especially in my company he need to catch up in terms of optimising our
structures and processes. I also think it is very important to put
management quality development on a broad footing, i.e. participative
management. I want to know that the right people are taking on
responsibility in the departments and among the specialists, not only
the CEO managers. In addition, I want to increase the attractiveness of
Bosch as an employer in Hungary. I want working for Bosch to be
something that engineers aspire to. We are in tough competition with
other manufacturers for the best workers.
them here. For example, we run several bus lines, which bring employees
from within a radius of 100 km, partly also from Slovakia. Our close
cooperation with the technical universities in Budapest and Miskolc is
a good way of ensuring that we continue to have the appropriate
workforce in the long-term. A further help is that we have an ever
growing network through our existing employees, and more and more new
employees are recruited through word-of-mouth. Being present at a range
of job fairs is also a tried and tested recruitment method.
new workers. It’s not just a question of creating a job: new employees
also have to be appropriately trained. It requires both knowledge
transfer and culture transfer. Both take time and tie up our existing
staff. We have to be aware of our capacities.
reasonable relationship between cost and performance. Productivity in
engineering is now very good. Even looking at the opportunities in
Hungary’s neighbouring countries, I still think that in Hungary we are
well positioned for the coming years. Hungary and in particular
Hungarian creativity have a very good reputation within the Bosch
Group. The combination of Hungarian creativity and Swabian [the firm
was founded in Stuttgart in Swabia in southwestern Germany] precision
is very exciting and profitable. With our help results have been
achieved that previously were not thought possible in Germany. In order
for that to remain the case, we must not be subjected to any further
major burdens following the convergence programme.
people. That makes us the second largest foreign employer in the
manufacturing industry after GE. In the coming years this number is
likely to rise by around 800 each year. Of course, providing that
conditions remain competitive.
measures themselves are not the problem. The decisive thing, however,
is whether they actually achieve the hoped-for results. If that isn’t
the case, then people’s trust will really be put to the test.
relatively varied. There are very good platforms for professional
discussions through the associations of foreign enterprises in Hungary,
where our opinions are heard to a certain extent by representatives of
the state. When the Hungarian Prime Minister paid a visit to our
factory in Miskolc at the beginning of the year, he concerned himself
in surprising depth with our situation, and in particular with our
development activities. However, for me what is unique in Hungary is
the relationship between the government and the opposition. The
polarisation you get here is something you find in few countries. In
most countries there is at least a form of working consensus. That is
almost entirely lacking here. That carries a certain risk, because
people can’t be sure how continuity can be ensured after the next
state should also play its part, and reward accordingly the
sustainability of the investments. It is in Hungary’s interests for
technological competence to be developed in addition its production
capacity, because then sustainable growth is ensured.
cutting back bureaucracy. Hungary is a country with a very high degree
easy. However, it has to be said that it is still possible to develop
successfully in Hungary. I personally assume that Hungary will remain a
very interesting location for Bosch.