baseline year 2018)

Since 2018, we have cut our scope 3 emissions by around 23 percent, down to 353 million metric tons of CO₂
in 2022. In this process, we are focusing on the categories that make up around 98 percent of our scope 3
emissions: Upstream emissions in the Bosch value chain primarily concern purchased goods and services aswell as logistics. Downstream emissions are mainly caused by the use of our products (see the “Environment |Climate action” section).

Energy efficiency and renewableenergies
Saving 1.7 TWh through increased
energy efficiency by 2030

Since 2019, we have initiated around 6,000 energy-efficiency projects worldwide, with roughly 1,300 new
projects added in 2023 alone. With them, we have so far captured savings potential of 984 GWh in total. This
corresponds to a goal achievement level of 58 percent.

Increasing own renewablegeneration at our sites to 400 GWh
and 100 percent green electricity
by 2030

In 2023, we generated 149 GWh of power from renewable sources in-house at our company sites. Accordingly,
we have already reached 37 percent of our target value. In addition, around 99 percent of the Bosch Group’s
global electricity requirement was covered by green electricity (electricity purchased from renewable sources)(see the “Environment | Climate action” section).

For Bosch, water is a resource to be treated sparingly. Regions in which water is scarce are a special concern.
Water scarcity
Reducing absolute water
withdrawal at company locations
in regions with water scarcity
by 25 percent by 2025

Since 2019, we have launched more than 260 projects and reduced water withdrawal by 25.6 percent compared with 2017 at company locations in regions with water scarcity. The company locations were identified
using the Water Risk Filter of the World Wildlife Fund for Nature (see the “Environment | Water” section).

Water quality
Improving the quality of
wastewater flows

In 2023, Bosch’s wastewater volume decreased to 15.46 million m³ (prior year: 16.98 million m3). We haveestablished standard processes in the company for monitoring local wastewater quality requirements andstandards (see the “Environment | Water” section).

UN SDGs

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Dimension

Goals

CirculareconomyBosch is reducing its ecological footprint and striving to create social benefit. In this endeavor, Bosch takes its lead from the circular
economy principle.

Diversity

Humanrights2023 status

Materials efficiency
Improving materials efficiency

For years, materials efficiency has been a fixed criterion in the Bosch product development process, where it isanchored in our Design for Environment (DfE) principle (see the “Environment | Circular economy” section).

Second life
Extending product life cycle andreusing materials and components

Our activities range from reusing products and their components to repairs and right through to remanufacturing – in each case with the objective of extending product and component life cycles. The individual divisionsof Bosch each have their own objectives in this regard, depending on market and product-specific framework
conditions (see the “Environment | Circular economy” section).

For Bosch diversity, equity, and inclusion are key to long-term success in business. In addition, Bosch contributes to the common goodin the communities at its locations.
EquityEnsuring equitable opportunities
and increasing the proportionof female executives to 25 percent
by 2030

Globally, the proportion of female executives rose to 20.0 percent in 2023 (prior year: 19.2 percent) across all
management levels (see the “Social | Bosch as an employer” section).

Inclusion
Promoting inclusion at Boschand in the communities aroundcompany locations

In 2023, the Bosch Group donated 26.6 million euros to charitable causes worldwide (prior year: 27.4 million
euros). Some regional companies have established their own charitable institutions to carry out their CSR
activities (see the “Strategy and management | Sustainability culture” section).

Bosch takes on responsibility and is sensitive to human rights being respected – along the entire value chain.
Responsibility
Ensuring human rights arerespected along the value chain

We contribute to improving human rights conditions worldwide by implementing due diligence obligations
concerning human rights in our operational processes. At the same time, we actively demand respect forhuman rights in our global supply chains as well and take appropriate remedial action in the case of violations(see the “Social | Complying with due diligence obligations relating to human rights and the environment”
section).

Transparency
Increasing transparency aboutcompliance with environmental
and social standards

By the end of 2023, we had assessed around 76 percent of our relevant direct materials suppliers (excluding
BSH Hausgeräte GmbH) for compliance with our requirements. We also assessed 85 percent of indirect materials suppliers who are particularly relevant in terms of country risk and field of materials risk (see the“Social | Complying with due diligence obligations relating to human rights and the environment” section).

UN SDGs

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Dimension

Goals

2023 status

HealthBosch contributes to people’s health – with innovative products and services and by ensuring that people and the environment do notcome to harm through its production processes.
Occupational health and safety
Reducing the accident rate to
1.45 accidents per 1 million hours
worked or less by 2025

The accident rate was reduced to 1.49 accidents per 1 million hours worked (prior year: 1.62)(see the “Social | Bosch as an employer” section).

Substances of concern
Continuously upgrading materials
data management

Bosch handles substances of concern responsibly. To efficiently manage prohibitions and restrictions onmaterials, we are continuously upgrading our IT-based Material Data Management for Compliance andSustainability (MaCS) system (see the “Environment | Circular economy” section).

3
Scopes 1, 2, and 3 are used here in accordance with the Greenhouse Gas Protocol Corporate Accounting and Reporting Standard. We have taken into account the effects of CO₂ and of other greenhouse gases,
as well as climate-relevant substances, to the extent that these are of relevance for the analysis. To enable comparability between the climate impact of the various greenhouse gases and substances of relevancefor the climate, emissions are presented in CO₂ equivalents. For ease of reading, we use the terms CO₂ and CO₂ equivalents synonymously.

UN SDGs

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Sustainability management

Responsibilities and regulations
Defined as a group-wide task within the Bosch Group, sustainability is coordinated by the Sustainability and EHS (Environment, Health, Safety) corporate department. The business sectors pursue the jointly set goals on the basis ofsystematic sustainability management. The contents, tasks,
and related controlling are anchored in the company’s processes. Internal company regulations define the organization and responsibilities for sustainability and EHS in the
Bosch Group.

Goal agreements and management reviews for all sustainability-related issues are the responsibility of the chairmanof the board of management and the board of management
member responsible for sustainability. For information on
Robert Bosch GmbH’s board of management and supervisory board, see the 2023 annual report from page 10.

G 04

How sustainability is organized at BoschAt Bosch, the highest technical committee for sustainability
is the Corporate Sustainability Board (CSB) under the aegis
of the chairman of the board of management of Robert BoschGmbH and the board of management member responsible
for sustainability. The Sustainability and EHS corporate department is responsible for the organizational and functional
management of the CSB, which convenes twice a year.
The CSB members are the heads of the corporate departments responsible for the relevant matters: Research andAdvance Engineering, Purchasing and Logistics, Real Estateand Facilities, HR , Legal, Compliance, Finance, as well as
Corporate Communications and Governmental Affairs. The
CSB also includes the executive management of various divisions and the presidents of the individual regions. Further
members are included when required. The committee’s maintasks are to define the sustainability strategy and targets for
the Bosch Group, to adopt sustainability activities, to provide transparency and decide in the event of conflicting objectives, to monitor implementation of the sustainability
strategy and activities, and to coordinate group-wide position papers on sustainability topics.

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Board of management
Goal agreements andmanagement review

Corporate Sustainability Board
Strategic alignmentand control
Participation

Participation

Steering committees
Enhanced development ofsustainability strategy

Sustainability and EHS
corporate department
Higher-level coordinationand governance
Coordination

Corporate departments
Governance according toarea of responsibility(horizontal management)

Governance

Governance

Divisions/regions
Compliance withrequirements(vertical management)

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The Sustainability and EHS corporate department is responsible for sustainability management, which mainly entails
setting and tracking goals, designing and accompanying programs, preparing concepts for further development, andsustainability reporting. It is accountable for governance inall matters concerning sustainability and EHS and coordinates implementation of regulatory requirements throughout the group. The Corporate Communications and Governmental Affairs corporate department is responsible forsustainability communications and interaction with stakeholders around the world.
Our global sustainability management is summarized in acentral process that is based on the ISO standard process
definitions, especially ISO 31000. The competent officers at
corporate headquarters and in the divisions are responsiblefor implementing the sustainability strategy worldwide andfor monitoring the achievement of goals. Coordinators offer
professional support to the divisions, for example for implementing strategies and establishing processes and rules. In
addition, we review the effectiveness of the respective measures.
The associates responsible in the regions and at the Boschsites worldwide are tasked with ensuring that the relevant
requirements are observed locally and that the definedframework conditions are complied with by means of established processes. In parallel, corporate headquarters regularly performs internal sustainability and EHS audits.

Steering committees, supported by topic-specific competence centers, have been established within the company for
key sustainability topics. The steering committees are madeup of experts from various corporate departments, divisions,and regions. They are responsible for the enhanced development of the sustainability strategy.

Risk management
The dimensions of the sustainability strategy are replicatedin the Bosch Group’s risk management system. Risk management encompasses the entire company, including all essential operations, functions, divisions, and business sectors.
The Bosch Group’s risk management system is based on the
ISO 31000 and COSO III (ERM) standards, as well as IDW PS
340. It comprises the systematic detection and tracking of
relevant risks and, where necessary, identification and monitoring of measures to manage these risks. In this context, thecorporate coordinating office for the risk management system is responsible for continuously refining the system.
For further information and a description of material risks,
see the 2023 annual report (page 104 et seq.). The material
antitrust and legal risks are also described there.

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T 02

Materiality analysis
As a leading global supplier of technology and services,
Bosch operates in a large number of markets around theworld. Directly or indirectly, our operations affect the interests of a wide range of stakeholders. To parse out what theseinterests are and take account of them in our activities, we
actively seek to enter into dialogue with our stakeholders.
We address issues that are brought to our attention via thedifferent communication channels and seek dialogue on
those issues that we ourselves want to raise in the social
discourse. As a result, we hold a continuous exchange on abroad range of highly diverse topics from which all participants benefit (see T 02).
Commitment and cooperation
We want to make a relevant contribution to overcoming
global social challenges, which is why we are involved in numerous initiatives. For instance, Robert Bosch GmbH has
been a member of the United Nations Global Compact since2004 and is committed to its globally applicable principles
concerning human rights, labor standards, environmental
protection, and anti-corruption. With this publication, we
satisfy the related requirement to report on relevant progress we made in 2023 in these areas. Bosch is also a founding member of UN Global Compact Netzwerk Deutschlande. V. We are active in a large number of further sustainabilityrelated initiatives though memberships – including Transparency International Deutschland e. V. which we have been
supporting as a corporate member since 1995. In addition,
we are active on the executive board of econsense – Forum
Nachhaltige Entwicklung der Deutschen Wirtschaft e.V. (Forum for Sustainable Development of German Business).

Overview of key stakeholder groups, forms of dialogue, and topics
Stakeholder
groups

Forms of dialogue

Material topics

Associates

Dialogue with associates and executives,
surveys, internal media, Bosch BusinessDialogCustomers

Surveys, social media, trade fairs, media• Reducing carbon emissions across thevalue chain, particularly with regard
to the Bosch Group’s carbon neutrality(scope 1 & 2) and its scope 3 target

Suppliers andpartners

Supplier days, training programs, supplierawards, supplier assessments, dialogueas part of industry initiatives

Associations

Participation in committees and working
groups, initiative and association memberships

Universities
and research
institutes

Presentations, dialogue events, trade
fairs

Policymakers

Contact for questions from policymakers; involvement in committees organized
by governments or ministries; dialogue
events; one-on-one talks

Media

Press releases, site visits, information
events, trade fairs

Localstakeholders

Local community talks, plant visits

Civil society
and NGOs

Dialogue events, answering questions• Reducing water withdrawal in regionswith water scarcity• Closing product and materials loops,
using secondary materials and raw
materials• Environmental and social standards insupply chains, particularly for high-risk
raw materials• Health, including occupational healthand safety and substances of concern• Diversity, equity, and inclusion• Implications of the mobility
transformation• Responsible corporate governance

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Bosch also supports the United Nations Sustainable De­
velopment Goals (SDGs) adopted in 2015. Accordingly, we
regularly benchmark our sustainability activities against the
17 SDGs (see T 01). Bosch’s diverse activities also support
other UN goals.

Sustainability culture
The Bosch value “responsibility and sustainability” has always characterized our entrepreneurial activity and is an integral part of our mission statement “We are Bosch.” For
Bosch, it is key to involve as many associates as possible insustainability management. Each and every one at Bosch iscalled upon to contribute and advance sustainability in theirindividual sphere of influence. The aim is for sustainability to
become a shared mindset within the company – shoulderedby each associate through their conduct. Specific impetus isprovided in seven action areas (see G 05).

The following measures are examples of our activities in2023:▶ Sustainability multipliers
At Bosch, executives are role models and, as such, multipliers for sustainability. They are required to attend web-based
training to familiarize themselves with the sustainability
strategy and the targets set. Since the training program’s
launch in 2014, around 33,000 executives with and without
team management responsibilities have already completed
the course.
▶ Sustainability days at Bosch locations worldwide
A live stream event entitled “Word Tour of Sustainability”
was held for the first time in 2023. The one-day event focusedon a total of 35 sustainability initiatives, activities, and projects, which were promoted by teams from around the globe.
Apart from project presentations and information on Bosch’ssustainability strategy, a special item featured on the agenda
was the announcement of the winning teams of the “Sustainability, Environment, Health, and Safety Awards.” The award

G 05

Seven action areas for embedding sustainability cultureMakemanagement“walk the talk”

Engage in active
internal
communication
about
sustainability

Support internalchange pioneersand facilitators

Recognizeand valuecommitment

Link sustainability
to associates’
private lives

Providing impetus for associates’ personal commitment

Create inspiring
events within
the company

Keep an open
dialogue withassociates

Graphic based on: Network for
Business Sustainability (2010) and
Majka Baur (2016)

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honors outstanding projects each year in the categories“CO₂ and energy efficiency,” “resource efficiency,” “occupational safety,” “sustainable products,” and “sustainability
culture.”Events took place again at various locations in 2023 to put
the spotlight on the topic of sustainability in the company.
For example, Bosch Japan hosted a sustainability week in
October during which around 900 associates took the opportunity to find out about sustainability at Bosch by taking
part in 18 online sessions. The event focused on sustainablemobility solutions such as battery electric and fuel cell electric drives.
On-site events and virtual sessions marked the “Sustainability and EHS Week” at the Mexican site in San Luis Potosí,with an attendance of roughly 2,200 associates. The goal
was to raise awareness of sustainable action among associates. Attention focused primarily on topics ranging from occupational health and safety to energy efficiency and environmental protection.

Social involvement
We see ourselves as a corporate citizen and engage actively
in society, also beyond the scope of our own business activities. Through our charitable donations, for example, we
chiefly support initiatives in the following areas:▶ Living sustainably:
Citizen projects promoting climate action in everyday life
▶ Education for the high-tech world:
Projects to develop socially disadvantaged children’s andyoung people’s skills for technological change▶ Social cohesion:
Projects strengthening democracy and tolerance, especially at Bosch sites▶ Emergency aid in disaster situations:
Donations to aid organizations and people on the ground,especially when catchment areas around Bosch sites areaffected

Our social involvement in the form of donations is handled
by the operating units in the countries in question. In the reporting year, the Bosch Group donated 26.6 million euros
worldwide (prior year: 27.4 million euros) to charitablecauses, including donations in kind. Internal company regulations set out corresponding principles, assessment criteria, and responsibilities. Depending on the amount involved,
either the management of the operating units or the members of Robert Bosch GmbH’s board of management decide
how the funds raised should be spent. All donation transactions must be documented in writing. In addition, the persons responsible keep an annual ledger of donations that isaccessible for audit purposes. At a minimum, this ledger
must indicate the group of recipients and the amount of the
donation, along with the reasons for the donation and thedate on which confirmation of receipt was received.
One focus of global donation activities in 2023 was on emergency aid in the event of a disaster. This included aid forthe people affected by the earthquake in Turkey and Syria.
Robert Bosch GmbH provided one million euros to theGerman Red Cross in this instance. In addition, Bosch supported the earthquake victims in Turkey with donations in
kind and cash to the value of half a million euros. The

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Turkish subsidiary of BSH Hausgeräte GmbH also donatedhome appliances worth in excess of one million euros for thepeople affected and for children’s aid organizations working
locally.

G 06

Bosch’s non-profit institutions

In view of developments in Israel and the Middle East, Bosch
donated one million euros in emergency aid to the German
Red Cross for humanitarian purposes to support its local
sister organizations in the affected regions.
Bosch is not only financially active at many of its locations,but also through the volunteer work of its associates locally.
In some countries, dedicated non-profit institutions engage
in corporate social responsibility activities. Such institutions
are usually active in the vicinity of company locations andconcentrate on country-specific priorities.
As an independent, not-for-profit foundation, Robert Bosch
Stiftung GmbH demonstrates its commitment to society
worldwide by supporting or implementing innovative andlighthouse projects.

The U.S.:
Bosch
Community
Fund
Mexico:Fundación Robert
Bosch México

Romania:
Fundaţia Bosch
Romania

Brazil:Instituto Robert
Bosch

China:
Bosch China
Charity Center

India:
Bosch India
Foundation

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Environment

SocialEnvironment

Governance

Annex

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Environment

Bosch’s activities should have as little impact on the environment as possible.
We are working to fulfil this aspiration with a Group-wide environmental management system and specific targets. In particular, we want to use targeted
strategies to protect the climate, save water, especially where it is scarce, andstrengthen the circular economy.
Organization and responsibilities
Internal company regulations define the principles and requirements for sustainability and EHS in the Bosch Groupand specify the organization and responsibilities. Occupational safety and environmental protection policy is framedin the publicly accessible Guidelines of Work Safety and Environmental Protection.
Bosch has clearly defined environmental criteria for the design, planning, and acquisition of facilities, machinery, andmanufacturing equipment, for example with regard to energy
efficiency, the use of renewable energy sources, and water
consumption in regions with water scarcity. These criteria
also play a role in the decision-making process when choosing new company locations.
Audits on environmental topics
Regular briefings, workshops, and internal audits are held at
the company locations on topics of relevance for the environment in order to verify compliance with requirements. Locations are selected based on risks or specific events, while
their size, measured by headcount or the proportion of resources consumed in the Group, also plays a role. Audit findings are documented in Bosch’s company-wide database. As

a result, it is also possible to track corrective actions in theevent of deviations. Any deviations detected, their causes,
and improvement opportunities identified are taken into account in the following year’s audit program. The results of
the analyses are also considered in determining the content
and focus of our environmental protection campaigns.
At production locations, relevant environmental issues areaudited on a risk basis by company headquarters as part ofcorporate audits. The auditors have in-depth knowledge ofISO 19011 audit methodologies as well as external and internal EHS requirements. In 2023, the EHS audit team performed a total of 94 corporate audits.
In total, 97 percent of our relevant production and development locations4 operate an environmental management system, which in most cases (98 percent) is certified to the ISO
14001 standard. Similarly, 91 percent of the energy management systems used are certified to ISO 50001 (also seeT 03). In general, we intend to have all relevant locations
operating with certified environmental management systems.

T 03

Environmental and energy
management systems
Bosch Group 2023

Production and development locations4247

Environmental management system implemented
according to ISO 14001

240

Environmental management system certified
according to ISO 14001

235

Energy management
system implemented
according to ISO 50001

66

Energy management
system certified according
to ISO 50001

60

The following applies to information on
environmental and energy management
systems: production locations anddevelopment locations (with material
responsibility) with more than 50 associatesthat have been included in the scope of
consolidation for more than three years.

422

Environment

SocialGovernanceCompetence development and training
In web-based training and classroom courses, we promote
the methodological and technical competence of our associates, thereby creating the conditions for safe and environmentally compatible work processes. We therefore ensurethat those responsible for environmental protection, for instance, are specifically familiarized with the relevant regulations and standards in training programs that have beenstandardized worldwide. In supplementary training sessions, we address the specific requirements of individual
business units, locations, and regions. In addition, we also
train and brief associates of external companies and visitors
to our locations on health, safety, and environmental protection at Bosch.

Uniform sustainability methodology enables
systematic control
In the course of enhancing our sustainability methodology in2023, we extended our systematic approach to achievingcarbon neutrality (scope 1 & 2) by including additional sustainability topics and value creation stages (see the “Strategy and management” section). As a result, it has become
apparent that the environmental dimensions of our vision forsustainability are underpinned by the same logic. This ischaracterized by three core levers: increasing efficiency, purchasing resources from renewable sources, and changing
the technology used. The three core levers can be applied toall value creation stages – from purchasing materials andgoods (upstream) to subsequent processing at our plants(own operations) through to use of the products by our customers (downstream). In this way, we create transparency

Annexwith regard to the impact of the different measures, we show
the relationships and interactions between the various influencing factors – and we thus provide the basis for in-depth
scenarios in order to capture and control the effects of decisions in their entirety. This also reveals the additional differentiation potential of sustainability topics that will be ofparticular importance to Bosch in the future – as illustrated
by trend and market analyses.

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The next sections on the dimensions of climate, circular
economy, and water already follow the new methodology.
The assignment of the different measures and action fields
to the relevant core levers and value creation stages is presented uniformly to provide a complete picture of our activities and our potential to exert influence.

G 07

Sustainability methodology
Core levers for improving sustainability performance along the value chain

UpstreamOwn operations

Downstream

Core lever 1: Increased efficiency in the use of resourcesCore lever 2: Use of resources from renewable sourcesCore lever 3: Changes in technology for sustainable transformation

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Climate action
Opportunities and risks of climate changeCounteracting climate change is a task for society as a whole.
We see this not only as an obligation for our company, butalso as an opportunity to contribute to protecting the climate
with innovative solutions and technologies. Bosch’s growing
self-sufficiency and energy efficiency will also reduce its dependence on volatile energy markets and, in turn, its exposure to price fluctuation risks.
When analyzing the opportunities and risks that climatechange poses for Bosch, we are guided by the specificationsof the Task Force on Climate-related Financial Disclosures(TCFD) to help us identify transitory and physical risks inparticular. The time horizon for our analysis stretches to2050. The focus is on both acute risks (such as those related
to flooding) and permanent climate risks (such as those thatarise on account of global warming).
The analysis is based on the scenarios of the International
Energy Agency and the energy scenarios of the Bosch corporate sector for Research and Advance Engineering. A central
role in this context is played by the internal climate changereport: Prepared by our experts every two years, it highlights
fundamental climate change developments and their significance for our company and for society.
When assessing climate-related issues and suitable measures, we distinguish between measures to mitigate impacts(mitigation) and activities that serve to adapt the company tothe changed framework conditions (adaptation). We also include our products in these considerations. Climate aspects
also play a role in the choice of company locations. This issomething that demands Bosch’s adaptability, for example,
with respect to water and energy supply. To manage the respective risks and opportunities, the individual divisions use
the results of the risk assessment for market forecasts andincorporate them in specific plans.
The risks posed by climate change include water scarcity
and extreme weather events, which are occurring with increasing frequency and causing ever greater damage. They
can jeopardize production at our locations and the stabilityof the supply chain.
Other risks include the shortage of raw materials andchanges in the regulatory framework, such as bans on certain technologies or the tightening of CO₂ emissions standards for vehicles. Also important in this context are the increasing variety of customer preferences, which can change
rapidly – often in response to political decisions. Increasingly, the focus is also on the processes upstream of our
production and the use of materials. For example, we are increasingly receiving inquiries about the proportion of green
electricity (purchased electricity from renewable sources)in our energy mix or recyclates in materials (see “Circular
economy”).
We address these challenges with our climate action strategy and systematic research and development. At the sametime, we are convinced that we must work together if we areto successfully counter the effects of climate change. That is
why we take an active role in the relevant associations andcommittees (see the “Governance” section).

