Stefan Asenkerschbaumer, the Chairman of Bosch’s Supervisory Board, has addressed and defended the decisions taken by the Baden-Württemberg-based company over recent years. Speaking to the “Frankfurter Allgemeine Zeitung”, he firmly stated that the investments made by Bosch in electric mobility, software, and autonomous driving systems were correct, even amidst the current economic crisis and the company’s largest job reduction program in history.
Asenkerschbaumer argued that when a future fails to unfold as expected, it does not represent an error. He cautioned that it is impossible for any single entity to predict all future investment trends over the next century, emphasizing that uncertainty is inherent to entrepreneurship; simply waiting and doing nothing would be equally incorrect.
The restructuring and downsizing efforts have been considerable, leading Bosch to announce the reduction of nearly 28,000 positions. Significant measures are planned, particularly at the German locations of the automotive division. These actions are necessitated by the combination of a stagnating car market, the declining international share of diesel engines, the limited volume of electric mobility sales, and operational issues within the electric power tools sector and the Bosch-Siemens household appliances division. Cumulatively, these cost-cutting programs accounted for 4.5 billion euros over the past two years.
Furthermore, Asenkerschbaumer defends the focus on Germany for these savings programs. While he acknowledges the country’s priority, he insists that every single plant must be competitive regardless of its location. He stressed that relying on foreign revenues to sustain domestic operations is unsustainable. According to him, the corporation can only ensure its long-term survival if all its global sites remain profitable.
Addressing criticisms from trade unions and employee representatives regarding the neglect of worker interests during the crisis, Asenkerschbaumer emphasized that the company’s core values have always kept the long-term survival of the enterprise at the forefront. He noted that the guiding principle, as set by Robert Bosch, was to manage crises transparently, fairly, and also consistently, assuring that the survival of the company underpinned all other commitments.
Looking toward the political landscape, Asenkerschbaumer expressed concerns about the German government’s ability to achieve a social consensus for structural reforms and implement them. He stated that the challenge for Germany often lies in reaching a foundational diagnosis, let alone developing common measures. However, he countered that observing the situation or criticizing it is not an option; they have a duty to secure the region’s competitiveness and, by extension, its prosperity. He concluded by asserting that while continuous dialogue is necessary, persistent messaging must be repeated, even if deemed redundant, to ensure clarity across all stakeholders.
Finally, regarding the responsibility for layoffs, Asenkerschbaumer deflected the idea of job cuts being forced by the company itself. He explained that every enterprise must independently assess market prospects: there is a risk of missing necessary development on one hand, but also the danger of increased costs through premature investment on the other. He defined the challenge as mapping an uncertain future using flexible concepts, concluding that ultimately, the responsibility rests with the companies themselves, even when political entities fail to create the necessary framework, as seen in the electric mobility sector.
