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Description
cybex car seat airbag Cybex Anoris T2 i-Size Airbag Car Seat – Mirage Grey – Mamas & Papas UKCybex Anoris T2 i Size Airbag Car Seat Mirage Grey The CYBEX Anoris T2 i Size Child Car Seat leads the world in forward facing car seat technology. A full body airbag integrated into a small, upgraded impact shield gives your child lots of leg room and a snug fit plus a feeling of freedom. Parents can keep a watchful eye via their rear view mirror and interact with their child easier, all essential in their development. Cutting edge fabric that makes
Cybex Anoris T2 i-Size Airbag Car Seat – Mirage Grey
The CYBEX Anoris T2 i-Size Child Car Seat leads the world in forward-facing car seat technology. A full-body airbag integrated into a small, upgraded impact shield gives your child lots of leg room and a snug fit plus a feeling of freedom. Parents can keep a watchful eye via their rear-view mirror and interact with their child easier, all essential in their development.
Cutting-edge fabric that makes it 6x more breathable along with the all-round air ventilation, keeping them cool on hot days, while a retractable sun canopy shields them from the outside world.
After your child has outgrown the Cloud T i-Size and is over 15 months old and above 76cm the Anoris T2 i-Size is the ideal successor until they turn 7, if you want to turn your child forward facing.
Product Features:
- The Anoris T2 i-Size leads the world in child car seat technology with a full-body C-shaped airbag built into its impact shield. In a frontal or head on collision, the airbag inflates in milliseconds, less than a blink of an eye, to protect the child’s head, neck and body. This gives a level of safety up to 50% higher* than a usual forward-facing car seat and kids find the impact shield so much comfier than a harness system*. The Anoris T2 is the latest model of the ADAC award-winning Anoris series. It truly is tomorrow’s car seat, today.
- Let you and your child face the world together thanks to the forward-facing Anoris T2 i-Size without compromising on safety. Studies have shown that parents prefer to turn their child's car seats forward-facing so they can maintain eye contact via their rear-view mirror and enjoy those precious moments together*. Communication aids their development and every interaction helps forge that parent-child bond.
- A compact, cushioned impact shield which houses a cleverly designed airbag that only springs to life when needed means there is ample room for your child to move their upper body around to play or read. In a forward-facing seat, your child will have all the legroom they need to stretch their growing limbs to keep them happy and avoid cramp on longer journeys.
- Onboarding is as simple as ever thanks to an innovative, one-click impact shield. Individual depth-adjustment settings allow for precise buckling and a better fit. Studies have shown that an impact shield is far more likely to be correctly fastened than a harness*. Smart design keeps the child secure but free to move, feeling free of the weight of the impact shield. Clunk, click, every trip!
- Make every journey a breeze in the Anoris T2 i-Size thanks to its all-round air ventilation and smart mesh fabric which is up to six times more breathable than comparable fabrics. Precisely placed ventilation holes mean the air not only circulates but leaves the seat completely. Extra comfort comes from a specially upholstered impact shield (PLUS Fabric version only)
- Safety that lasts longer. A spacious seat gives children room to grow up until they’re seven years old – three years longer than comparable car seats. It is easy and safer thereafter to switch to the 3-point seatbelt when the time comes. The impact shield and headrest are both fully adjustable for the perfect fit at any age. The industry-leading integrated airbag protects a range of body sizes for unparalleled protection over the years. (76 cm – max. 125 cm and 21 kg)
- A retractable UPF50+ sun canopy provides excellent protection from sunshine and helpfully shields your child from busy surroundings. A mesh window improves airflow and keeps your little one feeling fresh on the move. (mesh window part is not UPF50+)
- Side crashes occur in 25%* of accidents but the Advanced Linear Side-impact Protection of Anoris T2 i-Size reduces impact forces by up to 20%, transferring them into the car seat’s energy-absorbing shell and headrest. The protective wings fold out automatically when removing it from its box, one less worry when installing.
- Stabilised by ISOFIX and a load leg, a strong connection is ensured between the Anoris T2 i-Size and the vehicle. Installation is intuitive, with the onboard safety LED indicators helping you check that the seat is set up correctly and ready to protect.
- Recline the seat so your child can enjoy a restful sleep on the road. A choice of three recline settings makes it easy to find the perfect comfortable position. If your child falls asleep sitting up, an easily accessible adjustment handle helps you recline the seat without waking them.
- A car seat can only protect if it’s set up right. The onboard safety assistant helps you install the seat and get your child secure every time. LED indicators show the status of the ISOFIX, load leg, impact shield and battery. Check your child is safe at a glance and start your drive in confidence.
Age Suitability: >15 months to approx. 7 years
Health & Safety: R129 i-Size
Composition: Polyester Blend
Care & Maintenance: Wipe Down
Self-Assembly Required?: Assembled
Dimensions: 71cm x 44cm x 75cm
Weight: 12kg
- Up to 50% higher safety levels* with Cybex’s Airbag Technology
- Forward-facing for Direct Interaction and Direct Eye-Contact
- Small Impact Shield for Limitless Legroom and Freedom to Move
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4.5 ★★★★★
Based on 1160 reviews
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Product Reviews
★★★★★ 5
Improve any size business-use everyone's brainpower!