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Climate action

Climate action strategy
Bosch wants to make a contribution to climate action, an aspiration it has anchored in its sustainability vision. We support the United Nations 2015 Paris Agreement on climate
action and the goal formulated therein of limiting global
warming to as close to 1.5 degrees Celsius as possible. Bymaking our company’s activities carbon neutral (scope 1 &2)5, we are making a measurable contribution to this goal.
As early as 2020, the Bosch Group with its more than 400 locations worldwide has been carbon neutral overall (scope 1& 2). Four levers were used to achieve carbon neutrality:
increasing energy efficiency, generating our own energy
from renewable sources (new clean power), purchasing
electricity from renewable sources (green electricity), and– as the last resort – using carbon credits to offset residual
CO₂ emissions. In 2023, residual emissions of around
581,000 metric tons of CO₂ were offset by carbon credits.

At the same time, we also want to reduce emissions produced outside Bosch’s direct sphere of influence (scope 3),
for example at suppliers, in logistics, or when our products
are used. Our aim is to reduce these upstream and downstream emissions by 15 percent in absolute terms by 2030,
compared with the baseline year 2018 – irrespective of ourcompany’s growth.

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As early as 2020, the Science Based Targets initiative (SBTi)
endorsed our climate targets for the 1.5 degree pathway.6
Bosch now has science-based climate targets for the entire
value chain – from purchasing to the product use phase.
6

Robert Bosch GmbH’s entry in the SBTi’s target dashboard

G 08

Sustainability methodology, focus on climate action
Scopes 1, 2, and 3 are used here in accordance with the Greenhouse Gas
Protocol Corporate Accounting and Reporting Standard. We have taken into
account the effects of CO₂ and of other greenhouse gases, as well as climaterelevant substances, to the extent that these are of relevance for the analysis. To
enable comparability between the climate impact of the various greenhousegases and substances of relevance for the climate, emissions are presented in
CO₂ equivalents. For ease of reading, we use the terms CO₂ and CO₂ equivalents
synonymously.
5

Measures for improving sustainability performance along the value chain

Increased efficiency
Resources fromrenewable sources

UpstreamOwn operations

Downstream

General target agreements

Energy efficiency

Energy efficiency of products

General target agreements,
specific agreements forfocus materials

Changes in technology

In-house energy generationfrom renewable sources
Switching to electricity
from renewable sources

Transformation of productportfolio toward renewableenergy sources

Carbon offsets
Range of topics

Scope 3, upstream:
Purchased goods
and services

Scope 1 & 2:
Carbon neutrality

Scope 3, downstream:
Product use

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Four levers for carbon neutrality(scope 1 & 2)
In 2023 also, we continued to improve the mix of levers byincreasing energy efficiency, generating our own energy fromrenewable sources, and purchasing green electricity. This isreflected in the further reduction of CO₂ emissions to be offset.

T 04

Around 72 percent of the total energy demand stems fromrenewable energy sources including purchased green electricity (prior year: 67 percent). While the consumption ofpurchased energy (scope 2) accounts for most of our energy
demand, the majority of CO₂ emissions are generated bystation­ary combustion, primarily through heat generation(scope 1). Bosch requires energy primarily in the form ofelectrical power for manufacturing plants and machinery,
and in the form of thermal energy to heat and air-conditionbuildings and to operate foundry furnaces.

Energy demand
Bosch Group 2021–2023, in GWh

2021

2022

 2023

Bosch Group

8,042

7,696

7,537

Natural gas

1,587

1,325

1,132

Heating oil

55

49

57

LPG

39

34

36

Coke/coal

98

100

101

Bosch Group withcarbon offsets

Renewable energy

102

128

156

Other (inter alia
gasoline, diesel)

451

482

512

Direct energy(own combustion)

2,332

2,118

1,993

Electricity

5,437

5,334

5,323

4,817

5,049

5,250

273

244

221

5,710

5,578

5,544

thereof green electricity
District heat, steam,cooling energy
Indirect energy(purchased)

T 05

Greenhouse gas emissions
Bosch Group 2021–2023, in 1,000 metric tons of CO2e

2021

2022

 2023000

Carbon offsets

907

717

581

Bosch Group

907

717

581

Manufacturing

383

328

295

Vehicle fleet

109

117

129

Volatile GHG

76

78

77

Scope 1

569

523

501

Electricity

248

119

15

District heat, steam,cooling energy

90

75

65

Scope 2

338

194

80

Energy intensity

Emissions intensity

in MWh/million euros of sales revenue

in metric tons/million euros of sales revenue,
without carbon offsets
2021
2022  2023

Bosch Group

2021

2022

 2023

102.2

87.3

82.3

Bosch Group

11.53

8.13

6.34

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Lever 1: Energy efficiency
By 2030, we want to substantially increase our energy efficiency and implement measures at our company locations
with savings potential totaling 1.7 terawatt hours (TWh). An
annual budget has been available for this purpose since2019. Overall, Bosch plans to invest one billion euros in increasing energy efficiency by 2030. Since 2022, we havebeen using part of the energy efficiency budget to fund CO₂
reduction measures, such as the electrification of the heat
supply or the use of district heating. An internal CO₂ pricing
mechanism is used to determine the rate of return of the individual measures.
Already today we have achieved roughly 58 percent of ourefficiency target: Since 2019, we have initiated around6,000 projects worldwide, capturing savings potential of
984 GWh. In 2023 alone, more than 1,300 new projects withsavings potential of 179 GWh were introduced.

Lever 2: New clean power 
By 2030, we want to generate 400 GWh of the annual energy
demand in-house at our company locations from renewablesources. We are placing particular emphasis here on photovoltaics (PV ). A total of 114 Bosch sites were already using
solar power for their energy supply at the end of 2023. We
also operate a hydroelectric power station at our site in
Blaichach, Germany.
In total, we generated around 149 GWh of renewable energy
at Bosch in 2023, which means that as of year-end we havealready achieved 37 percent of the target. Locations in India
accounted for around 28 percent of the volume of renewableenergy generated at Bosch, followed by China (24 percent),and Germany (23 percent).

G 10

G 09

Goal achievement for energy efficiency

Goal achievement for new clean power

Savings potential captured with measures to increaseenergy efficiency

In-house energy generation from photovoltaics andhydroelectric power

2030 target
1.7 TWh2030
target
400 GWh58 %achieved2023
0.2 TWh

By 2022
0.8 TWh37 %achieved

By 2022
121 GWh

2023
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In 2023, we carried out a number of projects that allowed
us to further increase energy efficiency at our company
locations and improve the potential to generate our own
energy from renewable sources. These are some examples.

and switched instead to electrical energy. The company
generates some of this energy directly on site using around6,000 newly installed photovoltaic modules, which coverroughly 10 percent of the site’s annual electricity demand.7

Worcester: Testing on site rather than in the lab – andmaking direct use of the input energy

Further increase in the use of solar power

Efficiency increases in qualitative endurance testing of gas
heating appliances at the Worcester site in the UK haveresulted in annual energy savings of more than 3 GWh anda corresponding reduction in CO₂ emissions by 576 metrictons. The improvements were achieved on the one handby shortening internal tests while, on the other hand, themajority of laboratory tests were replaced by field tests
with a number of British households. The input energy will
therefore no longer be consumed in the laboratory, but inthe households for heating and hot water preparation.
Braga: From natural gas to electricity from renewablesourcesIn the city of Braga in Portugal, a two-year decarbonization
project was concluded in 2023, which involved substituting
natural gas with electricity from renewable sources. The
project involved the installation of a geothermal heat pump,efficient cooling units with heat recovery systems, and acomprehensive building management system. Since November 2023, Bosch has ceased using natural gas in Braga

Bosch expanded its photovoltaic capacity in 2023 througha number of projects. In China, for example, the existing
facilities at sites in Wuhan and Nanjing were extended byadditional solar modules. This increased the capacity of
the facility in Nanjing by 1.5 MWPeak to a total of 4.1 MWPeak,
which means that roughly 23 percent of the site’s annual
electricity demand7 can be covered in the future. An additional 3.89 MWPeak will be available in the future in Wuhan,thus increasing the capacity of the facility to 4.99 MWPeak
and covering around 17 percent of the annual electricity
demand7 on site.
Existing photovoltaic systems were also extended at various locations in Germany in 2023. For example, a total of
5,550 solar modules with a capacity of 2.1 MWPeak were
installed in Salzgitter, thus increasing the total output ofthe photovoltaic system locally to 4.85 MWPeak. In the future,around a quarter of the annual electricity demand7 locallywill therefore be generated from solar power.
7

Calculation based on electricity consumption in 2023.

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Lever 3: Green electricity 
Bosch has concentrated on purchasing green electricity
from existing plants and has been greatly expanding its purchase volume from green electricity with corresponding
guarantees of origin since 2019. In total, around 99 percentof the Bosch Group’s global electricity demand was alreadycovered using green electricity in the reporting year. We havetherefore already reached our interim target for 2025 and are
set to exclusively source green electricity by 2030. Boschhas already successfully made the transition in a number ofcountries – Japan, Malaysia, Singapore, and South Korea
followed in 2023.
At the same time, we have been involved in long-term agreements with our energy suppliers (Power Purchasing Agreements, PPAs) since 2020 and in 2023 concluded new agreements in Germany and the Netherlands. All told, Boschpurchased around 426 GWh in 2023 through long-term
power purchasing agreements.

Lever 4: Carbon offsets 
At present, we use carbon credits to offset residual CO₂
emissions, such as those from combustion processes (heating, process heat). In addition, we refer to carbon credits tooffset electricity sourced in countries with only limited availability of green electricity.
As we make progress with levers 1 to 3, we want to further
reduce the share that we offset to achieve carbon neutrality(scope 1 & 2) to no more than 15 percent by 2030 (baseline
year 2018). In 2023, we came another step closer to achieving this target – especially as a result of progressively switching from gray to green electricity (gray electricity: electricity
from fossil fuels). We cut the volume of emissions to be offset to some 581,000 metric tons of CO₂ in the reporting year.
This is around 136,000 metric tons of CO₂ or 19 percent lessthan in the previous year (see T 05).

G 11

G 12

Goal achievement for green electricity

Climate action at Bosch – the path to 2030

Global electricity demand covered by green electricity

CO₂ emissions (scope 1 & 2) in millions of metric tons

2030 target
100%

3.3

0.9

0.9

0.7

0.6

0.5

2018

2020

2021

2022

2023

2030
SBTi goal

2023
4%
By 202295%

99 %achieved

Emissions without offsets
Carbon offsets
Emissions avoided compared with the baseline year 2018

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When selecting carbon offset projects, we are guided by internationally recognized and independent certifications,such as the Gold Standard. In the future we want to focus ourcarbon offset measures even more intensively on naturebased removals. The relevant projects involve sequestering
CO₂ in biomass, for example by afforestation.
Bosch calculates the emissions it needs to offset using thestandards of the International Energy Agency (IEA , Emission
Factors 2022) and the Intergovernmental Panel on Climate
Change (IPCC). In 2020, we switched to a market-based presentation. Previously, we had used the location-based approach (up to and including 2019). In the calculation, we focus on the greenhouse gas CO₂ as well as on emitted processgases and hydrofluorocarbons (HFCs). An internal analysis
has shown that Bosch does not produce or emit any othergreenhouse gases to any material extent that would be subject to disclosure requirements.
Air emissions
Air pollutants can affect people’s health and should therefore be reduced. In 2019, Bosch launched a project to analyze which air pollutants are produced and at what levels in
the relevant business processes in manufacturing, such as
surface treatment, foundry processes, and building heating.
The results show that air pollutant emissions have no significant impact on people and the environment and are therefore not subject to disclosure requirements.

Outlook: Climate action strategy extends
beyond 2030
Bosch has set itself clear climate action targets for 2030, but
is already looking beyond this date. Since Bosch is aiming to
use green electricity exclusively by then, the relevant potential must be leveraged in particular through changes in technology – such as in the area of mobility and heating of buildings. In addition, increases in energy efficiency and themeasures pursued with the “New clean power” lever candeliver further climate action improvements. An analysis of
all 430 locations in 2023 showed that further advances inclimate action can still be achieved beyond 2030 – with awealth of relevant projects already in the pipeline. However,the fact that the cost effectiveness of the energy efficiency
projects will decrease over time must be considered. In
other words, further improvements will require increasing
effort. We are therefore striving to enhance the cost-effectiveness of the projects in partnership with customers sothat we can contribute as best as possible to climate action
with the resources available to us.
Goal management and implementation
The Corporate Sustainability Board is the central body forgoal management in climate action and convenes twice ayear. It makes decisions on implementing the climate action
strategy (scope 1, 2, 3) and manages implementation of the
adopted action plans (see the “Strategy and management”
section).

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To achieve the group-wide targets set for 2030, all Bosch divisions are pursuing staggered annual targets. These targets
are set based on energy demands and the savings achieved
so far. Targets are cascaded down to individual company
loca­tions at the discretion of the respective divisions and thedegree to which targets are met is tracked centrally. On thisbasis, those responsible at the divisions and company lo­
cations make decisions to implement measures to improveenergy efficiency or to initiate projects to generate their own
energy.
As the availability and quality of green electricity and the legal conditions for the expansion of renewable energy differ
between countries, the regional organizations are responsible for green electricity and new clean power projects. Carbon offsets are regulated centrally to ensure the quality of
projects. The sites themselves order and transact the measures.

Upstream and downstream emissions(scope 3)
We want to shape climate action beyond our immediate
sphere of influence (scope 1 & 2) and also systematically reduce upstream and downstream emissions (scope 3). We
aim to cut these by 15 percent in absolute terms by 2030
compared with the baseline year 2018. In this process, weare focusing on the categories that make up around 98 percent of our scope 3 emissions: Upstream emissions in the
Bosch value chain primarily concern purchased goods andservices as well as logistics. Downstream emissions aremainly caused by the use of our products.

G 13

Main scope 3 categories in baseline year
Bosch Group 2018, in millions of metric tons of CO2
Scope 1 & 2:
carbon neutral
since 2020

3.3

Scope 3:458 mn t in total
Product use

Purchased
goods andservices

Transport
andlogistics

421.4

34.1

2.6

To improve data quality further, the calculation of scope 3 emissions was revisedin 2023. In the process, we have included additional business activities in thecalculation in the “product use” category and are using primary data increasingly
in the “purchased goods and services” category.

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Climate action

At 458 million metric tons of CO₂ in the baseline year 2018,
upstream and downstream emissions exceeded those inscopes 1 and 2 several times over (see G 13). Since 2018, we
have cut our scope 3 emissions by around 23 percent, down
to 353 million metric tons of CO₂ in 2022 (see G 14). The main
challenge now is to mitigate future emissions relating to theanticipated sales growth by 2030. This is because the percentage target value for reducing emissions was purposefully set independently of sales growth, which means thatthe absolute amount to be mitigated will increase steadily as
the company grows in future. We can directly influence theachievement of targets through more efficient products. On
the other hand, there are also a large number of external factors that Bosch can only influence indirectly, such as suppliers’ success in reducing CO₂ emissions, the speed of transformation processes in the energy and mobility sector, or
general economic development (see G 15).

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G 14

G 15

Development of scope 3 emissions

Key levers for achieving the scope 3 target

Bosch Group 2018–2022, in millions of metric tons of CO2

Calculation base and main direct and indirect levers

458.1

420.1

380.4

383.0

352.5

389.4

Scope 3categories
Upstream
emissionsPurchased goods
and services(including
machinery andequipment)
Transport andlogistics(also downstream)

2018

2019

2020

2021

2022

2030
SBTi goal

Transport and logistics
Purchased goods and services
Product use
The corresponding scope 3 figures for 2023 were not available before
publication of this report, but will be published without delay in the key
figures tool at sustainability.bosch.com.

Downstream
emissions
Product use

Calculation base

• Purchasing
volume• Goods categories• Source region• Mode of transport• Volume• Sales revenue• Efficiency• Energy source• Emissions factors• Product life

DirectKey levers for reducing CO2

Indirect

Realign top-down

Refine status quo

Transform
energy sector• Supplier selection• Sourcing of secondary
raw materials• Mode of transport(sea, land, air)

• Supplierdevelopment• Route optimization• Greenelectricity• Hydrogen• Biogas

Energy efficiency

Transformation andportfolio optimization• Increased efficiency• Digitalization• Optimized use• Investment in growthareas (e-mobility,
heat pumps)• Phaseout of productswith lowest energy
efficiency

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Climate action

In order to achieve our goal, we are taking a step-by-step approach. Having identified the main scope 3 categories, we
increased the granularity of our calculations. This allows us
now to identify significant drivers for emissions within purchasing and logistics as well as in the use of our products,
and to derive measures that make a measurable contribution
to climate action.
Scope 3, upstream: Purchased goods and services
To reduce upstream CO₂ emissions in purchasing, we drew
up a steering concept in 2022 that is mandatory for all divisions. The individual instruments fit seamlessly into Bosch’s
higher-level sustainability methodology system.
We want to make sure that suppliers can use their resources
as efficiently as possible. With this in mind we do not influence the measures they choose to reduce CO₂ emissions,rather we aim to enter into target agreements with our suppliers.
▶ General target agreements
We use general target agreements with suppliers to improve
CO₂ performance, based on valid and transparent data on
carbon emissions and preferably in combination with a specific SBTi commitment.8 More than 450 of our suppliers had
already committed to specific CO₂ targets by 2023 (prioryear: 232 suppliers) and are thus following the path Boschhas also taken with its climate targets (scope 1, 2, 3).
The SBTi commitment refers to the voluntary commitment by companies to set
science-based targets for reducing greenhouse gas emissions. Through thiscommitment, companies demonstrate their willingness to contribute actively to
climate action and to align their business practices with the goals of the Paris
Climate Agreement.

8

Individual ambition levels were developed with all relevant
Bosch divisions in 2023, which cover the period from 2024 to2030. We are collaborating with our suppliers on this basis
to obtain detailed information and data on group-wide CO₂
emissions (scope 1, 2, 3) for around 80 percent of our purchasing volume by 2030. This figure stands at 60 percent at
the moment. At the same time, we intend to source morethan 50 percent of our purchasing volume from suppliers
that have already committed to the Science Based Targets
initiative (SBTi) and set themselves targets in line with theParis Climate Agreement. We will track the progress madecentrally in the coming years.
Following the successful completion of a number of pilot
projects, many of the Bosch divisions have taken account of
the sustainability performance of potential suppliers in thepurchasing process since 2023, in order to support theachievement of targets in the award process. Apart from thedirect effects on our upstream CO₂ emissions (scope 3), thisapproach gives Bosch a multiplier effect, which exceeds theeffects in its own supply chain many times over. This is because the improvements initiated by Bosch in the CO₂ performance of the suppliers also impact their other products
and business relationships.
▶ Specific agreements for focus materials
We also use specific agreements with our suppliers for focus
materials such as steel, aluminum, copper, and plastics asthese materials are responsible for a significant portion of
CO₂ emissions in the supply chain. To purchase materials
that are as low-carbon as possible in the future, we carriedout a number of measures in 2023, including analyzing thespecific CO₂ reduction potential and identifying reduction
paths, as well as launching initial pilot projects in some divisions.

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G 16

Results of surveys via the
CDP platform
500

2,000

2,200

350

1,253

1,759

>450
129
2021

232

2022

2023

Suppliers contacted
Responses
Suppliers with SBTi commitment

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Clear rules and targets require uniform definitions andcalculation standards because this is the only way to makeperformance transparent and comparable. This is particularly true when it comes to advancing sustainability issues
overall across supply chains. As there is still no international standardization and the information currently available
is sometimes of poor quality, we rely on a combinationof approaches to obtain supply chain data and try in thisway to improve the quality and comparability of the datacollected.
We prefer to use primary data that we request our suppliers
to provide. Through these direct requests, for example via
the CDP platform, we obtain specific data on our suppliers’
individual emissions profile and make their specific development transparent. If no primary data is available, we use
secondary data from established databases. In that case,for example, emissions for specific products are recorded
using industry averages that also take account of the technology used in the manufacturing process and geographicalfactors. The corporate carbon footprint (CCF) is calculatedon this basis. The CCF is the share of the supplier’s emissions that is attributed to Bosch as the buyer on the basisof sales. At present, we mainly use secondary data that we
obtain using input/output models at company level. This
enables us to benchmark all suppliers based on comparable
standards and to manage them strategically. We plan touse primary data largely in the future so that our calculations are as precise as possible. We continued to follow thisapproach in 2023 too by carrying out a comprehensive CDP
survey (see figure).

The product carbon footprint (PCF) is a means for us torecord those emissions caused during a product’s manufacturing and production process. Here, too, primary data
is preferable to secondary data because they are of greater
informative value, as directly requested product-related
information provides the greatest possible transparency
and accuracy. A lack of international standards is still making data comparisons difficult at present. Bosch therefore
supports cross-company standardization along the complex
value chains in the automotive sector and is involved in initiatives such as Catena-X. In addition, we are working withexternal partners on a software solution to obtain primarydata on the PCF from our suppliers. At the same time, existing database structures will continue in parallel for recording product-related primary data.

Determining the corporate carbon footprint or
product carbon footprint
Improving data quality in two stages, scope 3, upstream

Stage 1

Stage 2

Approach and methodology for improving scope 3 data
quality

Secondarydata(sources)Primary data (sources)

Corporate
carbon footprint (CCF)

Databases

Supplier survey, e.g.
via the CDP platform

Product
carbon footprint (PCF)

Databases

Development of standards, e.g. in initiatives
such as Catena-X

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Scope 3, upstream: Transport and logistics
In logistics, we primarily aim to reduce CO₂ emitted during
the transport of goods. We have a variety of instruments at
our disposal here:▶ Optimizing freightTransport management centers (TMC) have been established worldwide to manage shipments between suppliers,
Bosch plants, and customers. We have already achieved ahigh degree of standardization in this area and can guarantee
efficient transport – also with respect to environmental criteria – by pooling freight. To secure even higher capacity utilization, especially for road shipments, a new transportmanagement system was introduced at Bosch in 2023. Thissystem enables cyclical strategic planning of the transport
network and short-term operational planning of routes,
modes of transport, and load quantities.

Our goal is to increase transport capacity utilization by truck
from its current level of 65 percent to 80 percent in 2025 andthus reduce carbon emissions with this mode of transport by
up to 10 percent.
At the same time, we are working on moving freight transport
from road to rail. BSH Hausgeräte GmbH has been operating
what it calls a “Vierecks-Zug” since 2023, which supplies thefour locations in Giengen, Łódź, Nauen, and Wrocław withcomponents and finished appliances. The annual reduction
in carbon emissions compared with the previous road transport is around 1,200 metric tons of CO₂, which corresponds
to a saving of 36 percent.

▶ Alternative drives and fuels
In the future, alternative drives and fuels will play an evergreater role in reducing carbon emissions. The availability ofvehicles with alternative drives is increasing all the time. In
ongoing projects, Bosch is already today evaluating further
potential to curb CO₂ in delivery traffic. Attention is focusedhere on strategic cooperation with logistics service providers in a bid to achieve short- and medium-term CO₂ emissions reductions by using biofuels or alternative drive technologies.

