Questions & Answers

With this transaction, we are aiming to become a true global champion in the HVAC industry and reach a leading position worldwide. It allows us to balance our global footprint by growing decisively in the Americas and Asia Pacific regions in addition to our European home base. Furthermore, we want to leverage economies of scale and our complementary product portfolios to offer our customers the best possible climate solutions.

The scope of the transaction is the residential and light commercial HVAC business of Johnson Controls. As part of this transaction, Bosch has also acquired 100 percent of the Johnson Controls-Hitachi Air Conditioning (JCH) joint venture, including Hitachi’s 40 percent stake. With regard to technologies, the scope of these transactions are ducted solutions, which are mainly sold on the U.S. market, as well as ductless and VRF systems, which are leading technologies in Asia and also sold globally.

With this transaction, the Bosch Home Comfort Group will grow to more than 25,000 associates, adding almost 12,000 new associates to the company.

Our goal is to deliver the strongest possible product and service portfolio for our customers. The Bosch Home Comfort Group’s leadership in Europe, combined with the acquired businesses’ strength in Asia and in the U.S., will give us a truly global footprint. We will carefully evaluate how to optimize this set-up after the merger. One thing is clear: customer centricity is our shared strength, and together, we will take it to the next level.

Yes, we want to grow together, as a house of brands. We will build on strong, global names: Bosch, Buderus, Hitachi and York; Hitachi and York as long-term licensed brand. Regional brands will also play a key role in addressing local market need. Each brand carries its own promise and unique strengths, and together they create a powerful, brand portfolio.

Strong local brands in EMEA and the US complement our brand portfolio and hold strong market legacies. They will continue to play a key role in selected regions. Each will be further developed in alignment with our overall growth strategy and the specific potential of its respective market.

Our brands are our key assets, and represent very distinctive, special and strong values. We do not plan mergers of brands but will strengthen the individual brands so that our customers can clearly distinguish between the brand offerings and pick the one, which fits their business strategy best.

The distribution strategy remains unchanged. Customers should reach out to the sales representative of the relevant brand. To ensure a smooth experience, sales teams must stay aligned and hand over inquiries to the appropriate contact when necessary.

No, a combination or consolidation of bonus and discount schemes is not planned. Our focus is on building customer loyalty to our brands. The benefits and schemes are tailored to the specific value propositions of each brand. The clear aim is to offer an attractive and consistent bonus & discount scheme to our customers.