Format: Kindle
Use of OKRs is fantastic in any size business. Global goal setting and feedback- everyone in the company on the same page! Get ideas from all levels to solve problems and see improvements. Love it. Get input from everyone. Super great examples of how it works. Very good summary of each chapter at the back for quick refresh. Every business owner should read this book to make that company run well.
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Reviewed in the United States on November 7, 2025
★★★★★ 5
Great Execution Book!
Format: Hardcover
I just finished "Measure What Matters" by John Doerr. Such a great book full of advice for companies struggling with #execution.
My favorite #quotes from this book:
"Good ideas with great execution are how you make magic." @Larry Page
"Ideas are easy. Execution is everything."
"I view this year's failure as next year's opportunity to try it again." @Gordon Moore
"Specific hard goals produce a higher level of output than vaguely worded ones."
"Set goals from bottom up."
"Dare to fail."
"... four OKR superpowers: focus, alignment, tracking, and stretching."
"Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them." @Andy Grove
"When you are tired of saying it, people are starting to hear it." Jeff Weiner
"Done is better than perfect." Sheryl Sandberg
"... if we try to focus on everything, we focus on nothing."
"Growth costs money."
"... you can only do one big thing at a time really well, and so you better know what that one is."
"Doing too much too soon will definitely end in pain."
"To inspire true commitment, leaders must practice what they teach"
"Transparency seeds collaboration."
"Having a good mission is not enough. You need a concrete objective, and to need to know how you're going to get there."
"... my favorite definition of entrepreneurs: Those who do more than anyone thinks possible ... with less than anyone thinks possible."
"If you set a crazy, ambitious goal and miss it, you'll still achieve something remarkable." @Larry Page
"Stretch goals can be crushing if people do not believe they're achievable. That's where the art of framing comes in."
"Feedback is an opinion, grounded in observations and experiences, which allows us to know what impression we make on others." Sheryl Sandberg
"Feedback can be highly constructive- but only if it is specific."
"Continuous recognition is a powerful driver of engagement."
"... a really good company values different opinions."
"... behavior defines a company more meaningfully than product lines or market share."
"Vision-based leadership beats command-and-control."
"People watch what you do more than what you say."
"Time is the enemy of transformation."
"... there was no shame in trying your hardest and failing, not when OKRs help you fail smart and fail fast."
"Goal setting is more art than science."
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Reviewed in the United States on September 20, 2018
★★★★★ 3
helpful and moderately entertaining
Format: Kindle
Like most business books this likely could have been a long journal article, but overall still worth a quick read.
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Reviewed in the United States on March 10, 2026
★★★★★ 5
Excellent way to learn about a framework used by Andy Grove and Google. Specific examples and case studies are terrific!
Format: Hardcover
I couldn’t put this book down, so I read it in one sitting.
Many business books talk about the organizational brilliance of Andy Grove's Intel, Google, disruptive startups, and high-performing charities. This one actively teaches you how to mimic their organizational brilliance. The book distinguishes itself by providing clear examples of how OKRs help organizations achieve their full potential. Primary source documents, including internal memos, show how Intel CEO Andy Grove used OKRs to rapidly respond to competitive threats.
As an admirer of Google, I enjoyed learning how OKRs were used at key points in its history. When Google employed 25 people, CEO Larry Page set OKRs for every engineer. When Chrome sought to disrupt the browser market, OKRs enhanced the product team’s creativity. When YouTube sought to establish its own identity within Google, OKRs helped the team set appropriate business goals. It’s really nice that specific OKRs from Google’s history are included in the book.
Some people mistakenly believe that OKRs only work for Google, and the book provides clear examples of how OKRs were successfully implemented by startups, large corporations, and non-profit organizations. Entrepreneurs will enjoy learning how fitness, education, healthcare, and food delivery startups used OKRs to find new markets and manage their expanding headcount. Fans of corporate transformations will enjoy learning how OKRs led to human resources and technology process overhauls at some of the world's largest companies. Non-profit leaders will enjoy learning how the Bill & Melinda Gates Foundation and Bono used OKRs to impact millions.
All in all, I found the chapters to be short yet impactful, and arranged in a logical sequence. I particularly liked that as the book progresses, it provides clear examples of how to overcome the nuances of implementing OKRs. I felt my OKR-setting muscles getting stronger by the end of the book.
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Reviewed in the United States on April 30, 2018
★★★★★ 4
... Doerr began his career under the tutelage of the great Andy Grove
Author John Doerr began his career under the tutelage of the great Andy Grove, CEO of Intel, who transformed that company into the world's largest manufacturer of semiconductors. It was Andy Grove who turned a simple method “OKRs”, into a devastatingly effective business tool which became the lifeblood of Intel.