The first applications worldwide were launched in 2023. For
example, Bosch is already using trucks powered by fuel cell
technology in China. Meanwhile, battery-electric powered
trucks are used for shuttle traffic at sites in Anderson in the
USA and Wernau in Germany. In addition, some of our parcel
services have been using battery-electric powered vans andhave provided us with evidence of the CO₂ savings comparedwith diesel vehicles.
Following an initial successful pilot project for introducing
HVO100 (Hydrotreated Vegetable Oils) with two logistics
service providers the previous year, in 2023 we managed toconvince additional logistics service providers to use
HVO100 and BioLNG (a mix of liquefied natural gas (LNG)
and liquefied biomethane). As a result, we are now using alternative fuels on 20 routes in Europe and are thus savingaround 1,500 metric tons of CO₂ annually compared with theuse of diesel fuel. We are counting on the fact that HVO100
will also be available on the open market in Germany from2024, so that we can also switch further routes here fromdiesel to HVO100.

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▶ Reducing air transport		
Air cargo remains economically viable for parts such as electronic components or smaller and lightweight parts and ispractically irreplaceable for reducing turnaround times ininternational production networks. As a general rule, however, we want to avoid air cargo and only use it in exceptional
cases, since roughly 70 percent of all of Bosch’s transportrelated CO₂ emissions are attributable to this mode of transport. Whenever possible, we therefore switch shipments
destined for Bosch from air to sea or rail freight. The corresponding potentials are reviewed continuously.
▶ Improving packaging design
In a joint initiative with the divisions, work is also under way
to increase packing density in a bid to use less packaging
material, storage space, and transport capacity – in turn, reducing CO₂ emissions. Packaging design centers have been
set up in Europe and North America to improve and standardize packaging. At the same time, we want to use packaging material with a higher recycling content.

In 2023, this led us to develop optimized packaging foraround 350 components as well as the finished product for
one of our future products, the mobile fuel cell. This wasachieved as part of an interdisciplinary team under the leadership of one of the packaging design centers. Plastics witha 25 percent recycling content and steel with a 50 percent
recycling content were chosen as materials for packaging
the finished product. In addition, a comparative sustainability calculation was carried out to determine the lowest emission packaging concept for each mode of transport (road,sea, air).

▶ Consistent use of the total cost of ownership (TCO)
approach
The TCO approach considers all costs incurred when purchasing a component or a product. These costs include
freight, customs, and packaging costs. In addition, risk andlocation factors are assessed, which likewise contribute to
the decision to buy. An example of this is the proximity to oursite. The corresponding potentials are reviewed continuously.

Reduction in transport-related CO2 emissions
A team made up of representatives from purchasing, central
logistics, the divisions, and plants is working on developing
key measures for reducing CO₂ emissions. Moreover, the individual divisions and plants devise local measures that are
implemented on site.
In 2023, the stabilization of supply chains led to a decline in
the number of unplanned shipments, which in turn resulted
in a significant reduction in CO₂ emissions. Together withother transport optimizations and individual measures, suchas the use of alternative drives and fuels, initial calculations
show a decrease in transport-related CO₂ emissions by
17 percent compared with 2022.9
Since 2020, we have also been offsetting the CO₂ emissions
generated by the business air travel of all associates and aresupporting climate action too with our worldwide principles
on company car usage. In addition to reducing CO₂ emissions, for example, through a defined CO₂ cap or a bonus/
penalty scheme linked to a vehicle’s CO₂ emissions, thecountry-specific regulations also provide for a range of alternative forms of mobility to the classic company car.
9
The final scope 3 figures for 2023 were not available before publication of thisreport, but will be published without delay in the key figures tool at sustainability.bosch.com.

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Scope 3, downstream: Product use
Although energy efficiency in product development has ahigh priority for Bosch, around 90 percent of scope 3 emissions are generated during the product use phase. We currently see the greatest potential for lowering CO₂ emissions
in those divisions in which products require a relevant
amount of energy, that is above all mobility, thermotechnology, industrial drive and control technology, and household
appliances. The focus is on three leverage points in eachcase:
▶ Boosting energy efficiency
The energy efficiency of products can increase from one
product generation to the next. That said, we keep an eye on
the average energy efficiency of a product portfolio.

For example, Bosch Rexroth leverages energy efficiency potential by improving design parameters (e.g. weight reduction) and through the type and quality of the materials used.
By offering more energy-efficient electric motors as part ofactive portfolio management, Bosch Rexroth was able to increase the proportion of electric motors with the highest efficiency to roughly 50 percent of the total sales of electricmotors in 2022.
Market transformation and portfolio optimization
Far-reaching structural changes in markets or industries, forexample as a result of technological innovations, changes in
consumer patterns, regulations, or globalization, require
fundamental adjustments to a company’s strategies andbusiness models. These transformation processes can beused to deliver improvements in climate action.
▶

A current example of this is the transformation of heat supply
to renewable energy sources. The Home Comfort division isdriving this development through expansion of the electric
portfolio and is investing in particular in development andproduction capacity for heat pumps. This strategy is beginning to bear fruit in the form of higher sales figures in recent
years and the resulting reduction in emissions from productuse (scope 3). In the area of Home Comfort, these scope 3
emissions were 21 percent lower in 2022 compared with thebaseline year (2018), which is attributable largely to the shift
in the portfolio from fossil fuel heating systems to electric
solutions.
As one of the largest suppliers to the automotive industry,
Bosch is pressing ahead with the transition to electromobility and utilizing the available opportunities. The company
wants to generate sales of six billion euros in this area in
2026. Our customer numbers doubled in the period from2019 to 2023. As early as 2022, Bosch was able to increase
the production of components for electric cars by 50 percent
year on year. By the end of 2023, Bosch had manufactured
more than 4.5 million electric motors and more than four
million inverters.
▶ Transformation of the energy sector through the useof green electricity, hydrogen, and biogas
Because many of Bosch’s products, systems, and facilities
operate on the basis of electricity, an increased proportionof green electricity in the power grids has a direct positiveeffect on our carbon footprint downstream, so during the
product use phase. The corresponding transformation of theenergy sector is therefore highly relevant for achieving ourscope 3 target – even if it can only be influenced in a small
way by Bosch.

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To achieve the overarching SBTi target, the relevant divisions
are pursuing specific CO₂ targets and targeted action plans.
The plans are based on currently available findings and market development scenarios in the coming years. The progress toward goal achievement as well as the underlying scenarios and framework conditions are reviewed annually. If
any changes occur, we make adjustments accordingly.
Reduction in CO₂ emissions in the product use phase
Up until 2022, we were able to significantly reduce scope 3
emissions resulting from the use of our products – from
421 million metric tons of CO₂ in the baseline year 2018 to
314 million metric tons of CO₂. The main drivers underlying
this reduction include the shift initiated within the productportfolio toward higher energy efficiency classes, more energy-efficient motors and pumps, the supply of heat pumps
and solar collectors, as well as the transformation toward
e-mobility.

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Circular economy
With our circular economy strategy, we want to enhance thesustainability of our products over their entire life cycle –from procurement and production to use, return, and remanufacturing, right through to recycling and reuse of materials. To this end, we endeavor to either create loops directly
within Bosch or close them outside the company using established recycling processes. This way, we reduce theamount of materials used and our products’ carbon footprint10 and contribute toward achieving our scope 3 target.
10
Unless otherwise stated, carbon footprint takes into account all greenhousegas emissions ranging from raw material extraction to transport, production,
sales, and use through to disposal of the product (cradle to grave) (see DIN EN
ISO 14067).

At the same time, we also avoid potential risks relating tocompliance with environmental and social standards. Building a closed-loop system for materials has the particular advantage of eliminating parts of the value chain that are subject to risks, such as extraction of raw materials.
As with climate neutrality (scope 1 & 2), in our circular economy strategy we use a model comprising levers that can beapplied across the entire value chain and that is based on thecore levers of our higher-level sustainability methodology(see G 17). Depending on the markets in which our divisions
operate, however, the levers differ in their degree of effectiveness, are not equally applicable across the board, andG 17

Sustainability methodology, focus on circular economy
Measures for improving sustainability performance along the value chain

UpstreamOwn operations

Downstream

Increased efficiency

Materials efficiency: Efficient use of material, analysis of the associatedenvironmental and social effects

Resources fromrenewable sources

Second life: Reuse, repair, and remanufacturing of products
and components

Changes in technology
Range of topics

Recycled materials: Use of recycled materials and recovery of raw materials
Scope 3, upstream:
Purchased goods
and services

Design for Environment
and waste management

Adjustment of
product portfolio

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therefore offer different development potential. This wasevident from an analysis we carried out in 2022 of around80 product groups, which collectively account for roughly
80 percent of Bosch’s sales revenue. It is therefore vital for
Bosch to develop a market-specific circular economy strategy for each division and find the optimum mix of the threelevers in each case.

Life cycle assessments
Based on the idea of a closed-loop or circular economy,
we have been systematically conducting life cycle assessments (LCAs) for major product groups since 2017. Thisentails evaluating product-specific environmental aspects
in each phase of the product life cycle – from purchasing
to production and use right through to disposal. Depending on the use case, we distinguish between two assessment methods: the full-scale LCA, performed in compliance with ISO 14040 and 14044, and the streamlined
LCA, allowing faster assessment of specific issues anddrawing on standard database values.

By organizing the material flows according to the concept of
the circular economy, we also impact the corresponding CO₂
emissions directly. This relationship is also illustrated by our
new sustainability methodology. This means that by usingmaterial more efficiently and taking advantage of recycledmaterial, fewer resources are consumed in general and therelated CO₂ emissions are also reduced. With remanufacturing of products and parts, the product is rebuilt and only
defective parts are replaced. This extends the product life
cycle.

G 18

Environmental aspects of Design for Environment

Product life cycle

Design andpurchasing▶ Materials efficiency▶ Ability to repair▶ Upgradeability▶ Secondary and		 recycled material▶ Renewable raw
		 materials▶ Avoidance of high-risk		 raw materials

Manufacturing▶ Emissions▶ Waste▶ Substances of		 concern▶ Hot spot processes

Packaging▶ Type and quantity
		 of materials▶ Recyclability▶ Reuse and take-backTransport▶ Mode of transport▶ Transport capacity		 utilization▶ Local purchasingUse▶ Resource and energy
		 consumption▶ Emissions
		 (including CO 2,
		 pollutants, noise)

End of life

▶ Reuse▶ Remanufacturing▶ Recycling

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Lever 1: Materials efficiency
Improvements in materials utilization can reduce resource
consumption and also cut the manufacturing cost of a product. Bosch can also directly influence the corresponding
measures.
For years, improvements in materials efficiency in production processes and the materials efficiency of our products
have therefore been an essential element of our product development process, where it is anchored in an internal standard via the Design for Environment (DfE) principle. Objectives such as the efficiency of powertrains are formulated
here for the specific product and tracked using appropriate
indicators if required. The environmental and social effects
of using certain raw materials are also considered in order tokeep the environmental impact of materials utilized as low
as possible, while at the same time taking into account social
aspects.

Bosch Green Collection fridge-freezer combination
The new Bosch Green Collection fridge-freezer combination not only has low energy consumption with energy
efficiency class B but is also manufactured with moreenvironmentally friendly materials. Low-CO₂ steel isused for the side panels and other metallic paneling of
the appliance which, in terms of its production, delivers
a 70 percent reduction in CO₂ emissions compared withthe conventional steel used previously.11 In addition,
bio-based, carbon neutral insulating foam and plastic
are used in part during manufacturing. These measures
have made it possible to reduce the carbon footprint of
the appliance’s production materials by 33 percent toapproximately 200 kilograms of CO₂.12
Unlike conventional steel, low-CO₂ steel is produced with low-CO₂
raw materials and with the aid of biomethane.

11

Comparison between the Bosch Green Collection fridge-freezer
combination (KGN39OXBT) and a comparable fridge-freezer combination with conventional production material (KGN39VXBT). Calculationof the carbon footprint of the production material (without packaging)based on ISO 14040. During manufacturing, the more eco-friendly
material is mixed to an extent with conventional material but allocatedto the Bosch Green Collection fridge-freezer combination according to
the mass balance approach (ISO 22095).

12

A comprehensive web-based training program was established in 2023 to increase awareness among developers, inparticular, of aspects of the circular economy. Split into four
modules, the program provides training on sustainableproduct development, materials efficiency, second life, andrecycling-compliant development. In addition, a document
was prepared as a guide with design tips, example solutions,and background knowledge, in order to provide developers
with specific information for developing products withgreater awareness for the circular economy. Also in 2023, across-divisional and interdisciplinary project was launchedwith the central sustainability and research departments.
Based on the example of a product group, the objective of
the project was to develop specific strategies and implementation options for developing products in line with the circular economy.

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Lever 2: Second life
In the second lever, we have grouped together those measures that allow us to improve material flows or to close
loops within the company. The concepts and activities of thedivisions range from reusing products and their components
to repairs and right through to remanufacturing – in eachcase with the objective of extending product and component
life cycles. Bosch can reduce negative effects – which arise,for example, during the extraction of raw materials – by closing the materials and products loop. The effectiveness of themeasures also depends on there being sufficient demand.
This places strict requirements on product development.
The individual divisions of Bosch each have their own objectives in this regard, depending on market and product-specific framework conditions. Take, for example, the Mobility
Aftermarket and Bosch Rexroth divisions, which each serve
the Remanufacturing and Repair and Remanufacturing business lines. Both divisions are focused in this respect on successively extending their activities in these segments.

Bosch eXchange
For over 50 years, the Bosch eXchange program has beenoffering customers the option to have defective vehicle
components replaced with remanufactured products atspecialist workshops.13 Many customers take advantageof this offer, making the program a significant factor in
Bosch’s automotive aftermarket product portfolio today.
Around two million components are remanufactured here
every year, thereby reducing the number of new products
needed accordingly. This saves roughly 3,100 metric tonsof material, which is the equivalent of around 8,600 metric tons of CO₂.14 At the same time, the program helps
to reduce Bosch’s dependency on the international raw
materials market.
Bosch eXchange can be supplemented by new material, if necessary, inorder to ensure a high degree of market coverage and delivery capability.

13

Savings are calculated based on the avoided purchase of steel,aluminum, and copper using 2022 consumption values (source ofCO₂e-emissions factors: ecoinvent).

14

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Lever 3: Recycled materials
The third lever of our circular economy strategy – recycledmaterials – covers all measures to close the loop by established recycling processes for materials such as steel, aluminum, and plastics. This way, we can reduce the use of primary materials and lessen our environmental impact – aswell as mitigate human rights risks associated with the extraction of raw materials. Our use of recycled materials alsomeans that we are supporting the achievement of our scope
3 target.
For this reason, two divisions have focused their activities on
the use of recycled materials. For example, the Bosch Power
Tools division has set quantitative targets for the use of recycled materials, which extend through 2025. By then, thedivision also wants to have life cycle assessments available
for each product family. Specific targets have also been set
for packaging materials. BSH Hausgeräte GmbH is aiming toincrease the proportion of recycled material used in all products and at the same time improve the recyclability of the
products.

Key factors determining how effective the measures are include whether high-quality materials are available, as wellas whether the percentage of recycled materials used can beverified, and whether they can be purchased cost-effectively(see also “Scope 3, upstream: Purchased goods and services”).
Across all our products, the average percentage of recycledsteel used is around 56 percent. At 35 percent, the proportion of recycled aluminum matches the average level in theindustry. For plastics, the percentage of recycled material
that we purchase as raw material is around 5 percent. We
intend to increase this share further in the coming years.

G 19

Key materials used
Bosch Group 2023, in 1,000 metric tons
Aluminum 233
Plastics 408

2,427
Steel 1,787

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The ways of achieving material recycling targets are as varied as the markets addressed by our divisions. The following
are some examples:
More sustainable design of measuring instruments in the
DIY sector
The Bosch Power Tools division is systematically working
toward increasing the sustainability of the product portfolio of measuring instruments in the DIY sector. Experience
gained during the development of the Quigo Green crossline laser shows how this might work. The carbon footprint
was reduced in this case by 35 percent compared with thepredecessor product across the board from the product tothe accessories through to the packaging.15
In 2023, the division converted its portfolio of measuring
instruments in the DIY sector to more eco-friendly packaging. This means, for example, that plastic bags are no longer
used. At the same time, the instruction manuals are now
made 100 percent from recycled paper.
Recovering platinum from fuel cells
Bosch’s fuel cell powertrain system has been in series
production since fall 2023. This date also heralded thestart of the Power Solutions division’s recycling plan.
Platinum group metals16 (PGM) are valuable raw materials processed in fuel cells. Circular economy models are
Comparison between Bosch Quigo Green cross-line laser (0.603.663.
C00) and a current reference appliance (0.603.663.C02); calculated basedon life cycle assessments (LCA) pursuant to ISO 14067:2013, cradle to gate
(material, transport, production).

15

16
The platinum group metals include platinum, palladium, rhodium,
ruthenium, osmium, and iridium.

particularly worthwhile for recovering these materials. For
example, platinum can be recovered at a rate of at least
95 percent from fuel cell stacks, the central element of thefuel cell system. Bosch is therefore planning to buy backstacks at the end of their operational life. This makes thestacks more economical and carbon emissions generated
during the mining of platinum can be effectively reduced.
That’s because more than 95 percent of carbon emissions
caused by platinum mining can be eliminated by recycling
platinum.
Fully automated system for discharging battery modules
As electromobility continues to gather pace, recyclingof the raw materials contained in the batteries, such aslithium, cobalt, or nickel, is increasingly coming into focus.
Bosch has developed special machinery, equipment, andsoftware for this purpose. In 2023, Bosch Rexroth supplied Battery Lifecycle Company with one of the first fully
automated systems for discharging battery modules in
Europe, which is set to go into operation in 2024 – and isthus supporting the development of a European recycling
infrastructure with projects like this. Experts predict thatby 2030, Europe will require recycling capacity for up to420,000 metric tons of battery material each year (source:
Fraunhofer ISI, 2023).

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Waste
The previously discussed instruments are also relevant forour own activities. This is especially the case with waste
management.
“Avoid, then reuse, then dispose” – that is the principle weapply at Bosch with respect to waste management. As partof its circular economy strategy, Bosch continues to work
systematically on reducing waste generation and, in particular, on recycling. A guideline applicable group-wide ensuresthat the legal requirements for the transport and disposal ofwaste are complied with locally. All production locations
have a clearly designated organizational unit responsible for
sorting, classifying, and handing over waste to disposal
companies. Ten incidents in which substances were released were reported via our incident management system
in 2023. Only a small number caused effects on the environment, though these were categorized as low.
In 2023, Bosch generated 666,028 metric tons of waste(prior year: 678,260 metric tons), a decrease of 1.8 percent.
Of the amount of waste, it was possible to recycle 86 percent. In relation to the development of sales revenue, thewaste volume decreased by around 5 percent year on year
(see also T 06).
An analysis of waste at a number of production locations,which together account for around 80 percent of our total
amount of waste, has shown that roughly 45 percent of ourwaste consists of metals, 24 percent is packaging waste, andaround 11 percent is hazardous waste. In addition, as theanalysis also revealed, there is potential to lower the volumeof hazardous waste and therefore not only reduce disposal
costs, but make an important contribution to protecting

people and the environment. In 2019, we decided to pursue
two priorities in response to these findings: reducing hazardous waste and minimizing the amount of waste going to landfills.
At Bosch, hazardous waste occurs mainly in the form of cooling lubricants, washing water, oils, and fuels. In 2023, theirvolume increased by 0.8 percent to 76,436 metric tons compared with the previous year (75,807 metric tons). Specificmeasures are being implemented at sites with relatively
large quantities of hazardous waste to reduce the amount of

T 06

Waste volume and disposal
Bosch Group 2021–2023, in 1,000 metric tons

2021

2022

Bosch Group

689.5

678.3 666.0

2023

Recycled waste

602.0

584.4 569.9

Waste for disposal

87.4

93.9

96.1

thereof hazardous waste

70.1

75.8

76.4

Material-based recycling

30.9

35.4

36.7

Thermal recycling

8.2

7.0

7.6

Other recycling

7.9

7.7

7.9

Landfill disposal

3.5

3.0

3.3

Disposal through incineration

8.2

7.9

7.5

Other disposal

11.3

14.8

13.4

Waste intensity
in metric tons/million euros of sales revenue

Bosch Group

2021

2022

2023

8.8

7.7

7.3

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waste. Use of vacuum distillation and ultrafiltration is leading to a reduction in the quantity of cooling lubricants thatneed to be disposed of, while the volume of washing water islikewise decreasing. Centrifugal treatment leads to a decrease in the quantity of oil to be disposed of.
A positive step toward further reducing hazardous waste
was made at the Bosch site in Wuxi in China in 2023. The volume of waste generated as a result of the electrochemicalmachining of injector enclosures was reduced by 30 percent
year on year thanks to improvements in centrifugal treatment. At the same time, the consumption of raw materials
was also reduced, without negatively impacting the productquality.
In order to reduce the amount of waste going to landfills, wewant to increase the recycling ratio. With this in mind, we
implemented the “Zero Waste to Landfill” campaign in 2019.

Use of substances of concern
At Bosch, substances of concern (SoC) are all substances in
production aids or products that are prohibited by law, classified as prohibited under customer agreements or pursuant
to in-house requirements, or are subject to declaration duties. We are continuously working to identify permissible
SoC in our products and processes, adopt substitutes, andreduce or altogether avoid hazardous substances in the longterm wherever possible. For example, where technically feasible, we intend to dispense with substances on the EU ’s
REACH candidate list in new developments. Our mandatoryinternal Design for Environment standard N33-6 defines therequirements for handling SoC in the product development

process. If permissible SoC are unavoidable in the production process for technical reasons, we conduct hazard assessments to ensure suitable protective measures are taken
for safe handling of such substances.
Systematic management of materials data
At present, there are more than 15,000 statutory, industryspecific, and customer-specific regulations worldwide governing materials restrictions and declaration duties, which
are continually changing and becoming more extensive.
Around 1,800 of these regulations are currently relevant for
Bosch worldwide, including the European Regulation on
Registration, Evaluation, Authorization and Restriction ofChemicals (REACH) or the Toxic Substances Control Act(TSCA) in the United States. The resulting requirements aremonitored centrally as well as at division level so that any
adjustment measures needed in response to any changes
can be initiated in a timely manner.
We have built a central IT system – MaCS (Material DataManagement for Compliance and Sustainability) – to efficiently manage materials prohibitions and restrictions, inparticular for products. The Sustainability and EHS corporate department is responsible for the technical coordination and continuous development of the IT system and processes. All substances of concern are rendered in the MaCS
system using distinct identifiers such as Chemical Abstracts
Service (CAS) numbers. This approach takes into accountthe intended use and the respective sales market as well as
information on materials restrictions or defined limits. MaCS
currently covers more than 30,000 identification attributes.
Algorithms that map the relevant materials restrictions andSustainability report 2023

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declaration regulations automate the process of matchingbills of materials and associated supplier declarations
against the pertinent requirements. To enable checks, MaCS
maps the individual components of a product in the form of abill of materials.

This information indicates the substances contained in theindividual components as well as their concentration levels.
By linking bills of materials and supplier declarations, it ispossible to make accurate statements about the substances
contained in each component.

MaCS also includes information from the supplier declarations that is made available to us via systems such as the International Material Data System (IMDS), Compliance Data
Exchange (CDX), and Bosch’s declaration format.

The nature and scope of declaration requirements Bosch
has to fulfil with regard to SoC in materials are regulated
uniformly and bindingly for all suppliers in Bosch’s standard
N 2580-1.

G 20

MaCS – Material Data Management for Compliance and Sustainability
Over 15,000 legal as well as industry- and customer-specific regulations
on materials restrictions and declaration duties worldwide
Around 1,800 regulations are currently of relevance for Bosch worldwide

Mapping of substances of concern (SoC) with CAS numbersin MaCS
Legal requirements

Industry-specificrequirements

Customerrequirements

Materials restrictions and limits
depending on intended use and sales markets

CAS number
Bills of materials andsupplier declarations,and information on
intended use andsales markets

CAS number

CAS number

CAS number

CAS number

CAS number

Automated matching
CAS number

CAS number

CAS number

CAS number

CAS number

CAS number

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Water
Conscientious use of water is a major priority for Bosch. We
especially focus on counteracting the increasing scarcity ofwater. Interdependencies arise in this case also with ouractivi­ties in the areas of climate action and the circular economy. This became apparent when developing the sustainability methodology. Energy, material, and water consumption frequently exhibit similar patterns. For example, lesswater is required to produce green electricity than to produce electricity from fossil fuels (gray electricity), due to theassociated high cooling water demand.17 This means thatwater withdrawal can also be reduced in the supply chain bysourcing materials that have been produced with green electricity. When it comes to manufacturing steel, the water
withdrawal can thus be reduced by just under 19 percent byusing renewable energy in the supply chain.18
Grubert and Sanders (2018): Water Use in the United States Energy System:
A National Assessment and Unit Process Inventory of Water Consumption andWithdrawals; Environ. Sci. Technol. 2018, 52, 11, 6695–6703.
17

18Internal calculation: Production of steel with green electricity compared withproduction of steel with gray electricity based on Grubert and Sanders (2018).

G 21

Sustainability methodology, focus on water
Measures for improving sustainability performance along the value chain

Upstream

Increased efficiency
Resources fromrenewable sources

Indirect effects of CO 2
and circular economy
strategy

Downstream

Water-efficient processes

Water-efficient products

Rainwater usage

Water treatment

Water-efficient processes

Changes in technology
Range of topics

Own operations

Scope 3, upstream:
Purchased goods
and services

Water management

Adjustment of
product portfolio

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Water targets for company locations inregions with water scarcity
We analyzed our company locations using the Water Risk
Filter provided by the World Wide Fund for Nature (WWF).
According to this analysis, 72 of our sites are located in areasof severe or severest water scarcity (see G 22).

G 22Company sites in regions with water scarcity

We have set ourselves a target of reducing absolute water
withdrawal at the 72 sites identified by 25 percent by 2025
compared with our 2017 baseline year – and in 2023, weachieved this goal. Over the past few years, water withdrawal
at the respective company locations has fallen by around25.6 percent (prior year: 24.2 percent). In 2023, company locations in regions with water scarcity accounted for around2.32 million m³ of water (prior year: 2.37 million m³) or
11.9 percent of Bosch’s total annual water withdrawal.

2 4

1
2

1

4

1 5

2

1

6
1

10

1

19
8
3
1

Total water withdrawal by the Bosch Group increased to19.5 million m3 (prior year: 19.1 million m3) in 2023. In relation
to sales revenue, this constitutes a relative decrease ofaround 2 percent year on year (also see T 08 and G 23).
Fresh water is used in many processes at Bosch, in particular for cooling purposes. In regions with strained water supplies, recycled water or rainwater is already used wherever
possible.

NumberWithdrawal
in millionsof m3

Share oftotal water
withdrawal

25

0.4

2.0%

Chile, India, Morocco, Spain, Turkey,
United Arab Emirates

9.9%

China, France, Greece, India,
Italy, Mexico, Portugal, South Africa,
Spain, Thailand, Turkey, USA

Sites with the severest
water scarcity
Sites with severe water
scarcity

47

1.9

T 07

Water withdrawal in regions with water scarcity
Sites in regions of severe or severest water scarcity
2017–2023, in millions of cubic meters

2017

2018

2019

2020

2021

2022

3.1

3.0

2.8

2.4

2.5

2.4

2025
2023 target
2.3

2.3

Affected regions

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Identifying and realizing water saving potential
To ensure that the funds for achieving water targets are usedefficiently, water coordinators in the Bosch divisions identify
local savings potential and implement suitable measures
together with those responsible at the sites concerned.
Since 2019, we have launched more than 260 projects thatenable us to save up to 700,000 m³ of water at our sites eachyear. Our efforts to systematically collect rainwater andtherefore reduce the amount of groundwater we extract andthe amount of water we withdraw from the public water supply contribute significantly to the responsible use of water asa resource. In 2023, we were able to nearly double thequanti­ty of rainwater used company-wide year on year to
140,000 m3 (prior year: 74,000 m3).

Collection systems for monsoon rains
A new rainwater collection system was put into operation in Bidadi in India in 2023, which has astorage capacity of 10,000 m3. Rainwater collection and use began with the first monsoon rains in
May 2023. Around 45,000 m3 of rainwater had been collected and used at the site by the end of2023. This covered roughly 50 percent of the total volume of water needed at the site in the period.
Rainwater is also used at the site in Naganathapura in India. Around 6,500 m3 of rainwater wastreated and used at the plant in 2023, covering roughly 19 percent of the total water demand at thesite in this period.

T 08

G 23

Water withdrawal

Water withdrawal

Bosch Group 2023 by region, in millions of cubic meters

Bosch Group 2021–2023, in millions of cubic meters

Asia Pacific(including othercountries, also in
Africa) 5.48

Bosch Group

Americas1.18

Germany
6.85

19.47
Europe(without
Germany)
5.96

2021

2022

18.81

19.13 19.47

Surface water

3.44

3.71

3.51

Groundwater

2.32

2.22

2.99

Public/private waterworks

13.00

13.16 12.94

Fresh water19

18.75

19.09 19.44

Public/private waterworks

0.05

0.04

0.03

Other sources

0.05

0.04

0.03

19
20

20

2023

< 1,000 mg/l total dissolved solids> 1,000 mg/l total dissolved solids

Water intensity
in cubic meters/million euros of sales revenue

Bosch Group

2021

2022

238.9

216.9 212.6

2023

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Wastewater
Wastewater at Bosch is mainly produced in sanitary facilities
and canteens (45 percent) and also in connection with cooling water (30 percent). Manufacturing accounts for 25 percent of the wastewater produced. Water is used here inelectroplating as well as in washing systems and machining
centers, among other areas. In 2023, Bosch’s wastewater
volume decreased to 15.46 million m3 (prior year: 16.98 million m3).
Negative impacts from wastewater are mainly caused by foreign substances or excessive temperatures. Within the strategic core topic of water, we are therefore working on further

reducing wastewater flows and continuously improving quality. In 2019 we recorded centrally where which quantities are
generated, how they are treated, and where they are discharged (see G 25). We have established standard processes
in the company for monitoring local wastewater quality requirements and standards.
At some sites, we carry out wastewater treatment in-house,using processes such as ultrafiltration to separate solids
and liquids or physical-chemical treatment methods such as
precipitation or distillation, depending on local conditions.

G 24

Wastewater

G 25

Wastewater flows and discharge routes

Bosch Group 2021–2023,
in millions of cubic meters
14.75

16.98

Sewage 65%

Cooling towers

15.46

Cooling water 30%

Untreated facility
wastewater 34%
Reuse
Water
withdrawal
19.47 million m 3

Wastewater
15.46 million m 3
Treated facility
wastewater 11%

2021

2022

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2023

Irrigation
Leaks
Effluents

Untreated processwater 3%Treated processwater 22%

Direct discharge
33%
Infiltration
2%

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In line with our principle “Invented for life,” Bosch products contribute to using water responsibly – in privatehouseholds as well as in industrial environments.
Automatic detergent dosing
Bosch technology helps households to use water sparingly.
For example, Bosch washing machines with i-DOS can
avoid unnecessary rinsing cycles due to manual over-dosing by automatically dosing detergent.21 Bosch dishwashers
likewise help to reduce water consumption. They allow ahousehold to save up to 15,700 liters of water annuallycompared with washing dishes by hand.22
21
Manual over-dosing of liquid detergent is on average 38 percent inGermany (see A. Kruschwitz et al., Consumer Laundry Practices inGermany, International Journal of Consumer Studies 38 (2014), frompage 265).

Savings from use of a Bosch dishwasher with water consumption of
9.5 liters/rinsing cycle in the Eco 50°C program (e.g. SMD8TC00D)
compared with washing dishes manually. Water consumption for thecorresponding amount of dishes in Germany when washed manually isestimated at 65.7 liters (see P. Berkholz, Laboratory Investigation of Manual
Dishwashing Habits and its Resource Consumptions: A Study of Consumer
Panels in Seven Regions, 2016, pages 5, 48). Calculation of annual saving
based on an assumed number of 280 rinsing cycles per year.

22

Environmentally friendly water treatment
On an industrial scale also, Bosch products contribute to
the sustainable use of water. A new business field will beestablished in 2024 to develop and market water treatment systems to provide electrolyzers all over the world
with high-purity water for the production of hydrogen.
Green hydrogen production can be found where the windblows strongly or the sun mostly shines – for example in
Africa, South America, or Northern Europe. The challenges
are especially demanding offshore or in the desert, wherewater treatment is made more difficult owing to salty water,
extreme water hardness, and significant distances to thetechnical facilities. In this harsh environment, the Boschsystems use thermal and electrochemical processes toextract minerals from the water in order to produce highpurity water. As a result, operators can dispense completely with the use of chemicals thanks to the absence of filter
media used in the treatment process.

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SocialEnvironment

SocialGovernance

Annex

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SocialAs a globally operating company, Bosch takes its social responsibility seriously.
We respect human rights and actively demand this in our global supply chainsas well. At the same time, we are focused on strengthening diversity, equity,and inclusion as well as on ensuring a safe working environment.

Bosch as an employer
Bosch is transitioning from a manufacturer of technology
hardware to a provider of connected hardware, software,and services. To actively shape this transformation, we are
purposefully developing our corporate culture on an ongoingbasis and are empowering our associates to acquire newcompetencies. At the same time, we are creating the conditions to win new talent for innovative, high-growth areas.

Regulations and organization
In the Basic principles of social responsibility at Bosch,which have been made publicly available, the board of management of Robert Bosch GmbH and the employee representatives undertake, among other things, to comply withhuman rights, equal opportunities, fair working conditions,and global standards in occupational health and safety. The
eleven principles are based on the core labor standards ofthe International Labour Organization (ILO). Our associates

are familiar with the basic principles and are required to report violations. The same applies to violations of our Codesof Conduct, such as the Code of Business Conduct (see the“Governance | Compliance” section).
The HR corporate sector is responsible for defining the content-related parameters for HR management in the countries
where Bosch operates, with the respective regional HR management reporting to central HR management.

Employment at Bosch
Bosch employs more than 429,400 people worldwide. To enable flexible staffing, around 9 percent of the workforce havetime-limited employment contracts. As a rule, they have thesame training opportunities as associates with permanentcontracts.

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In addition, the company employs roughly 12,500 subcontracted workers. Bosch uses subcontracted workers when
there is a need for personnel that cannot otherwise be met.
There is no restriction on the use of subcontracted workers,
for instance, in direct functions such as manufacturing andlogistics. Whenever the company draws on subcontracted
workers, Bosch gives due regard to compliance with legal
frameworks, such as the German Temporary Employment
Act (Arbeitnehmerüberlassungsgesetz) and any collective
bargaining agreements. When there are vacant positions tofill within the company, we give preference to candidates
with time-limited employment contracts or subcontracted
workers – in accordance with the applicable legal requirements and provided they are equally suited.
In an increasingly competitive labor market, it is vital that we
attract the best talent and make sure they remain enthusiastic about Bosch in the long term. We offer career-entry opportunities at Bosch for high school graduates (internships,
vocational training, and dual study programs) and students(internships, student traineeships, final theses, and talent
programs). Bosch also offers graduates and experienced
professionals access to diverse fields of work.

G 26

Our personnel recruitment activities are guided by Bosch’sgroup strategy, the requirements of the specialist departments, and the expectations of the target groups. We use avariety of formats to reach out to potential applicants. Depending on the target group, these range from online careerchannels to national and international career fairs, throughto social network events.
We benchmark our turnover rate against the respective market average as an indicator of how attractive we are as an
employer. As a result, we are able to make any adjustments
necessary at an early stage, for example in our employment
conditions. Our objective is to always keep voluntary turnover at Bosch below the average for each respective country.
The fact that our associates rarely terminate their employment relationship speaks for itself. However, there are regional differences (see G 27).

G 27

TurnoverBosch Group 2023, selected countries, in %
10.7

5.7

9.8

9.5

5.3

1.5

8.5

5.2

Bosch Group

Germany

India

China

Associates
Bosch Group by region, as of December 31, 2023

Asia Pacific(including othercountries, also in
Africa) 121,129
Americas53,587429,416Europe(without Germany)
120,512

Germany
134,188

Total turnover
Voluntary turnover

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HR work in the transformation
The automotive industry is going through fundamental disruption that also presents considerable challenges for
Bosch. The following comparison illustrates the implicationsof technological change in the context of more sustainablemobility: If it takes ten associates to manufacture a diesel
injection system, only three are needed to manufacture agasoline injection system, and only one for an electric drive.
Economic trends also leave Bosch with no choice but to adjust its workforce.
Our objective is to make this transition in a manner that is associally acceptable as possible. This commitment is enshrined in collective bargaining agreements with employee
representatives, for example, and in a combined works
agreement governing how crisis situations are dealt with. As
a responsible employer, we want to cooperate with the employee representatives in the interest of our associates tofind constructive solutions to save jobs.
As the various business units and locations are affected indifferent ways by current developments, we create targeted
solutions. One example is the dedicated platforms that havebeen specifically set up for Bosch to refer associates internally (potentially after training) or externally to other employers. Beyond that, we prioritize adjustments based onnatural turnover, early retirement, and voluntary redundancy
on the basis of severance pay.

Aiming to keep as many people – and their skills and expertise – on board as possible, we also offer the opportunity to
reduce weekly working hours. We also create the basis foroffering our associates part-time work arrangements.
In 2023, several programs were initiated or continued withthe aim of transforming company locations, both in direct
and indirect units. For example, the agreements made in2020 with works councils at the Bamberg, Feuerbach, Homburg, and Nuremberg sites remain in effect, with redundancies ruled out for the duration of the agreements. In allcases, participation by associates in these programs is voluntary.

G 28

New hires
Bosch Group by region, in %, as of December 31, 2023

Asia Pacific(including othercountries, alsoin Africa) 26.7

Europe(without Germany)
31.5

Americas28.3

Germany
13.5

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In 2023, collaboration with the employee representatives in
the Mobility business sector was placed on a new footing inGermany with the conclusion of a new works agreement for
the future. In particular, this involved detailed agreements togive practical shape to participation by the employee representatives and individual committees in the transformationof the business sector. In addition, a supporting collective
bargaining agreement provides for implementation of target
vision processes at the Mobility locations in Germany thatare bound by collective bargaining agreements. Social partnership at Bosch will be further intensified by the agreements made – after all, industrial transformation in the mobility sector can only succeed with the cooperation of allpartners.
Collaboration with employee representatives
Bosch has a tradition of maintaining open and constructive
dialogue with employee representatives. We are convincedthat it is only with their cooperation that we can implement
the change processes needed to secure our competitiveness. We therefore continuously seek to consult and involvethe employee representatives in the process at the earliest
possibility. As part of a transparent and open informationand communication policy, briefings are provided in a timely
manner and with due regard to the relevant facts and national regulations.
The framework for cooperation with employee representatives as well as the corresponding agreements are definedby internal company policies. Among other matters, they lay
down regulations in accordance with ILO conventions 87 and98, which guarantee workers’ freedom of association andthe right to collective bargaining. They also provide for theappointment by the company of a negotiating partner for existing employee representatives. The person appointed
must have wide-ranging powers of representation for theunit concerned, is appointed through a formal process, andis responsible for collaborating with the relevant employee
representative body.
Particularly the colleagues responsible in the regions engage locally with employee representatives and the relevantorganizations. In this process, we relentlessly strive to improve conditions in the respective countries. Any restrictions
on the rights of employee representatives are identified inparticular in cooperation with the combined works council
and the European and international employee representatives. If there are obstacles at local level to implementing ourstandards, the HR corporate department deals with the issue and works toward finding a solution that achieves thegreatest possible consensus according to our principles.
An established process is in place for handling complaints
by the international network of employee representatives.
Individual cases are handed over, for example, by the chair of
the European works council of the Bosch Group to the responsible corporate office, the board of management, or thesupervisory board.
Collective bargaining agreements
Practically all Bosch sites in Germany have a works council
and the associates are subject to works agreements. Only afew small units are the exception to the rule. Collective bargaining agreements are in effect for practically all units at
Bosch in Germany, covering approximately 120,000 associates, or roughly 80 percent of the workforce.

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On account of the general validity of original national or combined works agreements, even for locations without a works
council, all associates of the Bosch Group in Germany arealso covered by collective agreements. The only exception tothis rule are senior executives.
Bosch has also concluded collective bargaining agreements
in numerous countries outside Germany, both within the EU
and elsewhere, including Turkey, Malaysia, Serbia, Japan,
and India. European works councils provide institutionalized
cross-border employee representation in Europe. In accordance with the respective national regulations, there are local employee representatives in many other countries, suchas China and India, for example.
Regular surveys of associates
If Bosch’s transformation process is to be mastered successfully, it is essential that the corporate culture also evolves.
We are convinced that clear and purpose-driven feedback
from associates is the key to lasting improvement. Our impact: feedback landscape gives associates the opportunity
to express their opinions and initiate change (see G 29).

Results of the Executive Pulse Check and Bosch Pulse
Check
Once a year, Bosch surveys its executives on current strategic topics in the context of the Executive Pulse Check. The
survey results are elaborated together with recommended
actions for the board of management. They are also sharedwith all participating executives and are used as a basis for
dialogue between executives and associates.
In the Executive Pulse Check in October 2023, the main topics included the current business situation, strategic issues
shaping the future, as well as collaboration and corporate
culture. The survey revealed high approval ratings once
more, with a total of 97 percent of executives supporting
Bosch’s profitable growth strategy and 91 percent reportingthat they felt well-informed about the business situation. In

G 29

Elements of the “impact:” feedback landscape
impact:leadership

Bosch extended the feedback landscape in fall 2023 and put
the spotlight on the well-being of its associates when it included the new “wellbeing” element in the survey and concluded a corresponding combined works agreement. The intention is to ensure the health and performance of associates
and therefore secure the long-term success of the company.

impact:experience
Our feedback on
our experience as a
Bosch associate in key
moments of our career

Our feedback onleadership within theteam

impact:wellbeing
Our feedback on ourwell-being

impact:strategy
Our feedback on
strategy, culture, andtransformation

impact:team
Our feedback on
collaboration within
the team and teamdevelopment

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addition, 85 percent of participants are of the opinion thatgroup-wide carbon neutrality and corresponding sustainability activities will prove a competitive advantage for
Bosch.

the adjustment of remuneration systems to local conditions
in response to the increasing volatility of markets. As a consequence, within the framework of the defined basic principles, differences can arise in the remuneration systems ofindividual operating units, regions, countries, and locations.

The Bosch Pulse Check, which is also part of the
impact:strategy element, is a representative survey of abouta fifth of the workforce that was carried out in late 2022.
Twelve questions relating to leadership, collaboration, prospects, and general well-being were formulated to capture
the mood among associates – especially in light of the current global crises. The survey revealed encouragingly highapproval ratings on the topics of satisfaction, meaningful
work, collaboration, work-life balance, opportunities forlearning, and management support. The picture concerning
personal outlook was somewhat more bleak, reflecting theuncertainties in the economy as a whole.

If the requirements and tasks are comparable, Bosch makes
no distinction in the remuneration of male and female associates. Individual remuneration arrangements comprise
fixed and variable components and typically reflect the requirements of the given job. Performance-related or marketspecific aspects are additionally taken into account for somegroups of associates. In the case of groups of associates
subject to rules comparable with collective bargaining
agreements, remuneration models are adapted to local andregional regulations. All statutory minimum wage regulations in individual countries are complied with in full.

The next Bosch Pulse Check is planned for April 2024 andwill be a full survey that is focused more strongly on externalbenchmarks.

Worldwide standards also apply to management remuneration at Bosch. Individual bonuses were replaced by a collective profit participation model for management back in 2016.

Remuneration and social benefits

Basic principles for company pension promises andother social benefits
Bosch makes commitments to its associates worldwide in
relation to occupational benefits, such as company pension
schemes. The basic principles for granting, arranging, andfinancing these pension benefit promises are laid down ininternal company regulations. Pension benefit promises are
structured consistently for all income groups within a company or for all companies in a country. In addition, we offer
our associates other social benefits, such as a company
healthcare scheme (see also the “Occupational health andsafety” section).

Bosch sees itself as a hands-on social partner that actively
helps shape agreements, sets attractive framework conditions, and offers its associates pay that reflects performanceand market conditions.
Basic principles of the remuneration system
Bosch has established principles applicable worldwide governing fair pay in line with market conditions. The basic principles of the remuneration system are defined in internal
company regulations. We want to ensure an attractive remuneration level in line with market conditions for all associates and strengthen our competitive position, while enabling

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Work-life balance
Bosch supports its associates in striking a balance between
their individual career goals, personal lifestyle, and private
goals. With this in mind, we are working on further flexibilization of working hours and locations in compliance with legal
requirements.
Our guidelines for a flexible and family-friendly working culture cover, among other aspects, a fast return to work after aperiod of leave, job sharing, or part-time leadership. These
guidelines have meanwhile been introduced in many countries or adapted to country-specific requirements. Various
working time models have also been introduced in this context (especially mobile working and part-time models), forexample in China, India, Mexico, and the United States.
Flexible working conditions
Bosch wants to empower its associates to structure theirworking time individually while addressing business requirements in the best possible way. Accordingly, many different
working time models are used in the Bosch Group across all
hierarchy levels, including part-time work or job sharing.
Mobile working is now standard practice at Bosch. Associates in all countries can and should benefit from the increased flexibility, assuming their particular role permits
this. Associates can decide where to do their work upon arrangement with their team and as long as the place of work issuitable for the task.

Other agreements and benefits
We help our associates strike a work-life balance by creatinga work environment that is as flexible as possible. Furthermore, we offer childcare at specific locations as well as theoption to take parental leave or leave of absence to care forfamily members. In addition, they can take sabbaticals, special leave, or paid leave in special circumstances. In principle, the aforementioned offers are also available to associates with time-limited employment contracts.

T 09

Part-time associates
Bosch Group, by region and by gender, as ofDecember 31, 2023

2023
Bosch Group

25,875

By region
Europe (without Germany)

5,686

Germany

18,905

Americas626

Asia-Pacific (incl. other countries, alsoin Africa)

658

By gender
Female14,842

Male

11,033

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Diversity, equity, and inclusion
At Bosch we value the uniqueness of each individual andconsider diversity to be critical for our business success.
Each and every individual in the company should feel welcome, respected, and appreciated, regardless of factors
such as gender, origin, age, personal background, or individual life path.
We are convinced that teams with a range of vantage points,
educational and cultural backgrounds, as well as personalqualities, often produce better results and that mutual appreciation of each team member is beneficial for the work
climate. That is why diversity, equity, and inclusion are firmly
anchored in our mission statement “We are Bosch” as one ofour values and fostered and encouraged as part of our corporate strategy under the motto “Diversity is our advantage.”
Bosch became a signatory to the Diversity Charter as earlyas 2007. Our Code of Business Conduct, too, underscoresthat Bosch respects and protects the personal dignity ofeach individual, tolerates neither discrimination nor harassment, and promotes diversity, equity, and inclusion.
Dimensions of diversity
In order to do justice to the different dimensions of diversity,
we are actively involved in various topic areas.