In 1978, Intel had developed the first high-performance, 16-bit microprocessor, the 8086. Soon it was getting overtaken by Motorola’s 68000 which was easier to program. Using OKRs, Intel launched “Operation Crush” to deal with this threat. The results were fast, focused and effective. “When we smacked Motorola between the eyes,” Doerr writes, “A manager there told me, ‘I couldn’t get a plane ticket from Chicago to Arizona approved in the time you took to launch your campaign.’”
Doerr left Intel to join the venture capital firm at Kleiner Perkins Caufield & Byers, and became an early investor in Google. There he managed to entrench Andy Grove’s business tool to great effect and it is acknowledged as a key contributor to Google’s success. The results have made Doerr the 105th richest man in the US. This book describes how to use this tool.
John Doerr is the current evangelist for OKRs, OKR stands for Objectives and Key Results. As a strategist, I know the importance of knowing where you are going or as Yogi Berra pithily said: "If you don’t know where you’re going, you might not get there.” However, as Doerr writes, and as you and I know, “Ideas are easy. Execution is everything.”
OKRs are for executing. An “objective” is simply what is to be achieved, no more and no less. Key results benchmark and monitor how we get to the objective. The difference between ‘key results’ and ‘key performance indicators’ are very different. I may really be impressed that you performed well, but your efforts are only useful if you achieved the results I need.
Marissa Mayer would say of OKRs, “It’s not a key result unless it has a number.” With a number attached, OKRs are either met of not met. There is no grey area, no room for doubt. The time frame for an OKR can vary from a month to a quarter or more, but at the end of the period, they have either been met or they have not.
When the objective is clear and specific, it produces far better results than when it is vaguely worded. ‘Performance excellence,’ or ‘Customer satisfaction’ are very different when expressed as ‘98% error free’, or ‘delivered within 12 hours’.
Aside from Google and Intel, OKR adherents include IT firms such as AOL, Dropbox, LinkedIn, Oracle, Slack, Spotify, and Twitter. But adherents also include firms such as Anheuser-Busch, BMW, Disney, Exxon, and Samsung.
The simplicity of the design of OKRs hides the complexity of implementing the method. When the OKR is formulated, it will undergo iteration – this is inevitable. And this is not the problem. The problem is the commitment of the most senior managers to the discipline that is required.
Without the most senior managers' commitment this will fail, much as your previous systems have failed to produce the promised result. In a meta-analysis of seventy studies, high commitment to managing the company by objectives showed a productivity increase of 56%. Where that commitment was low, productivity increases were a mere 6%.
The problem with getting results is compounded when we are employing people to think. On an assembly line, it’s easy enough to distinguish output from activity. It gets trickier when employees are paid to think.
In a thinking environment, many of the benefits of OKRs are highlighted. A particular challenge for many in such an environment is separating the person from the activity. All too often, feedback becomes very personal leading many managers to avoid confronting non-performance. When the focus is on unequivocal results that can be tracked, then non-performance can move to an analytical discussion. After all, a performance management system is a tool, not a weapon.
The OKR is formulated as “We will achieve a certain objective as measured by the following key results. This begins at the highest appropriate level of the organization and then all below can align their OKRs to this meta-OKR.
When Bob Noyce and Andy Grove began the “Crush” project, the directive to Intel’s management level was simple and clear: “We’re going to win in 16-bit microprocessors. We’re committed to this.” This objective was given to the top one hundred people at the meeting. It was conveyed to the next level in 24 hours. Intel was close to a billion-dollar company at the time, and “it turned on a dime” - through a clear, aligned, objective and a clear required result.
The “Crush” project included top management, the entire sales force, four different marketing departments, and three geographic locations—all working together as one. It was proof of Andy Groves assertion that “Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them.”
Great companies are not great because they have a great idea, but because their execution is great. There are no exceptions. Those who do not have excellent execution are an accident waiting to happen. Using OKRs, a successful organization can focus on the handful of initiatives that can make a real difference and defer the less urgent ones.
The very act of formulating the objective makes communication with clarity possible. Focusing on results rather than activities allows people to adjust their activities to meet the results, rather than to slavishly following performance indicators, as the environment changes.
Consider this horrifying finding: In a survey of eleven thousand senior executives and managers, a majority couldn’t name their company’s top priorities!
“There are so many people working so hard and achieving so little,” Andy Grove noted. To address this issue will require commitment to making the OKR process effective, and this commitment should not be understated, which is why it has to start from the very top.
If you are a leader of your business your commitment should start with a reading of John Doerr’s book, and then share it with your colleagues.
My personal experience with the process is best summed up by actress Mae West’s famous statement: I never said it would be easy, I only said it would be worth it.
Readability Light --+-- Serious
Insights High ---+- Low
Practical High +---- Low
*Ian Mann of Gateways consults internationally on strategy and implementation and is the author of the recently released ‘Executive Update.’
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Reviewed in the United States on July 27, 2018