On account of legal requirements in Germany, targets apply
for the proportion of women on the supervisory board, on
the board of management, and in the first two managementtiers below the board of management at Robert BoschGmbH and the co-determined subsidiaries based in Germany. For further details, see the 2023 annual report (page42 et seq.).
We offer comprehensive seminar and mentoring programs
for women who hold or would like to hold specialist, project,and executive positions. They can also exchange views andideas in networks like women@bosch and the heratec network of female engineers and gain inspiration for their everyday professional lives.

G 30

Proportion of womenBosch Group 2021–2023, in %28.3

28.8 Bosch Group

20.0 Management
18.4

Gender
We want to further increase the proportion of women in our
total workforce, which is currently 28.8 percent (prior year:
28.8 percent). We also want to further increase the proportion of women in leadership positions, which – across all
management levels – is currently at 20.0 percent (prior year:
19.2 percent). The aim is that by 2030 at least one in four
leadership positions at Bosch worldwide is held by a woman.

28.8

19.2
16.7

▶

12.5

2021

2022

16.7 Board ofmanagement ofRobert Bosch
GmbH

2023

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▶ Generations
We create a work environment that fosters successful, crossgenerational collaboration adapted to the different life
stages. In this way, we want to seize the opportunities thatthe combination of diverse experiences, competencies, andperspectives of the different age groups can provide. We create the conditions for this through our lifelong learning concepts, occupational health management system, and systematic sharing of experience and know-how through the
BestAger@Bosch associate network.
▶ Cultural diversity
People from around 150 nations work together for Bosch.
This diversity allows us to successfully cooperate with ourcustomers, partners, and suppliers worldwide. Interculturalcompetencies are demanded every day. We therefore reinforce international collaboration and use our cultural diversity to further advance Bosch as a company. Our associatesshow their commitment too through their involvement in numerous networks around the world, such as Afric@Bosch,
Asians@Bosch, Hispanics@Bosch, For Bosch abroad, andthe Turkish Forum.
▶ People with restricted abilities
We increase our innovative strength by focusing on our associates’ individual potential – not on their limitations. We
therefore create an inclusive work environment that considers and appreciates individual needs and skills, in the realization that inclusion can only succeed if prejudices and reservations are overcome and the issue is addressed
continually. We are actively committed to inclusion in internal (e.g. BeAdept@Bosch) and external networks and acknowledge our social responsibility in this area.

At 5.5 percent, the proportion of people with severe disabilities in the Bosch Group in Germany in 2023 remained at alevel comparable to previous years (prior year: 5.6 percent).
▶ LGBT*IQ
At Bosch, all associates are valued – irrespective of theirsexual orientation or gender identity. Our b:proud associate
network helps create an open corporate culture. In 2017, it
launched the LGBT *IQ Ally initiative. Allies are associatesfrom all business sectors whose role is to openly addresspossible incidents of bias or discrimination to help shape thetransition to an open work culture.

G 31

Total workforce by age group
Bosch Group by region, in %, as of December 31, 2023
28.2

20.6

8.0

55.6

53.5

65.8
Over 50s
Aged 30–50
Under 30s

16.2

25.9

EuropeAmericas26.3

Asia Pacific (including othercountries, also in Africa)

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Goal management and implementation
Back in 2011, Bosch established a central project team topromote diversity within the company and embed the related commitment within the organization. Project management reports directly to the member of the board of management with responsibility for human resources and social
welfare.
The project team contributes to Bosch becoming more diverse, equitable, and inclusive. To achieve this, the team sets
the framework by providing a global strategy and launches
relevant initiatives. Throughout the group, the team members advise, support, and network people and initiatives andare also actively engaged outside of the company (see www.
bosch.com/diversity).
The project team cooperates closely with the Booster Board,which includes colleagues representing different countries,
organizations, and hierarchy levels. It serves as a sparring
partner for the project team and as a multiplier. More than
140 coordinators worldwide as well as the numerous members of internal company networks also support the project
team in embedding topics of diversity, equity, and inclusion
within the organization and making them visible.

Bosch Diversity Days
Bosch organizes Diversity Days each year in order to raise awareness ofdiversity, equity, and inclusion throughout the company and to demonstrate the strength the company and its associates can derive from these
topics. More than 190 online and in-person events took place worldwide
in 2023 with the motto “Let’s celebrate our uniqueness.” Not only did
this create a shared sense of belonging across all career stages andborders, it also raised awareness of the perceived realities of marginalized groups in the company, while also encouraging associates to actively
promote cohesion within the company.

Qualification and training
New business models, new technologies, or the challengesof demographic change – all of this requires the systematictransformation of our company. Our associates are called
upon in this regard to continually acquire new competencies
and skills and to adapt their qualifications and training tocurrent and future requirements.
As a “learning company,” Bosch supports this ongoing process with forward-thinking, motivational, and easily accessible learning programs that allow associates to quickly andflexibly acquire the necessary knowledge. We strengthen
the employability of our associates in this way, help shield
Bosch from the shortage of available skilled labor, and secure the company’s competitive position into the future.

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Associate development
Competence management at Bosch is a systematic process
for identifying professional and methodological competences and helping associates to develop. In this way, wewant to ensure that the required competencies, in otherwords the attributes, skills, and behavior, which are key tosuccessfully dealing with current and future tasks, are available in the right place at the right time. Our competencemodel sets the framework for recruitment, feedback talks,assessment of potential, and support programs. It comprises four competence areas: entrepreneurial competence,leadership competence, interpersonal competence, andprofessional competence.
The competence model is applied in different formats that
support our associates in their personal development:▶ Goal and performance dialogue
As part of the annual goal and performance dialogue, executives and associates look back over what was achieved in thepast year, and jointly discuss targets for the year ahead.
Around 262,300 such dialogues were held in 2023.
▶ Individual development dialogue
To better reflect the requirements of agile working, in 2021
the individual development dialogue was introduced in units
that apply agile methods. In this format, associates talk to aperson of their choice about their personal development. It
can replace the goal and performance dialogue in theseunits.

▶ Career and development dialogue
The career and development dialogue takes place between
associates and their line manager, the next higher executive,
and their HR business partner. It deals with the associate’s
medium- to long-term development goals and sets out thecourse for their achievement. Around 3,600 development
talks were held in 2023.
▶ Talent and associate review
Once a year, executives, experts, and HR business partners
discuss the potential of their associates in order to identify
and advance talent at an early stage.
▶ Talent pool
Talent pool members take part in training programs to prepare for the requirements of the next-higher level and havethe opportunity to network across sectors. In 2023, the talent pool included roughly 9,000 associates, the largest number yet since the platform was established.

Lifelong learning strategy
Based on the underlying principles of the “learning company,” a project was initiated in 2023 to prepare our associates for the digital transformation and to establish a global
learning, leadership, and collaboration culture that enables
self-determined, lifelong learning. The project focuses on
the following topics:▶ Digital learning
We invest in digital learning platforms and harness the possibilities of artificial intelligence to constantly offer our associates suitable learning opportunities. This allows them toacquire new knowledge faster than before at a time andplace that suits them and at their own pace.

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Online learning platforms (e-universities) meanwhile offer
our associates access to a variety of learning content and themeans to obtain knowledge from external science and business experts in a self-managed and flexible format. Since
the corresponding licenses were introduced in 2019, around52,800 have been used by associates.

These training measures are based on target group-specificcurricula set for associates with standardized profiles. At
present, there are around 3,500 (prior year: 3,500) target
group-specific curricula, while roughly 174,400 (prior year:
156,000) associates use at least one such learning curriculum for their training.

▶ Self-managed learning and mutual learning
There are a variety of learning formats, some informal or selfmanaged by associates, in which participants can share theirknowledge in a network. The Bosch Club was established inthis context in 2022 and provides an internal learning platform for informal learning that leverages the expert knowledge available at Bosch anywhere and anytime. Around
73,100 associates worldwide shared their knowledge in thisway in 2023 in more than 1,800 online events. In addition, theBosch Club also serves as a platform for the “Days of Learning” event that takes place each year in various business sectors, offering a wealth of additional learning opportunities.

All training measures are systematically evaluated. The associate feedback is made available to the providers andtaken into account in revisions. In addition, the Learning
Management System permits effectiveness audits in accordance with ISO for all formal training measures. Target
group-specific curricula aligned to the competencies required by specific groups of associates are revised each year
by so-called subject owners and adapted accordingly as requirements change.

In 2023, Bosch invested 277 million euros (prior year: 280
million euros) in training for its workforce. Our associates
attended a total of 827,968 training days in 2023 in the formof seminars and webinars (prior year: 821,778 training days).

Training activities

G 32

Bosch Group 2021–2023

821,778

827,968 Training days

599,046

280

277

203
2021

2022

2023

Expenditure on
training [millionsof euros]

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65
Adapting individual training
To keep pace with the transformation in the automotive
industry, Bosch provides targeted training for associates
through its “Mission to Move” program in preparation
for new positions in the areas of electrification, software
qualification, and big data. Since 2018, we have raised thequalification level of more than 1,760 associates with thisprogram. We proactively support the digital transformation
as well through various initiatives, such as “LernWerk,”“Digital Talent Academy,” and “Wissensfabrik,” and enablevarious target groups in manufacturing and occupational
training to acquire the corresponding skills.

G 33

Average training days
Bosch Group 2021–2023, without BSH Hausgeräte GmbH

3.43

3.61 Associates with leadership
responsibility
2.83 Associates withoutleadership responsibility

2.30
2.00
1.23

2021

2022

2023

Measures to protect and promote associates’ health andprovide a safe working environment at all times are a top priority for Bosch.
Occupational safety
Company-wide regulations define the principles, organization, and responsibilities for occupational safety in the
Bosch Group. Occupational safety and environmental protection policy is framed in the Guidelines of Work Safety andEnvironmental Protection.
The Sustainability and EHS corporate department manages
occupational health and safety at Bosch using a group-wide
process. The heads of the organizational units and company
locations are responsible for compliance with the centrally
defined requirements and goals. Designated EHS officers
support them in this task. Current progress toward goal
achievement is reported regularly to all executives as well as
the board of management of Robert Bosch GmbH, also onan ad hoc basis in the event of particularly serious incidents.
As of the end of 2023, 237 out of the 247 relevant production
and development locations23 had already implemented an
occupational health and safety management system according to ISO 45001, of which 95 percent had been certified (seeT 10). As a result, 99 percent of the workforce currently workat production and development locations that have an implemented occupational health and safety management system. Our approach remains to use certified occupational
health and safety management systems at all relevant locations.

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By 2025, we aim to lower the number of work-related accidents at Bosch to 1.45 accidents per 1 million hours worked.
In the year under review, the accident rate was 1.49 accidents
per 1 million hours worked (prior year: 1.62). Regrettably,
two fatal accidents occurred in 2023 in which associates ofexternal companies lost their lives.
Every year, we identify and assess potential occupationalsafety risks and classify them by priority. For this purpose,
we refer to accidents reported in the Incident Management
System and use findings from internal audits under ISO
45001 or the audits of the internal audit department. On thisbasis, we develop specific risk mitigation programs and define the focal points for subsequent audits. We carry out an
in-depth analysis of any occupational accidents causing atleast one day of downtime, irrespective of whether Bosch
associates or third-party staff are involved. In the event ofserious accidents, special analysis methods are used to perform a detailed investigation of the root causes and to derive
specific measures.

Based on internal regulations, workplace or activity-related
hazard assessments are also carried out regularly. These areused as a basis for determining any preventive and protective
measures needed, and our associates are instructed accordingly.
Clearly defined regulations governing responsibilities andprocesses apply to occupational safety also when we use
external companies at our sites. These apply right from theoutset when we select a service provider. In this regard, we
have set down key EHS requirements for suppliers in our
Terms and Conditions of Purchase. Our service providers
also agree to name a person in charge of ensuring compliance with the supervision and control duty. As part of internal audits, we check whether the requirements and definedprotective measures are being complied with. In the event of
discrepancies, appropriate remedial action must be taken
before proceeding with the work.

G 34

T 10

Occupational health and safety management
systems (OHSMS)

Work-related accidents
Bosch Group 2021–2023

Bosch Group 2023

Production and development locations

247

OHSMS implemented according to ISO 45001

237

OHSMS certified according to ISO 45001

225

23

The following applies to information on the occupational healthand safety management systems: production locations anddevelopment locations (with material responsibility) with morethan 50 associates and that have been included in the scope of
consolidation for more than three years.

1,123

1,153

1.62

1.62

2021

2022

1,073 Work-related accidents

23

1.49 Work-related accidents[per 1 million hours
worked]2023

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Training and awareness-raising
It is our conviction that occupational safety begins with eachindividual’s awareness of deficits and their behavior. This iswhere we see the greatest potential for improvement, which
is why we are focusing on measures to raise the awareness of
associates for occupational health and safety matters. To dothis, we organize campaigns with a different focus each year
in addition to our EHS competence management and regular
instructions and training. As in the past few years, in 2023 weagain focused on the early detection of dangerous situations
and hazards (hazard recognition).
We also established a working group in 2023 to focus on accidents involving associates in customer support. This groupdevelops measures aimed at preventing accidents that occur
during activities at the customer’s premises. In the coming
year, we intend to focus additionally on accident prevention
at external companies.
Prevention and health promotion
Each individual’s health is of vital importance both for our
associates’ motivation and satisfaction and thus for Bosch asa responsible employer. As a person’s health depends on
many factors, associates and the company work together toensure a comprehensive approach to occupational health.
We have integrated occupational health additionally in our
fundamental principles of work and made them a fixed element of our corporate culture.

Bosch in Hemaraj: six years accident-free
Production at the Bosch plant in Hemaraj in Thailand has maintained a perfectrecord for six years without a single work-related accident resulting in a day’sabsence. A variety of measures have contributed to this exemplary run of success.
The weekly “Safety Walks” are one example of this. These involve cross-functional
and interdisciplinary inspection rounds of the plant to identify accident risks suchas tripping hazards. What is special about these “Safety Walks” is that a different
department head is responsible for each one. Occupational safety is therefore not
only a matter for EHS officers, but is the responsibility of a number of associates
at the site.
In addition, campaigns are organized with a different focus each month to raiseawareness of the different aspects of occupational safety among associates. The
workforce gets involved in the activities through surveys or a quiz where there aresmall prizes to be won.

Occupational health management at Bosch covers a broad
range of topics under the title “befit.” These range from preventive medical care and physical and mental fitness to mental health and right through to tips on a healthy diet andworkplace layout. An important role is also played by ourreintegration management, leadership, training, and competence development in relation to individuals’ health, as wellas the integration of people with reduced capacity to workand severe disabilities. In Germany and other countries,
medical care is provided in the workplace by an internal network of occupational health services with the support of external providers. In addition, many company locations havespecialists on workplace layout, in-house social services,and health management to answer health-related questions.

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As part of our integrated approach to health management,
strategic guidelines were published to better meet the needs
and tackle the challenges in the individual regions and company locations. The goal is for all health experts to work together as part of a network and to establish a central point ofcontact for health issues at the company locations.
Occupational health measures and projects at the individualcompany locations are tailored to their size and respective
needs. As the challenges differ from one country to the next,
we manage the activities locally – for example in Brazil,
China, India, Great Britain, or Romania. Regular online network meetings enable the leveraging of synergies between
locations and also across borders in order to offer associates the broadest and most attractive range of services possible. In countries without full medical coverage, associates
at many Bosch sites have the option of visiting clinics locateddirectly on-site.

World Mental Health Week – focus on mental health
The first worldwide Mental Health Week took place at Bosch in October
2023, with the aim of counteracting prejudices associated with mental
disorders and highlighting the importance of mental health. More than
80 online events were held, attracting in excess of 22,000 participantsaround the globe. A large number of associates also took advantage of theopportunity to participate in one of the many in-person events that took
place at Bosch sites in more than 20 countries.
OncoCure – cancer support
Bosch works in collaboration with the Robert Bosch hospital in Stuttgart
in the framework of the OncoCure program to offer associates diagnosed
with cancer the possibility of getting a second, independent opinion from
specialists at the Robert Bosch Center for Tumor Diseases (RBCT) and, if
appropriate, a genetic diagnosis. Associates in Germany, Spain, Austria,
and Switzerland can currently avail of the new offer.

BSH Hausgeräte GmbH operates its own occupational healthmanagement globally with “Health@BSH,” which is based
very closely on “befit” in terms of its approach.

Occupational health focal points
In order to reduce the number of absentees due to sickness,
occupational health management at Bosch sets specific priorities based on the experience of the medical service andsafety engineers as well as the health report issued by the
Bosch company health insurance fund. Insights from occupational reintegration management and hazard assessments

are also considered. As a result, medical conditions affecting the musculoskeletal and respiratory systems as well as
mental illnesses were identified as focus areas. Findings
from the impact:wellbeing surveys can also serve in the future as a further basis for health-related action planning.
So-called health working groups are responsible for implementation at the individual company locations.

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Complying with due diligence obligations
relating to human rights and the environment
Because protecting the environment and the climate is inextricably linked with exercising human rights and ensuring
sustainable living conditions, we at Bosch understand respect for human rights to mean compliance with our due
diligence obligations to protect people and the environment
in line with social and environmental standards. This is because as an industrial company with production locations
and supply relationships in many countries and regions, we
influence the situation of people and the environment in avariety of different ways.
Bosch has supply relationships in around 60 countries. Froma total of around 35,500 suppliers worldwide, the BoschGroup procured materials and services worth 50.9 billion
euros in 2023 (prior year: 50.4 billion euros). A large proportion of the resources used in our supply chain are purchased
components – mostly semi-finished products or finishedcomponents. We only procure a small proportion directly as
raw material.
As a globally operating company, we recognize our corporate
responsibility to respect human rights. We contribute to improving human rights conditions worldwide by implementing due diligence obligations concerning human rights in ouroperational processes. At the same time, we actively demand respect for human rights in our global supply chains aswell and take appropriate remedial action in the case of violations.

Our business activity is aligned to the United Nations Guiding Principles on Business and Human Rights and we comply
with the requirements of the National Action Plan for Business and Human Rights applicable in Germany. We implement the requirements of the German Act on Corporate Due
Diligence Obligations in Supply Chains (Lieferkettensorgfaltspflichtengesetz, LkSG).
We likewise expect our business partners to commit to respect human rights, to establish appropriate due diligenceprocesses, and to oblige their own suppliers and other third
parties to comply with corresponding principles to the bestof their ability.

Risk management for implementing
corporate due diligence obligations
The Bosch Group has established a risk management system for the implementation of corporate due diligence obligations in accordance with the German Act on Corporate
Due Diligence Obligations in Supply Chains to ensure compliance with human rights and environment-related due diligence obligations. The system is directed both at the actionsof the Bosch Group in its own operations and the activities ofour suppliers, and is described clearly and bindingly in internal company regulations.

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Responsibilities
The basic principles of the Bosch Group’s risk management
system are laid down in an overarching set of rules that was
adopted by the board of management of Robert BoschGmbH in 2022. Implementation of the requirements is audited regularly. With its own governance system, BSH Hausgeräte GmbH plays an independent role within the BoschGroup. It has accordingly drawn up its own set of rules for
implementing corporate due diligence obligations. In termsof broad guidelines, however, the risk management systemdefined therein corresponds to the risk management systemdescribed below, which otherwise applies to the BoschGroup.

The organizational units concerned implement the requirements of the corporate departments, develop preventive
measures, and establish remedial measures in the eventthat a breach of human rights or environment-related obligations is sufficiently probable or has already occurred.

The internal implementation of corporate due diligence obligations is the responsibility of the competent corporate departments of Robert Bosch GmbH and the organizational
units concerned in each case. The requirements for fulfillingthe due diligence obligations are prescribed centrally andthe organizational units concerned implement these requirements in their processes.

The responsible corporate departments report proactively
to the committee on the risk situation and the resulting measures in their respective functional area. In addition, theyreport on a regular and, if required, ad hoc basis to the human rights officer on the status of the management system,
the risks identified, and the measures taken.

The responsible corporate departments enhance their own
management systems, if necessary, within the scope of theobligations placed on them. This includes defining implementation and control requirements, monitoring the controls, performing annual or event-driven risk analyses, conducting training, and supporting the organizational units indeveloping preventive and remedial measures. If necessary,the corresponding regulations also have to be enhanced.

The human rights committee convenes twice a year under
the chair of the human rights officer. It is made up of theheads of the responsible corporate departments and othercorporate departments with an advisory role (compliance,risk management, legal affairs, communication). The committee evaluates the effectiveness of the risk management
system and contributes to its further development.

Overarching responsibility for the risk management system
was transferred to the member of the board of managementof Robert Bosch GmbH responsible for sustainability. The
relevant information for exercising this role is made available
to the board member, in particular, by the human rights committee as well as by the human rights officer, who reports
directly to the board member. The board member attends
the committee’s meetings regularly. Moreover, the individual
members of the human rights committee each have direct

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reporting lines to the board of management. All complianceofficers are furthermore obligated under the Bosch Group’s
compliance management systems to inform the board ofmanagement once a year concerning the implementation of
the due diligence obligations in their own functional area.
Exchange with stakeholders and right holders
Bosch engages in regular exchanges with German and international employee representatives, takes part in joint initiatives with NGOs (e.g. Sector Dialogue Automotive Industry),
and actively participates in public events. The company’s
views are taken into account in preventive and remedial measures through its dialogue with suppliers and direct exchanges with associates of suppliers within the scope of assessments. At the same time, we are continuously working toraise awareness of our reporting systems and complaints
procedures both in our own operations and in the supply
chain through targeted campaigns.
Complaints procedure
Our complaints procedure allows critical issues to be identified at an early stage and thus potential human rights or environment-related risks and violations to be uncovered, counteracted, or remediated. We therefore regard our complaints
procedure as an important element of our human rights
strategy, which helps us to continuously improve our processes for respecting human rights.
Our suppliers are made aware of our reporting system in the
Code of Conduct for Business Partners24, among othermeans. By acknowledging this Code of Conduct, they agree,24
BSH Hausgeräte GmbH has developed its own Code of Conduct for Suppliers
and operates its own reporting system.

in particular, to establish a reporting system or to participate
in an industry-wide system. They also agree to inform theirassociates accordingly.
Further details on the complaints procedure, our reporting
systems, and the number of reports received can be found in
the “Governance | Compliance” section.
Responsible supply chain management
We regularly audit our suppliers both preventively and when
the situation demands. Such an audit is generally carried out
when we commence new supplier relationships, with thefindings of our risk analyses then determining the type,
scope, and frequency of the audits. Different methods areused depending on the prevailing framework conditions andthe specific risk situation: verifications performed by Boschitself (quick scans and drill-deep assessments), third-party
audits, and self-declarations by suppliers.
Compliance with human rights and environment-related requirements already plays a crucial role when selecting new
suppliers and is a prerequisite for subsequently entering into
a contractual relationship. The corresponding timing and theaudit methodology used are determined by the respective
purchasing organizations according to the risk. As part of the
sanctioned party list screening, a check is additionally carried out prior to the conclusion of a contract to determine
whether potential business partners are included in sanction lists or affected by embargo regulations.

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If there is reasonable suspicion or concrete evidence of a violation of human rights or environment-related obligations by
a supplier, we systematically investigate the facts of the matter. If we discover breaches of duty, we work to ensure thatthese are rectified immediately. Should this not be possible
in the foreseeable future, we expect the supplier to present
a plan and a specific time schedule for ending the breachand minimizing its effects. We track and monitor implementation of the measures – also by consistently requesting
documented proof or by performing reassessments on site.
If a supplier does not appear willing to fulfil our requirements or introduce corresponding measures, Bosch reserves the right to terminate the contractual relationship in
extreme cases. Active suppliers found to be engaged in unlawful conduct or whose sustainability performance isdeemed inadequate, such as a lack of effort in dealing withhuman rights or environment-related requirements, may be
excluded by Bosch from any further awarding of contracts.
If there is reasonable suspicion of misconduct on the part ofan indirect supplier, we initiate targeted preventive measures within the scope of our possibilities, such as controls
and, if necessary, appropriate remedial actions through ourbusiness partners.

Risk analyses
The responsible corporate departments perform annual
and, if necessary, event-driven risk analyses in order toimprove understanding of human rights and environmental
implications, identify potential vulnerabilities, and develop
suitable preventive measures. This is done using standard
evaluation methods to ensure comparability between the
different functional areas. The risk analysis comprises four
steps:
Risk identification 					The responsible corporate departments identify areas
where risks might occur (risk commodity). This could be acountry, a plant, or a supplier.
▶

▶ Risk assessment 					Risks are assessed using a uniform model and presented according to a standardized scale at Bosch in order to ensure
the comparability of the results. Assessment criteria include
the potential severity and impact of a potential violation, theirreversibility of consequences, and the likelihood of a risk
occurring. In addition, we also consider any indications ofrisks we receive from internal processes, such as the internal control system or internal audits, as well as from thepublic realm, from our partners in the supply chain, or
through our reporting systems.

We adhere to clearly defined principles when assessing
risks. The corporate departments assess the risks relating totheir own business activities in a top-down or bottom-up approach (e.g. through questionnaires), depending on the

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processes in question. We developed a grading system forrisks in the supply chain and use international indexes suchas the Global Slavery Index or the ITUC Global Rights Index
to assess the respective supplier’s potential risk. A supplier’s sustainability performance – such as audit results, acceptance of the Code of Conduct for Business Partners, orexternal certifications – is likewise included in the assessment and used to substantiate the results.
Prioritization 					Risks are prioritized in each functional area with the aim oftargeting the use of preventive measures and enhancing existing processes. The results of the risk assessment determine the prioritization within Bosch’s direct sphere of influence. Additional factors are considered in the supply chain
such as the extent to which each supplier contributes tocausing a risk and the possibilities Bosch has to exert influence.

▶

▶ Measures 						Should deficiencies arise in the risk management system,
adjustments must be made and relevant measures introduced in the corporate departments to counter these directly in the risk field concerned. In addition, risks that affecta number of functional areas or risk fields are managed by
the human rights committee for the entire Bosch Group sothat comprehensive measures can be developed.

We systematically review reports we receive through our reporting systems, for example, or that arise within the context
of media monitoring and decide on the need for an eventdriven risk analysis depending on the particular findings.

Potential risks for human rights
Potential risks for human rights in the company’s own
operations and at direct suppliers
Essential employee rights are derived from human rights,
which is why we also pay special attention to people’s situations at the workplace. First and foremost, we consider therisks associated with forced labor within our own operations
and at direct suppliers (tier 1), in line with the definition of
the International Labour Organization (ILO Convention 29,
Article 2).
In 2023, we took a closer look at the topic of recruitment
fees, that is payments by employees to their employer or tothird parties during the course of the recruitment process(e.g. agents) to secure a position. This was done as part ofour annual risk analysis and considered both in our own operations and those of direct suppliers. In our efforts to ensure a high level of protection for our associates, we identified the need for a group-wide, substantiating policy toexpress Bosch’s rejection of such practices by third parties,
which may be an indication of forced labor. The plan is to
publish the policy in 2024. Future risk analyses should also
focus on this topic.
Potential risks for human rights further down the
supply chain
Raw materials extraction and its circumstances are often
particularly risk-sensitive from an ecological and social pointof view. While Bosch itself only sources very few raw materials directly, potentially high-risk raw materials are processedin primary products and materials.

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In an analysis of raw materials, we identified 15 high-risk raw
materials that Bosch uses and launched specific risk-mitigating programs (see G 35). These programs are managed by
the Supply Chain Management and Sustainability and EHS
corporate departments and implemented in the divisions. A
standard process was established in 2023 for the identified
raw materials, which is binding upon the purchasing divisions. Following analysis of the material-specific risks, specific target visions are defined accordingly for each high-risk
raw material along its generic value chain. These visions reflect Bosch’s expectations of its suppliers, such as a desired
level of certification, and will be the focus of further corporate activities in the future.

G 35

15 High-risk raw materials
Cassiterite (tin)LeadLithium
Coltan (tantalum) Graphite
Manganese
TungstenNatural rubber Nickel
Gold
CobaltPlatinum
Aluminum
CopperRare earth elements

Preventing and mitigating risks
We develop reasonable measures and implement these consistently in order to counter identified risks and their impact
on human rights or the environment. The effectiveness of
preventive measures is checked regularly, for example
through audits, and adjustments are made if necessary. In
the event that human rights or environment-related obligations are violated within the company’s own operations or at
a supplier, we immediately seek an appropriate remedy.

Uniform principles are applied throughout the Bosch Groupto prevent and mitigate risks. Individual elements of prevention are organized slightly differently in order to take accountof the range of business models and supplier relationships
within the Bosch Group.
Preventing and mitigating risks within the company’s
own operations and at direct suppliers
Bosch’s Code of Business Conduct 25 applies to all associates and requires them to comply with the relevant laws andinternal regulations. This is especially the case in relation toensuring respect for human rights. We provide regular training for associates on the content of the Code of Conduct.
Clearly defined requirements for our security personnel,
training on human rights, and far-reaching supervision measures aim to prevent behavior that violates human rights visà-vis our associates and third parties.
Bosch’s Code of Conduct for Business Partners25 requiresthat our suppliers comply with social and environmental
standards and is therefore critical for collaboration between
our suppliers and Bosch. We also expect our suppliers to
use their best efforts to require their own suppliers andother third parties to comply with the appropriate principles.
Further information on the Bosch Group’s Code of Conduct
and the Bosch Code of Conduct for Business Partners canbe found in the “Governance | Compliance” section.
BSH Hausgeräte GmbH has developed its own Code of Conduct for Associates
and its own Code of Conduct for Suppliers.

25

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Since the Bosch Group’s updated Code of Conduct for Business Partners was published in 2022, current suppliers of
direct materials are asked to actively confirm the Code of
Conduct – by the end of 2023, around 71 percent of suppliers
contacted had already acknowledged the Code of Conduct(prior year: 47 percent). We are seeking a further increase in
2024 as well.
Regarding indirect materials (materials and goods that are
not directly related to products), we endeavor to have theCode of Conduct acknowledged each time a contract isawarded. The confirmation rate is currently 97 percent andremains unchanged since the previous year. Considering thenumber and diversity of our suppliers, should it happen that
confirmation is outstanding in some cases, we address thesecases in the context of our risk management.
In terms of environmental protection, we expect our suppliers to set up and continuously refine, within reason, an environmental management system certified to ISO 14001. In
2023, around 69 percent of our relevant direct materials suppliers (excluding BSH Hausgeräte GmbH) had such a certificate. Suppliers without manufacturing operations are notrequired to adopt an environmental management system of
their own, but they do have to implement corresponding
measures.
Supplier assessments
Four methods are used in the Bosch Group in our regular assessment of our suppliers’ sustainability performance. Selfdeclarations by suppliers and third-party audits are used tocomplement the quick scans and drill-deep assessmentsthat Bosch performs itself.

▶ Quick scans are based on a checklist of specific criteria
relating to the environment, occupational health and safety,
and human rights. Supplementary questionnaires are used,
for example, for selected material groups and logistics services. Quick scans are carried out by qualified Bosch associates from purchasing or quality functions, frequently as partof regular on-site visits to suppliers. In 2023, we conductedaround 3,200 quick scans (prior year: 3,300). From 2024, we
intend to increasingly align the intensity and the focal areasof the quick scans to the results of the annual supplier risk
analysis.

Drill-deep assessments are used mainly in potentiallyhigh-risk regions or industries, or when there are any specificindications of non-compliance. Irrespective of any other visits to suppliers, drill-deep assessments are carried out byinternally licensed assessors and take between one and twodays. They are announced so as to ensure that the required
experts – such as environmental or safety officers – are onsite. Besides an in-depth assessment of the three areas covered by the quick scan – the environment, occupational
health and safety, and human rights – they also comprise ananalysis of working conditions and compliance management. The assessment covers the practical implementation
as well as system-based requirements, such as in the form ofguidelines, which allow conclusions to be drawn about thematurity of the organization. Bosch conducted around 120
drill-deep assessments at suppliers in the 2023 reporting
year (prior year: 100).

▶

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▶ Self-declarations are eligible as a means of checking
suppliers where the risk is assumed to be low and there havebeen no issues in the past. The prerequisite is that the assessed risk of the group of suppliers or of the material groupis queried and trustworthy documentation is provided to
substantiate that the questions have been truthfully answered. To ensure uniform and high standards, new questionnaires must be approved by a group of experts before
they are introduced.

If there is a heightened risk for a supplier, third-party
audits can be initiated for checking the supplier. Performedby external third parties, such audits must at a minimum satisfy the requirements of a drill-deep assessment in terms ofcontent and process. Together with automotive manufacturers, suppliers, and other associations, an audit standard
was developed in the “Responsible Supply Chain Initiative”(RSCI), which is to be used at plant level in the automotive▶

industry. The roll-out phase commenced in 2023 following
pilot audits with the nomination of suppliers based on theannual risk analysis.
On aggregate, we assessed around 76 percent of our relevant direct materials suppliers (excluding BSH HausgeräteGmbH) using the various methods by the end of 2023. We
also assessed 85 percent of indirect materials suppliers
who are particularly relevant in terms of country risk andfield of materials risk. Most of these were on-site assessments.
The insights we have obtained from the various assessments
show that suppliers meet our requirements for the mostpart. Improvements were required in individual cases, andBosch expects these to be implemented. Priority areas in
2023 also concerned aspects of environmental protection as
well as occupational health and safety, such as preventing
hazards in transport and high-bay warehousing processes.

G 36

Selected in-scope content of drill-deep assessments

Environmental
protection▶ Environmental
		 management system▶ Water treatment▶ Waste management

Occupationalsafety▶ Handling of hazardous
substances▶ Hygiene▶ Fire safety

Human rights

Working
conditions▶ Employee		 representation▶ Complaints
		 procedure▶ Observance of		 work hours▶ Equal pay

Compliance▶ Violations of		 antitrust law▶ Current legal
		 disputes

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Training
Our associates in the purchasing function receive web-based
as well as classroom training. In 2022, a new training video
was published that will become a mandatory part of thelearning curriculum for all purchasing associates in 2023. It
provides an overview of the current strategy in purchasing
and the requirements for suppliers in terms of climate action
and human rights. More than 4,000 associates took part inthis training in 2023.
Another training module that has already been in place forseveral years provides associates who manage suppliers not
only with a general overview of topics, but also with information on the requirements expected from suppliers and theprocedure for the quick scans in particular.
We offer training courses for suppliers so that they can further consolidate their knowledge of our expectations in relation to compliance with human rights and environmentrelat­
ed standards. In 2023, the webinar on the topic ofsustainability was accessed more than 2,600 times.
Stakeholder dialogue and involvement in associations
Bosch regularly presents awards to its best suppliers aroundthe world in recognition of their performance. The Bosch
Global Supplier Award is bestowed every two years. 46 suppliers from 11 countries were distinguished in 2023. The Supplier Award in the special “Sustainability” category was also
awarded for the second time. Finalists in this category haveat least an “A” rating from CDP and make an exemplary contribution to climate neutrality.

Bosch is involved both in the VDA Sustainability Committee,
the Responsible Supply Chain Initiative RSCI, and the “Sector Dialogue Automotive Industry“ of the German Federal
Ministry of Labor and Social Affairs. We are also active at a
cross-company level in “econsense – Forum Nachhaltige
Entwicklung der Deutschen Wirtschaft e.V.” (Forum for Sustainable Development of German Business). Within the forum’s “Human rights and supply chain” cluster, we work together with other partners on how to responsibly design
global supply chains.
Preventing and mitigating risks further down the
supply chain
We want to mitigate risks related to human rights and theenvironment that are inherent in raw materials extraction
through our involvement in various programs and measures.
In the case of raw materials that can have adverse effects on
people and the environment, we also regularly review therisk exposure and counteract potential risks, taking into account the corresponding OECD guidelines and the legal parameters.
We drew up a social study on human rights risks in the reporting year to complement the results of an environmental
study conducted in 2022. The study creates transparency inrelation to the generic supply chains of the 15 high-risk raw
materials identified as well as the associated process-related and country-specific risks.
This resulted in the creation of a matrix of the identified raw
materials and their weighted risks along their generic supply
chains. Based on the resulting risk areas identified, the existing target visions for the materials 3TG26, cobalt, and rare26

3TG: Cassiterite (tin), Coltan (tantalum), Tungsten, Gold

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earth elements were examined in 2023 and, where necessary, adapted or confirmed. We are therefore continuing topursue the vision of establishing 100 percent certified smelters in our supply chains in the future and have also begun tocommunicate the associated ambition to our suppliers.
Material-specific target visions were likewise defined for aluminum, graphite, and lithium, which were the focus materials in 2023. In 2024, we will devote ourselves to the materials
copper, manganese, nickel, and platinum. As scarcely any
certification standards exist on the market as yet for many
materials, we will continue to closely monitor the situation
so that we can take emerging standards into account in our
strategy in due course.
In the case of lead, virtually 100 percent of direct suppliers
and one tier-n supplier for every supplier were audited in
2023 using a specific CSR quick scan.
Conflict minerals policy
As early as 2019, we issued the Bosch Group Policy for Conflict Raw Materials, which describes our approach to theconflict minerals cassiterite (tin), coltan (tantalum), tungsten, and gold. It is integrated in specific agreements for relevant suppliers.
Bosch participates in conflict minerals reporting and in cobalt reporting in accordance with the Responsible Minerals
Initiative (RMI). In addition, we are working toward ensuringthat suppliers of materials containing conflict minerals or
cobalt have the smelters in their supply chains certified by
the RMI.

In 2023, the certification rate among smelters was 91 percent for tantalum (prior year: 97 percent). At the same time,
67 percent (prior year: 87 percent) of tungsten smelters are
certified, while the rate for tin smelters lies unchanged at
80 percent (prior year: 80 percent). The rate for gold was
lower at 55 percent than in the previous year (60 percent).
We want to reverse this negative trend in 2024. The reported
certification rate for cobalt was increased to 81 percent from69 percent the previous year.
With respect to BSH Hausgeräte GmbH’s suppliers, the certification rate among smelters is 92 percent for tantalum(prior year: 80 percent), 83 percent for tungsten (prior year:
79 percent), and just under 84 percent for tin (prior year:
69 percent). A proportion of 80 percent of gold smelters(prior year: 64 percent) are certified, for cobalt the rate is
77 percent (prior year: 74 percent).
On request, Bosch provides customers with the RMI ’s Conflict Minerals Reporting Template, which is recognized byauthorities such as the U.S. Securities and Exchange Commission. It can be obtained via established platforms, suchas iPoint and HP CDX , or it can be sent to individual requesting parties.

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Responsibility to customers
Bosch products aim to impress thanks to their safety, quality, and reliability – regardless of where they are produced or
used. In developing and manufacturing these products andin rendering services, we stay true to our “Invented for life”
mission statement beyond compliance with the law.

Our quality policy
Due to our wide-ranging product portfolio, we apply a large
number of different laws and regulations worldwide governing quality assurance. Internal company policies create abinding framework for setting quality objectives and commit
the organization to continuously work to improve the quality
management system.
Quality management is coordinated and steered by the corporate department for quality. Officers in the operating units
and at the company locations are responsible for operational
implementation.
The majority of our development and production sites have aquality management system certified according to ISO 9001.
All sites that manufacture vehicle components are certified
according to the IATF 16949 standard, which is based on ISO
9001 and was developed by the International Automotive
Task Force (IATF).

Product safety
The safety of our products is a key element of our quality
policy. The corresponding responsibilities are clearly defined in internal company regulations. In addition, theseregulations set out rules for the delivery of safe products. At
every stage of the product development process, attention
is paid to product safety. Starting with product development, we attach great importance to product safety and satisfy relevant standards, such as ISO 12100 for the safety ofmachinery, ISO 26262 for the functional safety of systems inpassenger vehicles, or IEC 61508 for the functional safety ofelectrical and electronic systems. Products are not released
for series production until all safety aspects have been fully
clarified. In addition, compliance with pertinent specifications must be established and demonstrated by appropriate
tests.
We perform analytics of safety-relevant products to the required extent covering the end-to-end product life cycle.
Comprehensive training establishes the preconditions for
ensuring that everyone in the company is committed to, andputs into practice, Bosch’s quality standards – especiallywith regard to the provision of safe products. For associates
whose activities directly influence product quality, we provide training on product safety and product liability. To
deepen their knowledge, the product safety and product liability officers of the various divisions have access to morein-depth classroom and online training courses.

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Information and documentation
In addition to the existing information and documentation
obligations, we offer learning opportunities for users to help
them to use the product correctly and operate it safely. For
example, Bosch Mobility Aftermarket offers learning opportunities for workshop associates, while Power Tools provides appropriate opportunities for consumers.

Cybersecurity, information security, anddata protection
Cybersecurity, information security, and data protection are
elementary components of our quality policy at Bosch. We
see trust in the security of products, systems, and data as
well as their resilience to attacks involving manipulation as a
crucial determinant of success in realizing our digitalization
strategy. This also means managing user data in a responsible manner.
Bosch uses a combined information and data protection
management system that is continuously maintained andupdated. The system is aligned with international standards,
such as ISO 27000, and also takes account of legal requirements such as those pursuant to the General Data Protection Regulation (GDPR).
Related policies and internal company regulations cover all
relevant areas of cybersecurity, information security, anddata protection at Bosch. They include binding instructions
for developing products and services, the operation of servers and other IT systems, as well as basic principles relating
to company information security and data protection.

A cross-functional steering committee, which includes theData Protection Officer, the Chief Information Security Officer, and the Chief Cybersecurity Officer reports directly tothe board of management twice a year. Furthermore, wehave set up a separate corporate office that is responsible
for the cybersecurity of our products.
A clearly documented process as well as a growing networkof experts ensure that cybersecurity, information security,and data protection are widely integrated in the development of our products. The associates regularly take part in
specialist training programs, workshops, and information
events on current topics as part of their duties.

Digital trust
At Bosch, digital trust involves transferring our “traditional” quality
and value proposition to the digital world. With this in mind, Boschestablished the Digital Trust Forum in 2019. In 2022, it merged with
the Charter of Trust founded by Siemens. The international initiative
has set itself the objective of fundamentally increasing the trust placedin digital solutions. Above all, we are working with our partners todefine trust-building guidelines and possible certification and conformity labels.
In an effort to ensure that AI is used responsibly in our products, wedeveloped a code of our own back in 2019. This groundwork is now
being drawn on in developing a European trust seal for AI products that
also satisfies the requirements of the planned European AI Act.

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Bosch Product Security Incident Response Team
Despite all precautionary measures, however, there is nosuch thing as a foolproof security system in information technology. That is why we have established the Bosch Product
Security Incident Response Team (PSIRT). The team serves
as a central point of contact for security researchers, partners, or customers should they detect any vulnerabilities inour products. Security gaps can also be notified through ourreporting systems (see the “Governance | Compliance” section). When a solution has been found, we make it transparent for our customers.

Responsible advertising
The trust of our customers in our services and in the qualityof our products is our highest priority. The diverse customer
services offered by our divisions range from knowledge databases with interactive learning programs as well as repair
and maintenance services through to a service portal for energy-related refurbishment and advice on subsidy rates andclimate action programs relating to heating systems. At thesame time, we make use of various opportunities to engage
in direct and indirect dialogue with customers, for example
through our service hotlines, by e-mail, or in direct talks. In
fact, we view our customers’ feedback as a reliable yardstickagainst which we can measure our actions.

Marketing and sponsorship
When we market our products, we refer to our Bosch values
for guidance as well as four central principles: value cultural
diversity, make reliable and credible statements, be fair, andrespect national rules. In addition, we are committed tomaintaining a quality level in all our marketing activities thatmatches our products’ performance standards. In this respect, advertising can be humorous, creative, and competitive, but not unprofessional or untrue. To ensure that theseprinciples are applied and messages are consistent acrossthe complete media mix worldwide, overarching marketing
communication is organized centrally and closely coordinated with the regional organizations and divisions. Salesoriented product communication is mostly organized locallyby the respective divisions, but it also follows the same principles.
Our sponsorship activities mainly serve promotional purposes, including strengthening our brand. They are governedby a central directive. This stipulates, among other things,
that sponsorship measures must be integrated into an overall communications strategy or concept. The objective of
measures also has to be clearly defined and focused onincreas­ing brand recognition and reputation, promoting
sales, or attracting qualified talent. Corporate headquarters
must be consulted for sponsorship measures in excess of
30,000 euros.

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Governance
Bosch has traditionally regarded compliance with the principle of legality
as well as responsible and fair business practice as a top priority and firmly
anchored this in our company’s values.

Compliance
Compliance refers to the observance of legal requirements
and internal corporate policies and rules. The global compliance management system (CMS) is an integral element of
the measures for implementing corporate governance in the
Bosch Group and comprises structures and processes for
ensuring compliance at an organizational level. It is based on
auditing standard IDW PS 980 and is described in an internal
regulation.
In addition to rule-based compliance, we are continuing todevelop the values-based approach. Our ambition is that ourassociates not only regard values-based conduct as an obligation, but that they act accordingly of their own volition.
The CMS is preventive in nature and is designed to encourage all associates in the Bosch Group to identify compliancerisks and violations at an early stage and to respond appropriately. This should also ensure a reduction in risks for the
Bosch Group, its associates, and its corporate bodies. At thesame time, we want to protect and cultivate the reputation of
the Bosch Group, which is the basis of our business partners’ trust.

BSH Hausgeräte GmbH operates an independent compliance management system, which is likewise based on the
IDW PS 980 methodology and is supported by a global compliance organization.

Organization and regulations
Internal regulations set out the responsibilities for each areaof compliance. Compliance specialists are responsible for
implementing corporate governance in their respective areas.
The compliance committee supports the implementation of
the Bosch Group’s CMS and coordinates compliance issues.
In addition, it contributes to the risk-based further development of the CMS. The compliance committee comprises theheads of the Compliance Management, Legal, Internal Auditing, HR , Risk Management, and Quality Management corporate departments. It is chaired by the chief complianceofficer.

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In 2022, the compliance committee set up a sanctions committee that decides on recommendations for disciplinary
measures in the event of serious compliance incidents.
The chief compliance officer also heads the ComplianceManagement corporate department, which is responsible
for the specialist area of anti-corruption as well as for information security and data protection, and for overarching key
elements of the Bosch Group’s CMS (e.g. compliance training, operating and further developing Bosch’s reporting system, serving as a point of contact for reports of misconduct,and conducting internal investigations). The chief compliance officer sets the goals for the Compliance Management
corporate department and reports directly to the member ofthe board of management of Robert Bosch GmbH responsible for compliance. If necessary, the chief compliance officer is also entitled to contact the chair of the supervisoryboard directly.
In the Bosch Group’s regions, compliance offices have been
set up as part of the Compliance Management corporate
department. One of their tasks is to support the regions towhich they are assigned in fulfilling their obligations under
the CMS and in conducting internal investigations. For thispurpose, they have unrestricted authority to demand information and perform audits, are independent in exercising
their duties, and bound only by the instructions of the Compliance corporate department. In Germany, the divisions aresupported directly by the Compliance Management corporate department. Internal investigations are carried out by
an organizing body within the Compliance corporate department.

Implementation of corporate governance within the framework of the CMS is reviewed in the course of internal audits
performed by the Internal Auditing corporate department. In
addition, we review our CMS in the context of external audits
and consulting engagements and take the results as an opportunity to further develop and optimize our CMS.

Risk-based compliance checks
According to our regular cycle, we repeated our global analysis of corruption risks in 2021, combining it with the analysis
of risks relating to antitrust law. The analysis covered 253 legal entities that were selected based on certain criteria suchas headcount, sales revenue, and specific risk indicators(e.g. the current Corruption Perception Index published byTransparency International). In addition, we performed further in-depth analyses in selected divisions, corporate sectors, and service units.
The findings were evaluated and appropriate measures were
initiated in 2022. These include, for example, activities toraise awareness among associates regarding individual
risks, supplementary training programs for specific target
groups, or even random checks of compliance with rules andprocesses. To document and track the measures, we use acentral database. We plan to repeat our global analysis ofcorruption and antitrust law risks in 2024 and to additionally
include money laundering risks to take account of the fundamental restructuring in the Mobility division.
Our business partners are likewise regularly subject to a
standardized and risk-based compliance check. This encompasses both customers and suppliers, potential acquisition
and takeover targets, as well as possible partners in the establishment of joint ventures.

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The depth and scope of the checks depend on various factors, such as the nature of the business relationship. Corporate and personnel structures can also play a role. Checks
focus in particular on non-compliance with the law or official
regulations such as applicable penal laws, environmental
regulations, and human rights. We refer to information in the
public domain for this purpose. The findings are assessedusing a standard process and appropriate measures are defined and introduced to the extent necessary. These canrange from a more in-depth assessment right through towithdrawal from the business relationship or project.

Codes of conduct
The Code of Business Conduct provides guidance for all
Bosch associates on values-based, ethical, and legally irreproachable conduct. It defines basic rules of conduct in thecompany and provides guidance on issues such as accepting
gratuities or avoiding conflicts of interest. The Code of Business Conduct also describes our social responsibility, including respecting human rights. BSH Hausgeräte GmbHhas its own code of conduct, which was republished in September 2023 and includes additional guidelines and content.
The basic principles of the Code of Business Conduct are
specified in further central policies and in local regulations.
These also set out specific requirements with respect to gratuities. In Germany, for example, the acceptance and issueof gratuities exclusively constituting a personal benefit ispermissible up to a limit of 35 euros, net, per year and recipient. So-called facilitation payments – payments made to officials to expedite an administrative service to which thepayer is generally legally entitled – are explicitly not permitted.

The Code of Business Conduct is available to associates inmore than 30 languages and upon publication was additionally communicated in a letter from the chairman of the boardof management of Robert Bosch GmbH to all associates exempt from collectively bargained agreements worldwide.
They have to confirm their acknowledgment of the document. An abbreviated version containing the key messages isalso available.
We are in the process of revising our Code of Business Conduct to reflect new priorities and increase user-friendliness,for example by giving it a new structure, making it more practical, and presenting it in a more interactive form. Publication is planned for 2024 and will be accompanied by a worldwide communication campaign.
Additionally, we are in the process of preparing a new AntiCorruption Policy as an umbrella regulation for further compliance rules on anti-corruption, focusing especially on gifts
and invitations, sponsorship, donations, staff rotation, andconflicts of interest. This regulation is also set to come into
force in 2024, accompanied by corresponding training programs.
We feel that responsible and lawful conduct is important
beyond company boundaries and have clearly formulated
our expectations in our Code of Conduct for Business Partners. In this way we require suppliers to the Bosch Group tocomply with human rights and environment-related principles and to put in place appropriate due diligence processes.
We likewise require them to pass on this expectation to their

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Complianceown suppliers (see also the “Social | Complying with due
diligence obligations relating to human rights and the environment” section). Referenced in the Terms and Conditionsof Purchase, this Code is generally made an integral contractual element and is sent to all suppliers at the beginning of
the business relationship. BSH Hausgeräte GmbH has its
own Code of Conduct for Suppliers, which is comparable incontent.

Compliance training
We use various training programs and communication measures to make our workforce sensitive to compliance issues.
The compliance training program is available to our associates in the form of web-based training (WBT) or offered as
in-person events or webinars (see T 11). Participation is mandatory for certain groups of associates, who are selected via
a risk-based approach. For example, these include exempt
associates due to their special responsibility as specialists
or managers, but also numerous other associates in selectedareas or in special functions. The training content must be
repeated regularly, usually at two- to three-year intervals.
Our training programs are regularly refined and updated toaccommodate new content and developments, as well as
feedback from participants.
The minimum compliance training currently held worldwide
has been completed over one million times to date. Around85 percent of associates in indirect functions have one ormore minimum compliance training courses assigned totheir learning curriculum. Compliance at Bosch is also an integral part of the annual goal and performance dialogue.
Associates actively confirm in the related documentationthat they have taken due note of the Code of Business Conduct and the internal regulations of relevance to them andwill act accordingly.

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Participation in the minimum compliance training courses istracked using a dashboard, which also reflects participants’feedback as a basis for improving the quality of the training
programs. Particular attention is paid to checking that training has been completed on time. In the event that training
programs are overdue, reminders are automatically sent tothe associates, executives, and HR business partners tocomplete the outstanding training.

T 11

Areas covered by the global minimum compliance training program
Area

Topic

FormatBusiness ethics

Code of Business Conduct

WBT, document

Dealing with classified information

WBT

Software license management

WBT

Anti-corruption

Anti-corruption

WBT, classroom training/live online
training

Product compliance

Product compliance

WBT

Product safety and product liability

WBT

Antitrust law

Antitrust law

WBT, classroom training/live online
training

Export control

Export control

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The Product Compliance web-based training module waspublished in 2023. It involves further development of thecontent of existing training measures relating to the productdevelopment code.
An optional course entitled “General compliance awareness” was integrated in all curricula for the first time in 2023
in order to raise awareness among non-exempt associates
and other associates who, by definition, do not belong to thetarget group for mandatory minimum compliance training.
This course explains the basics of compliance at Bosch using
concise and easy-to-understand information (e.g. videos).

Reporting systems
Where potential misconduct is suspected within the BoschGroup or at suppliers, associates and business partners aswell as other third parties can make a disclosure via the
Bosch Group’s reporting system. NGOs can also contact uswith their concerns at any time. Reports can be submitted –also anonymously – using the appropriate IT tool, by e-mail,or phone.
Bosch’s reporting system and its reporting points support a
number of languages. Associates and suppliers are actively
made aware of the possibility of submitting a report. The
objective is to make it as easy as possible for whistleblowers
to submit reports and to ensure the widest possible accessibility. All reports are processed independently, impartially,autonomously, carefully, and confidentially. The principle ofobjectivity and the protection of whistleblowers are our top
priority. Our rules of procedure set out the details of the different channels and principles, as well as the processing
procedure.

We rolled out a group-wide campaign in 2022 to raise awareness and increase use of the reporting system, as well as
strengthen trust and confidence in the internal investigation
process. This campaign was continued in 2023. BSH Hausgeräte GmbH operates its own, broadly similar reporting
system.
In 2023, 1,528 reports (prior year: 1,283) were recorded via
Bosch’s reporting systems. We have seen a steady increasein the number of reports over the last few years, a development we primarily attribute to the comprehensive measuresin the field of compliance and the resulting increased awareness of compliance issues. Reports have increased significantly especially since the summer of 2022, in tandem withthe launch of our global awareness campaign.

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Political lobbying
As a supplier of technology with global operations, we believe it is our responsibility to put our technology expertise towork for the common good and to demonstrate specific solutions to current challenges in society. With this in mind, we
help shape opinions at a government policy level, for example in associations and in various social forums. This commitment is driven by our “Invented for life” ambition.

Organization and regulations
Responsibility for political lobbying at Bosch is set out in aninternal company policy. The Bosch Group’s government relations are assigned to a corresponding corporate department, together with group-wide corporate communication.
Activities include representing the company’s interests at
policymaker, association, and organization level; they aredesigned to make our technology know-how available in regulatory processes, strengthen the company’s reputation,build trust and relationships, and support the company’s
profitability.
Headquartered in Berlin, our Corporate Governmental andStakeholder Affairs department has offices around theworld. A total of 49 associates represent the political interests of the Bosch Group worldwide vis-à-vis institutions,ministries, governments, parliaments, and society.

Transparency as a matter of principle
Transparency is a central principle for the political lobbyingof Bosch’s interests. Consistent with this understanding, thecompany is registered in the relevant transparency registers
worldwide, including in the United States, in Germany, or at
European Union level. Depending on the respective legislation, the entries represent the scope and content of politicaladvocacy.

At a glance
Bosch is registered in the relevant transparency registers
under the following identification numbers:
German Lobby Registry:▶ Robert Bosch GmbH: R000999▶ Bosch Thermotechnik GmbH: R003224▶ Bosch Healthcare Solutions GmbH: R004462
EU Transparency Register:▶ Robert Bosch GmbH: 8999533555-91▶ Bosch Thermotechnology GmbH: 269619148071-01▶ BSH Hausgeräte GmbH: 416456120129-02
USA Lobbying Disclosure:▶ Robert Bosch LLC: Senate ID# 40008054-12;
House ID# 401320000

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Clear policy in the political arena
Internal company regulations at Bosch define the framework
for engaging with politicians. These regulations define
proper conduct, for example, in the run-up to elections, during visits to Bosch locations, or when Bosch associates comeinto contact with representatives and members of the political bodies of the EU. They also set out how to comply withthe requirements of the EU Transparency Register and inwhat form Bosch participates in EU consultations.
Gratuities in dealings with third parties are likewise regulated internally within the company. It is only permitted tooffer, grant, or accept gratuities in strict compliance withnumerous prerequisites. Our rules relating to office holders
are especially restrictive. Here, it must be ensured that any
appearance of influence being exercised is ruled out andthat the internal regulations of public authorities are adhered to. Should local law in some regions prescribe stricter
or more specific requirements, these must be adopted andcomplied with.
As of 2021, we no longer make donations to political parties
in Germany, but instead participate in the economic dialogue
forums of the parties CDU, CSU, SPD, FDP, and Bündnis 90/
Die Grünen. Through these memberships, we strive to provide stable financial support and engage in a productive exchange of ideas from which all participants benefit. While
the regional organizations are responsible for donations
made outside Germany, the guidelines require donations topolitical parties to be submitted to the chairman of Robert
Bosch GmbH’s board of management for decision. No suchmatters were presented in 2023.

Priority topics and activities
Owing to its expertise in technologies of the future, such as
artificial intelligence, electrification, hydrogen, and connected, automated driving, Bosch is a sought-after partner
and thought leader in the policymaking process. We are infavor of standards that are both ambitious and as consistent
as possible. For instance, we believe supranational legislation at EU level is preferable to having a large number of national requirements – also in view of its potential to serve asa global benchmark.
Our political lobbying activities aim to identify discussions
and developments on political regulations and initiatives
early on, which can affect our products, our company locations, or our business operations in general. As a rule, theBosch Group supports policy frameworks that are conducive to innovation, and endeavors to find possible solutions
for the challenges facing society.
Our aim is to contribute to the relevant topics by taking astand on issues such as technical feasibility and impact onsociety. We also want to do justice in this regard to the complete spectrum of requirements of our stakeholders. We arecommitted to remaining politically neutral.
Aligned policy papers define the Bosch Group’s position on
relevant topics and provide a summary of facts and arguments. Released by Robert Bosch GmbH’s board of management, these global policy compass papers are valid worldwide. They form the basis for political lobbying and aresupplemented by specific regional position papers to takeaccount of respective regional or national legislation. The
facts and arguments are also publicly available in the context of EU consultations. Further information is available
online.

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Due to our highly diversified product portfolio, we are affected by a large number of legislative projects, including inclimate, energy, and environmental conservation policy aswell as transport, research, and trade policy, data anddigital­ization laws, cybersecurity, or labor and social policy.
At UN level, we advocate for the harmonization of technicalstandards, for example, for automated driving.
The priorities of our political lobbying activities are set eachyear by Robert Bosch GmbH’s board of management. Our
activities centered on the following topics in 2023:▶ Climate action
The European Green Deal, which aims to achieve EU climate
neutrality by 2050, is of particular importance for Boschboth today and in the coming years. In this context, we advocate for regulation that is open to different technological solutions and takes account of environmental, social, and economic factors in the interest of sustainability. To reach the
EU climate goals, all technologies that reduce CO₂ emissions
have to be leveraged. These include all forms of electromobility from e-bikes to trucks as well as the cross-sectoral deployment of hydrogen. At a national as well as EU level, weare committed to the further development of the hydrogen
economy. In 2023, this position was put forward by Bosch inlegislative processes on mobility of the future and incorporated especially in discussions on carbon standards for roadtraffic.

▶ Air quality
The topic of air quality was the focus of particular attention
at EU level in 2023, with the European Commission presenting a legislative proposal to revise the Air Quality Directive
and to introduce a Euro 7 standard. Bosch provided technical expertise to support the work on this new emissions
standard and committed to a Euro 7 regulation, which makes
a noticeable contribution to improving air quality and at thesame time is both technically feasible and affordable.

Circular economy
Another important part of the European Green Deal is how
to finance the transformation toward a resource-efficienteconomy. In this context, attention centers above all on the
EU taxonomy for classifying products and services according to their sustainability and expanding the sustainability
reporting requirements. Bosch is in favor of the EU ’s generalefforts to achieve more transparent and comparable corporate sustainability information. In implementing these requirements, the task is now to eliminate legal uncertainty,
ensure a harmonized approach, and guarantee uniform andindustry-wide application. The announced European regulations are to be developed in close cooperation with existing,internationally recognized standards so that they are available promptly and redundant reporting in different publications is avoided. In 2023, Bosch held political talks in thisregard at EU level and with German government ministries.
▶

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Moreover, Bosch pursued the legislative process for deforestation-free products. Limiting the bureaucratic effort involved was important to us in this context as well as ensuringthat it would be affordable for companies to implement. Alsoin relation to the circular economy, Bosch is pursuing theongoing legislative procedure for the Ecodesign for Sustainable Products Regulation, the End-of-Life Regulation, andthe implementation work for the Battery Regulation.
▶ Geopolitical situation and international trade
As a globally operating company, Bosch monitors geopolitical developments very closely. The global trading environment has changed dramatically in recent years. Protectionist
tendencies are on the rise and trade measures are being
used increasingly to protect geo-economic and national security interests. This means that companies are increasingly
being confronted by additional costs, fragmentation of markets, and potential disruptions in their supply chains. For
Bosch, open markets, rule-based international trade, andongoing trade liberalization are key aspects of economic
success and innovation. This is why we put forward our position in talks with policymakers and associations, and in thecontext of public relations activities.
▶ Human rights
At EU level, the proposal for the Directive on Corporate Sustainability Due Diligence (CSDDD) was presented in 2022 toensure human rights protection and compliance with environmental obligations in corporate supply chains. The negotiations on this proposed legislation continued in 2023.
Bosch supports the objective of the planned directive – as it
did with the corresponding legislation enacted in Germany.

Legal certainty is essential for companies to implement due
diligence in the supply chain. This is best ensured by setting
clear requirements that can be easily implemented in practice.
Also in 2022, the EU Commission presented a new legislative
proposal (Forced Labour Act) to ban products made withforced labor. Negotiations in this regard also continued in
2023. As a company with global operations that takes its social responsibility very seriously, Bosch supports the proposal and has set out its position in bilateral talks with policymakers. At the same time, we advocate for a risk-based
approach to implementing the law to enable targeted andeffective implementation.
▶ Digitalization
Digitalization remains an important component for innovative and sustainable development of the economy. Applications, in particular in connection with the use of artificial intelligence, must serve humans and must be safe, robust, andexplainable – and thus trustworthy. We therefore support
the corresponding legislative processes and put forward our
position through dialogue with decision makers.

2023 saw a large number of regulations in the area of digital­
ization, which also had a significant impact on our work.
Particularly the presentation of the first EU -wide regulation
for access to data is of great significance for our businessactivities. Bosch’s position is that the interests of consumers
should always be the focus of regulation. We therefore also
welcome the plan to adopt an AI Act since the legal regulations will help to create trust in artificial intelligence and its
application.

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▶ Autonomous driving
In 2021, Germany became the first country in the world toenact a law permitting level 4 automated driving in normal
operation. This was followed in 2022 by a regulation with thetechnical details for licensing and operating corresponding
vehicles on German roads. These include so-called dualmode vehicles, in other words vehicles with an autonomous
driving function that can be activated temporarily, such as topark automatically. As a result, major regulatory hurdles forthe successful implementation of automated driving were
overcome. Bosch can therefore gather important experience
under real road conditions and rapidly advance the development of automated vehicles in Germany and Europe. At thesame time, Bosch is involved at UN level in defining the technological requirements of automated vehicles in the interestof ensuring an internationally harmonized development of
the technology.

Research and innovation
As a matter of principle, Bosch only engages in business operations that are viable without support from subsidies. We
consider temporary government support a suitable instrument only in efforts to assist breakthroughs in new technologies or for the purpose of implementing industrial policy
strategies. In the reporting period, Bosch received fundingof around 210 million euros for R&D projects and as part of
the two IPCEI (Important Project of Common European Interest) funding programs “Microelectronics and communication technologies” and “Hydrogen.” A further 1.4 million euros was raised for the promotion of training and further
education measures. The measures aim to open up newprospects for the associates concerned against the backdrop of the company’s transformation.
▶

In addition to direct exchanges with policymakers, Bosch is
involved in numerous associations and participates actively
in formulating positions. In Germany, at EU level, and in a
number of other countries, we are members of the relevant
industry associations.
In Germany, for example, we are members of the German
Electro and Digital Industry Association (ZVEI), the German
Association of the Automotive Industry (VDA), the German
Federal Association for Information Technology, Telecommunications, and New Media (BITKOM), and the German
Mechanical Engineering Industry Association (VDMA). In addition, we are active on the executive board and steeringcommittee of econsense – Forum Nachhaltige Entwicklung
der Deutschen Wirtschaft e.V. (Forum for Sustainable Development of German Business).
In Brussels, we are members of the European Association ofAutomotive Suppliers (CLEPA), DIGITALEUROPE, and Hydrogen Europe, and Bosch is represented in the International
Chamber of Commerce. In the United States, for example,
we are also members of the National Association of Manufacturers (NAM) and the Alliance for Automotive Innovation,
and we are members of various national automotive industry
associations in other countries, including Brazil (Sindipecas), Mexico (INA), and India (ACMA). BSH HausgeräteGmbH is also a member of APPLiA Home Appliance Europe,
the European association of household appliance manufacturers.

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Organization of public stakeholder dialogues
Bosch strategically engages in and helps to actively shapesocial discourse. We enter into dialogue with policymakers,
scientists, and society in the context of specific events onsocially relevant topics and also seek new and innovative
formats.
In February 2023, we organized an event together with one ofour media partners and a consulting firm at Bosch’s representative office in the German capital Berlin under the banner “Climate think-tank: The climate-neutral city – living anddoing business sustainably.” The event was also attended by
the Federal Ministry for Housing, Urban Development, andBuilding. Together with representatives from politics, society, and science as well as interested citizens, the chairmanof the board of management of Bosch discussed the importance of creating climate neutral cities – and the associatedchallenges.
In October 2023, we organized an event on the topic of “Whatabout the ‘S’ in ESG? Stakeholder management and social
accountability” together with the European School of Management and Technology in Berlin. Students and the generalpublic together with representatives from politics, business,and civil society discussed the level of social responsibility
companies should assume, how they can fulfil this responsibility, and what benefits this will bring them.

The societal divide as perceived at present by many people
underscores the need for continual and open social dialogue
and for the opportunity to conduct and embrace controversial debates. Bosch supports this aspiration with its morning“Green Tea Meetings,” an already successfully establishedseries of events, which was continued in 2023 with the following topic: “Does political lobbying have an image problem?”. The events involve a keynote speech by an expert on apolarizing topic, which is then discussed confidentially in asmall group on site.

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List of graphics and tables
Graphics

No.

Title

Page

No.

Title

Page

G 01

Sales revenue: Bosch Group 2023 by region,in billions of euros

7

G 15

Key levers for achieving the scope 3 target:
Calculation base and main direct and indirect levers

31

G 02

Sales revenue structure: Sales revenue Bosch Group
2023 by business sector

7

G 16

Results of surveys via the CDP platform

32

G 03

Target vision

10

G 17

38

G 04

How sustainability is organized at Bosch

14

Sustainability methodology, focus on circular
economy: Measures for improving sustainability
performance along the value chain

G 05

Seven action areas for embedding sustainability
culture17

G 18

Environmental aspects of Design for Environment

39

G 19

42

G 06

Bosch’s non-profit institutions

19

Key materials used: Bosch Group 2023,
in 1,000 metric tons

G 07

Sustainability methodology: Core levers for improving sustainability performance along the value chain

22

G 20

MaCS – Material Data Management for Complianceand Sustainability

46

G 08

Sustainability methodology, focus on climate action:
Measures for improving sustainability performancealong the value chain

24

G 21

Sustainability methodology, focus on water:
Measures for improving sustainability performancealong the value chain

47

G 09

Goal achievement for energy efficiency: Savings
potential captured with measures to increase energy
efficiency

26

G 22

Company sites in regions with water scarcity

48

G 23

Water withdrawal: Bosch Group 2023 by region,in millions of cubic meters

49

G 10

Goal achievement for new clean power:
In-house energy generation from photovoltaics andhydroelectric power

26

G 24

Wastewater: Bosch Group 2021–2023,
in millions of cubic meters

50

G 11

Goal achievement for green electricity: Global
electricity demand covered by green electricity

28

G 25

Wastewater flows and discharge routes

50

G 26

54

G 12

Climate action at Bosch – the path to 2030:
CO₂ emissions (scope 1 & 2) in millions of metric
tons

28

Associates: Bosch Group by region, as ofDecember 31, 2023

G 27

Turnover: Bosch Group 2023, selected countries,
in %

54

G 13

Main scope 3 categories in baseline year:
Bosch Group 2018, in millions of metric tons of CO₂

30

G 28

New hires: Bosch Group by region, in %,as of December 31, 2023

55

G 14

Development of scope 3 emissions:
Bosch Group 2018–2022, in millions of metric tonsof CO₂31

G 29

Elements of the “impact:” feedback landscape

57

G 30

Proportion of women: Bosch Group 2021–2023, in %60

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Graphics

Tables

No.

Title

Page

No.

Title

Page

G 31

Total workforce by age group: Bosch Group by
region, in %, as of December 31, 2023

61

T 01

Goals and goal achievement

11

G 32

Training activities: Bosch Group 2021–2023

64

T 02

Overview of key stakeholder groups, forms of
dialogue, and topics

16

G 33

Average training days: Bosch Group 2021–2023,
without BSH Hausgeräte GmbH

65

T 03

Environmental and energy management systems,
Bosch Group 2023

21

G 34

Work-related accidents: Bosch Group 2021–2023

66

T 04

Energy demand: Bosch Group 2021–2023, in GWh
Energy intensity: in MWh/million euros of sales
revenue25

T 05

Greenhouse gas emissions: Bosch Group
2021–2023, in 1,000 metric tons of CO₂e
Emissions intensity: in metric tons/million euros
of sales revenue, without carbon offsets

25

T 06

Waste volume and disposal: Bosch Group
2021–2023, in 1,000 metric tons
Waste intensity: in metric tons/million euros ofsales revenue

44

T 07

Water withdrawal in regions with water scarcity:
Sites in regions of severe or severest water scarcity
2017–2023, in millions of cubic meters

48

T 08

Water withdrawal: Bosch Group 2021–2023,
in millions of cubic meters
Water intensity: in cubic meters/million euros
of sales revenue

49

T 09

Part-time associates: Bosch Group, by region andby gender, as of December 31, 2023

59

T 10

Occupational health and safety management
systems (OHSMS): Bosch Group 2023

66

T 11

Areas covered by the global minimum compliancetraining program

86

G 35

15 high-risk raw materials

74

G 36

Selected in-scope content of drill-deep assessments

76

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GRI content index

GRI content index
GRI indicators

Comment

Reference*

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GRI 2: General disclosures (2021)
The organization and its reporting practices
GRI 2-1

Organizational details- Shareholders of Robert Bosch GmbH

07–08; 109

GRI 2-2

Entities included in the organization’s sustainability
reporting- Consolidated group109; AR: 126 et seq.

GRI 2-3

Reporting period, frequency, and contact pointGRI 2-4

Restatements of information

GRI 2-5External assurance

109–110

106–108

Activities and workers
GRI 2-6

Activities, value chain, and other business relationships- Subsidiaries and regional companies- Business sectors

07–08

GRI 2-7

Employees- Number of associates- Turnover

53–54

GRI 2-8

Workers who are not employees- Subcontracted workers

54

GRI 2-9

Governance structure and composition- Board of management and supervisory board 14; AR: 10 et seq.

GRI 2-10

Nomination and selection of the highest
governance body

- Corporate Sustainability Board

GRI 2-11

Chair of the highest governance body

GRI 2-12

Role of the highest governance body in overseeing themanagement of impacts

GRI 2-13

Delegation of responsibility for managing impacts

GRI 2-14

Role of the highest governance body in sustainability
reportingGovernance- Sustainability report is authorized for issue
by the chairman of the board of management of Robert Bosch GmbH and the boardof management member responsible forsustainability

14–15* The references indicate thepages on which the respective
GRI content is mentioned within
this report. References marked“AR” refer to our annual report2023.

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GRI indicators

Comment

Reference*

GRI 2-15

Conflicts of interest- Codes of conduct

85–86

GRI 2-16

Communication of critical concerns- Compliance management system- Reporting systems- Sanctions committee

83–84; 87

GRI 2-17

Collective knowledge of the highest governance body

- Remuneration system

14–15; 17

GRI 2-18

Evaluation of the performance of the highest
governance body

GRI 2-19

Remuneration policies

GRI 2-20

Process to determine remuneration

GRI 2-21

Annual total compensation ratio

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GRI content index

58–59; AR: 85

Strategy, policies, and practices
GRI 2-22

Statement on sustainable development strategy- Foreword

3–5

GRI 2-23

Policy commitments- Basic principles of social responsibility- Mission statement and values- Codes of conduct- Target vision

9–10; 14–15; 17;21; 53; 69; 83–88

GRI 2-24

Embedding policy commitments- Selection, assessment, and further
development of suppliers- Corporate Sustainability Board- Design for Environment- Human rights committee- Life cycle assessments- Due diligence obligations relating to humanrights and the environment- Transparency register

14–15; 39; 69–78;
83–84; 88

GRI 2-25

Processes to remediate negative impacts- Selection, assessment, and further
development of suppliers- Design for Environment- Sustainability management- Life cycle assessments- Risk analysis, preventing and mitigating risks

9; 15; 21–50;
69–78; 83–87

GRI 2-26

Mechanisms for seeking advice and raising concerns- Complaints procedures- Reporting systems

71; 87

GRI 2-27

Compliance with laws and regulations- Compliance management system- Codes of conduct

14–15; 69–78;
83–86; AR: 110 etseq.

GRI 2-28

Membership associations

16; 92* The references indicate thepages on which the respective
GRI content is mentioned within
this report. References marked“AR” refer to our annual report2023.

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GRI indicators

Comment

Reference*

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Stakeholder engagement
GRI 2-29

Approach to stakeholder engagement- Forms of dialogue- Sustainability culture- Overview of material topics

16–18; 93

GRI 2-30

Collective bargaining agreements- Collective bargaining- Collective bargaining agreements

56–57- Forms of dialogue and topics- Overview of key stakeholder groups

16–17- Analysis of climate risks pursuant to TCFD
- Climate change adaptation- Economic KPIs
- Position on climate change

7–8; AR: 83 et seq.

GRI 3: Material topics (2021)

GRI 3-1

Process to determine material topics

GRI 3-2

List of material topics

Economic performance indicators
GRI 201: Economic performance (2016)
GRI 3-3Management of material topics

GRI 201-1

Direct economic value generated and distributed

GRI 201-2

Financial implications and other risks and opportunities
due to climate change

GRI 201-3

Defined benefit plan obligations and otherretirement plans

AR: 165 et seq.

GRI 201-4

Financial assistance received from government

92

7; AR: 90
23–24

GRI 202: Market presence (2016)
GRI 3-3Management of material topics

GRI 202-1

Ratios of standard entry level wage by gendercompared to local minimum wage

- Social benefits- Remuneration

58–59* The references indicate thepages on which the respective
GRI content is mentioned within
this report. References marked“AR” refer to our annual report2023.

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100

GRI indicators

Comment

Reference*- Compliance management system- Compliance training- Risk management- Codes of conduct

84–88- Compliance training- Risk management- Codes of conduct

84–87- Materials efficiency- Percentage of recycled materials used
- Key materials- Circular economy strategy- Substances of concern

9–10; 12; 14–15;
21–22; 38–46- Energy efficiency, own generation,
green electricity, offsets- Energy efficiency of the products- Energy management system- Energy consumption- Reduction targets- Sales-related energy consumption(energy intensity)

9–11; 14–15; 21–37

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GRI 205: Anticorruption (2016)
GRI 3-3Management of material topics

GRI 205-1

Operations assessed for risks related to corruption

GRI 205-2

Communication and training about anticorruption policies and procedures

84–85
86–87

GRI 206: Anticompetitive behavior (2016)
GRI 3-3Management of material topics

GRI 206-1

Legal actions for anticompetitive behavior, antitrust, andmonopoly practices

15; 84–87; AR: 111

Environmental performance indicators
GRI 301: Materials (2016)
GRI 3-3Management of material topics

GRI 301-1

Materials used by weight or volume

GRI 301-2

Recycled input materials used42

GRI 302: Energy (2016)
GRI 3-3Management of material topics

GRI 302-1

Energy consumption within the organization

GRI 302-3

Energy intensity

GRI 302-4

Reduction of energy consumption

GRI 302-5

Reductions in energy requirements of products andservices

25
26–28
36–37

* The references indicate thepages on which the respective
GRI content is mentioned within
this report. References marked“AR” refer to our annual report2023.

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GRI indicators

Comment

Reference*- Wastewater management- Volume of wastewater- Quality of wastewater- Products with positive water-related effects- Reduction targets- Sales-related water consumption(water intensity)- Water efficiency- Water withdrawal- Regions with water scarcity

9–11; 14–15;
21–22; 47–51- Energy efficiency, own generation,
green electricity, offsets- Logistics and transportation- Reduction targets- GHG emissions- Sales-related GHG emissions(emissions intensity)- Other air pollutant emissions

9; 14–15; 21–37

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GRI 303: Water and effluents (2018)
GRI 3-3Management of material topics

GRI 303-1

Interactions with water as a shared resource

GRI 303-2

Management of water discharge-related impacts

GRI 303-3

Water withdrawal

GRI 303-4

Water discharge

48–50
11; 50
48–49
50

GRI 305: Emissions (2016)
GRI 3-3Management of material topics

GRI 305-1

Direct (scope 1) GHG emissions

GRI 305-2

Energy indirect (scope 2) GHG emissions

GRI 305-3

Other indirect (scope 3) GHG emissions

GRI 305-4

GHG emissions intensity

GRI 305-5

Reduction of GHG emissions

GRI 305-6

Emissions of ozone-depleting substances

24–25; 28
25; 2824; 30–37
25
24–37
28–29

GRI 306: Waste (2020)
GRI 3-3Management of material topics

GRI 306-1

Waste generation and significant waste-related impacts

GRI 306-2

Management of significant waste-related impacts

GRI 306-3

Waste generated

GRI 306-4

Waste diverted from disposal

GRI 306-5

Waste directed to disposal- Waste management- Waste generation and disposal- Hazardous waste- Circular economy strategy- Sales-related waste (waste intensity)

14–15; 21–22;
38–46
44–46
44

* The references indicate thepages on which the respective
GRI content is mentioned within
this report. References marked“AR” refer to our annual report2023.

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GRI indicators

Comment

Reference*- Selection, assessment, and further
development of suppliers- Due diligence obligations relating tohuman rights and the environment- Human rights committee- Risk analysis- Social and environmental standards- Responsible supply chain management- Codes of conduct

14–15; 32–33;
69–78; 85–86- Employment at Bosch- Turnover rate
- Work-life balance- Remuneration and social benefits

53–56; 58–59

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GRI 308: Supplier environmental assessment (2016)
GRI 3-3Management of material topics

GRI 308-1

New suppliers that were screened using environmental
criteria

GRI 308-2

Negative environmental impacts in the supply chain
and actions taken

71–72
32–33; 72; 74–78

Social performance indicators
GRI 401: Employment (2016)
GRI 3-3Management of material topics

GRI 401-1

New employee hires and employee turnover

GRI 401-2

Benefits provided to full-time employees that are notprovided to temporary or part-time employees

54–55
58–59; 67–68

GRI 402: Labor/management relations (2016)
GRI 3-3Management of material topics

GRI 402-1

Minimum notice periods regarding operational changes- Employee rights
53–58- Surveys of associates
56- Collaboration with employee representatives* The references indicate thepages on which the respective
GRI content is mentioned within
this report. References marked“AR” refer to our annual report2023.

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GRI indicators

Comment

Reference*- Occupational health and safety
management system- Occupational accidents and ill health- Preventive healthcare and occupational
health- Safety training- Accident prevention

9–10; 13–15; 65–68

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GRI 403: Occupational health and safety (2018)
GRI 3-3Management of material topics

GRI 403-1

Occupational health and safety management system

GRI 403-2

Hazard identification, risk assessment, and incident
investigation

GRI 403-3

Occupational health services

GRI 403-4

Worker participation, consultation, and communication
on occupational health and safety

GRI 403-5

Worker training on occupational health and safety

GRI 403-6

Promotion of worker health

GRI 403-7

Prevention and mitigation of occupational health andsafety impacts directly linked to business relationships

67–68; 74–77;
79–81

GRI 403-8

Workers covered by an occupational health andsafety management system

66

GRI 403-9

Work-related injuries

GRI 403-10

Work-related ill health

66

67–68

67–68

GRI 404: Training and education (2016)
GRI 3-3Management of material topics

GRI 404-1

Average hours of training per year per employee

GRI 404-2

Programs for upgrading employee skills and transition
assistance programs

GRI 404-3

Percentage of employees receiving regular performanceand career development reviews- Competence model- Personal development- Certified training- Training activities

53; 62–65
65
62–65
63

GRI 405: Diversity and equal opportunity (2016)
GRI 3-3Management of material topics

GRI 405-1

Diversity of governance bodies and employees

GRI 405-2

Ratio of basic salary and remuneration of women to men- Equity, equal opportunities- Dimensions of diversity- Non-discrimination- Remuneration system

9–10; 12; 14–15;
53; 60–62
60–62; AR: 41 etseq.
58* The references indicate thepages on which the respective
GRI content is mentioned within
this report. References marked“AR” refer to our annual report2023.

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GRI indicators

Comment

Reference*- Reporting systems- Complaints procedures- Equity, equal opportunities- Dimensions of diversity- Non-discrimination

53; 59–62; 85–87

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GRI 406: Non-discrimination (2016)
GRI 3-3Management of material topics

GRI 406-1

Incidents of discrimination and corrective actions taken

87

GRI 407: Freedom of association and collective bargaining (2016)
GRI 3-3Management of material topics

GRI 407-1

Operations and suppliers in which the right to freedomof association and collective bargaining may be at risk

53; 56–57; 69–78;- Selection, assessment, and further
development of suppliers
83–87- Compliance management system
73–77; 85–87- Due diligence obligations relating tohuman rights and the environment- Human rights committee- Social and environmental standards- Codes of conduct- Collaboration with employee representatives

GRI 408: Child labor (2016)
GRI 3-3Management of material topics

GRI 408-1

Operations and suppliers at significant risk
for incidents of child labor- Selection, assessment, and further
development of suppliers- Compliance management system- Due diligence obligations relating tohuman rights and the environment- Human rights committee- Social and environmental standards- Codes of conduct

53; 56–57; 69–78;
83–87- Selection, assessment, and further
development of suppliers- Compliance management system- Due diligence obligations relating tohuman rights and the environment- Human rights committee- Social and environmental standards- Codes of conduct

53; 56–57; 69–78;
83–87

73–77; 85–87

GRI 409: Forced or compulsory labor (2016)
GRI 3-3Management of material topics

GRI 409-1

Operations and suppliers at significant risk
for incidents of forced or compulsory labor

73–77; 85–87* The references indicate thepages on which the respective
GRI content is mentioned within
this report. References marked“AR” refer to our annual report2023.

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GRI indicators

Comment

Reference*- Selection, assessment, and further
development of suppliers- Due diligence obligations relating tohuman rights and the environment- Human rights committee- Responsible supply chain management- Codes of conduct

69–78; 85–87- Political lobbying- Policy in the political arena

88–93- Product quality- Product safety

79–81- Information and documentation- Responsible advertising81- Compliance management system- Cybersecurity, information security,and data protection

80–81

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GRI 414: Supplier social assessment (2016)
GRI 3-3Management of material topics

GRI 414-1

New suppliers that were screened using social criteria

GRI 414-2

Negative social impacts in the supply chain andactions taken

71–72
73–78

GRI 415: Public policy (2016)
GRI 3-3Management of material topics

GRI 415-1

Political contributions

89

GRI 416: Customer health and safety (2016)
GRI 3-3Management of material topics

GRI 416-1

Assessment of the health and safety impacts ofproduct and service categories

79

GRI 417: Marketing and labeling (2016)
GRI 3-3Management of material topics

GRI 417-1

Requirements for product and service informationand labeling

GRI 418: Customer privacy (2016)
GRI 3-3Management of material topics

GRI 418-1

Substantiated complaints concerning breachesof customer privacy and losses of customer data

80–81; 87* The references indicate thepages on which the respective
GRI content is mentioned within
this report. References marked“AR” refer to our annual report2023.

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Independent auditor’s reporton a reasonable assurance engagement*
To Robert Bosch Gesellschaft mit beschränkter
Haftung, Gerlingen-Schillerhöhe		We have performed a reasonable assurance engagement on
selected Key Performance Indicators and statements within
the sustainability report of Robert Bosch Gesellschaft mit
beschränkter Haftung, Gerlingen-Schillerhöhe (hereinafter
the “Company”), which are marked with the “” symbol inthe sustainability report, for the period from 1 January to
31 December 2023 (hereinafter “selected disclosures”).
Our engagement exclusively refers to the selected disclosures marked with the “” symbol in the German pdf versionof the sustainability report. Not subject to our assurance
engagement are other references to disclosures made outside the selected disclosures as well as prior-year disclosures.

These responsibilities of the Company’s executive directors
include the selection and application of appropriate methods for the preparation of the non-financial reporting andmaking assumptions and estimates about individual nonfinan­cial disclosures that are reasonable in the circumstances. Furthermore, the executive directors are responsible for such internal control as the executive directors
consider necessary to enable the preparation of selecteddisclosures that are free from material misstatement,
whether due to fraud (manipulation of the selected disclosures) or error.
Independence and quality assurance of the auditor’s
firm		We have complied with the German professional requirements on independence as well as other professional conduct requirements.

Responsibilities of the executive directors
The executive directors of the Company are responsible forthe preparation of the sustainability report, which comprises
the selected disclosures, with reference to the “GRI Sustainability Reporting Standards” (hereafter “reporting criteria”).

* The assurance engagement performed by EY relates exclusively to the German
version of the “CROSSROADS Sustainability report 2023” of Robert Bosch
Gesellschaft mit beschränkter Haftung. The following text is a translation of theoriginal German independent assurance report.

Our audit firm applies the national legal requirements andprofessional pronouncements – in particular the BS WP/vBP[Berufssatzung für Wirtschaftsprüfer/vereidigte Buchprüfer:Professional Charter for German Public Accountants/German Sworn Auditors] in the exercise of their profession andthe IDW Standard on Quality Management issued by the Institute of Public Auditors in Germany (IDW): Requirements
for Quality Management in the Audit Firm (IDW QS 1) andaccordingly maintains a comprehensive quality management
system that includes documented policies and procedures

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with regard to compliance with professional ethical requirements, professional standards as well as relevant statutory
and other legal requirements.

▶ Obtaining an understanding of the CO₂ neutrality program and the concepts related to work-related accidents
within the Group.

Responsibilities of the auditor		▶ Identifying and assessing the risks of material misstatement in the selected disclosures, whether due to fraud or
error, designing and performing procedures responsive tothose risks, and obtaining evidence that is sufficient andappro­priate to provide a basis for our opinion. The risk of notdetecting a material misstatement resulting from fraud ishigher than for one resulting from error, as fraud may involve
collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

Our responsibility is to express a reasonable assurance
opinion on the selected disclosures based on our assurance
engagement.
We conducted our assurance engagement in accordancewith International Standard on Assurance Engagements(ISAE) 3000 (Revised): “Assurance Engagements other than
Audits or Reviews of Historical Financial Information” issued
by the IAASB. This standard requires that we plan and perform the assurance engagement to obtain reasonable assurance about whether the Company’s selected disclosures areprepared, in all material respects, in accordance with thereporting criteria. Not subject to our assurance engagement
are other references to disclosures made outside the selected disclosures and prior-year disclosures.
The assurance engagement on the selected disclosures includes performing procedures and obtaining evidence forthe quantitative and qualitative disclosures in the selecteddisclosures that are sufficient and appropriate to provide abasis for our opinion.

▶ Obtaining an understanding of internal control relevantto the assurance engagement on the selected disclosures inorder to design procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of these systems.
▶ Obtaining sufficient appropriate evidence e.g. during site
visits for the selected disclosures to express our opinion.
▶ Evaluating the appropriateness of methods used by the
executive directors and the reasonableness of estimates
made by the executive directors and related disclosures.
▶ Evaluating the presentation of the selected disclosures.

We exercise professional judgment and maintain professional skepticism throughout the assurance engagement.
Our procedures also include:

We believe that the evidence we have obtained is sufficientand appropriate to provide a basis for our opinion.

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Opinion					In our opinion, on the basis of the knowledge obtained in theassurance engagement, the selected disclosures of theRobert Bosch Gesellschaft mit beschränkter Haftung forthe period from 1 January to 31 December 2023 are pre­pared, in all material respects, in accordance with the reporting criteria.
Restriction of use
We draw attention to the fact that the assurance engagement was conducted for the Company’s purposes and thatthe report is intended solely to inform the Company about
the result of the assurance engagement. As a result, it may
not be suitable for another purpose than the aforementioned. Accor­dingly, the report is not intended to be used bythird parties for making (financial) decisions based on it. Our
responsibility is to the Company alone. We do not accept any
responsibility to third parties. Our assurance opinion is not
modified in this respect.

accept no responsibility, liability or other obligations towards third parties unless we have concluded a writtenagree­ment to the contrary with the respective third party or
liabili­ty cannot effectively be precluded.
We make express reference to the fact that we will not update the report to reflect events or circumstances arising after it was issued, unless required to do so by law. It is thesole responsibility of anyone taking note of the summarized
result of our work contained in this report to decide whether
and in what way this information is useful or suitable for their
purposes and to supplement, verify, or update it by means of
their own review procedures.

Stuttgart, 6 March 2024
EY GmbH & Co. KG 					Wirtschaftsprüfungsgesellschaft

General engagement terms and liability
The enclosed “General Engagement Terms for Wirtschaftsprüfer and Wirtschaftsprüfungsgesellschaften [German
Public Auditors and Public Audit Firms]” dated 1 January
2017 are applicable to this engagement and also govern our
relations with third parties in the context of this engagement(www.de.ey.com/general-engagement-terms). In addition,please refer to the liability provisions contained there in no.
9 and to the exclusion of liability towards third parties. We

Storz			Fischer				
Wirtschaftsprüfer
Wirtschaftsprüferin		[German Public Auditor] [German Public Auditor]

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About this report
The Bosch Group’s sustainability report has been publishedannually since 2011. The present report describes the progress made in terms of sustainable business practices in the2023 financial year (January 1, 2023 to December 31, 2023).

locations are all production locations and development
loca­
tions (with material responsibility) with more than
50 associates as well as other sites with more than 100 associates.

As in previous years, the report follows the guidelines of the
Global Reporting Initiative (GRI). The Bosch Group has reported with reference to the GRI Standards for the 2023
finan­cial year. Selected key indicators and statements on
climate action and occupational health and safety wereaudited by EY GmbH & Co. KG Wirtschaftsprüfungsgesellschaft to obtain reasonable assurance. Audited content inthis sustainability report is marked “.” Tables and graphics
as well as highlighted boxes are part of the audited content,
provided that the information contained is marked “.”The information was requested electronically and the data
was mainly compiled using software specific to each division. As a rule, we aim to present three-year trends to enable
better comparability. In individual cases, information relating to previous periods was restated as a result of changes in
the methods used to collect and calculate data. Suchchanges are marked accordingly in the text. Discrepancies inthe totals are possible due to rounding differences.

Unless otherwise stated, all information in this report refers
to the full consolidated group. Besides Robert Bosch GmbH,the consolidated group comprises a further 468 (prior year:468) fully consolidated entities. Details of the scope of consolidation and the developments in the financial year relating to it can be found in the annual report (see annual report
2023, page 126 et seq.). Unless otherwise stated, key environmental and occupational health and safety indicators
cover 451 (prior year: 427) reportable locations. Reportable

All forward-looking statements in this report are based on
the assumptions valid as of the copy deadline and made after careful examination and consideration. Due to known
and unknown risks, uncertainties, and other factors, the actual results, developments, or performance of the company
may differ from our forecasts, assessments, and announcements. German and English pdf versions of the sustainability
report 2023 are available online. Further information can befound at sustainability.bosch.com and in the annual report
2023. The next sustainability report is scheduled to be published in spring 2025.

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SocialPublication details
PUBLISHED BY:
Robert Bosch GmbH
Corporate Communicationsand Governmental Affairs
Postfach 10 60 50
70049 Stuttgart
Germany
Phone +49 711 811-0
Corporate Communications andGovernmental Affairs (C/CG)
Head: Prof. Dr. Christof Ehrhart
Sustainability, Environment,
Health and Safety (C/SE)
Head: Torsten Kallweit
Sustainable Relations
Management (C/SEY)
Head: A. Michel Mittasch
Project Lead: Kyra Meckel
RB.sustainability@de.bosch.com
Concept and consulting:
Schlange, Zamostny & Co. GmbH, Hamburg
Text:
Carlsberg & Richter GmbH & Co. KG, Haar
Design:AD&D Werbeagentur GmbH, Stephanskirchen
Photo credits:
Photography: Bosch

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