Engagement, development, empowerment: people at the center
Change, learning, and cross-group collaboration defined 2025 at HOERBIGER. Employees actively shaped these changes, while the company continued to strengthen the foundations for a modern and future-oriented work environment. The focus was on three key areas: the Voice for Excellence employee survey, learning and development with a special emphasis on mentoring, as well as modern work and digitalization.
In 2025, HOERBIGER employed 5,840 people worldwide, including 5,535 permanent employees and 305 temporary workers. The significant decline compared to the previous year (2024: 6,477; 6,173 permanent employees, 304 temporary workers) is attributable to the divestiture of Altronic and RAC/MAC, which resulted in the loss of approximately 500 permanent employees.
With Voice for Excellence, HOERBIGER conducts a global employee survey every two years. The current round reached a historic high: 84% of all employees participated and provided valuable feedback on strategy, culture, and leadership. At the same time, key metrics improved significantly: employee engagement rose by five percentage points compared to 2023 to 89%, and satisfaction with working conditions increased by seven percentage points to 85%. As in 2023, HOERBIGER thus outperforms comparable companies.
The global focus areas – strategic communication, internal development, feedback, and effective workload management – also showed noticeable improvements. These areas will continue to be monitored to ensure that this positive trend is sustained. “The Voice for Excellence 2025 results show that HOERBIGER ranks among the best companies worldwide in the areas of leadership, culture, and collaboration,” emphasizes Aladin Huwyler, Head of People & Culture.
“I n 2025, leaders and employees together sparked something greater than any single initiative: genuine momentum. Our culture has gained strength – and is transforming HOERBIGER from the inside out.”
Mentoring as a building block for growth
A new initiative in the reporting year was the mentoring program. Numerous employees applied to be mentees, while more than 60 managers volunteered to serve as mentors and underwent internal training in coaching. The six-month program is based on self-initiative and supports employees in strengthening their skills, fostering entrepreneurial thinking, and advancing their personal development goals. In the reporting year, the internal fill rate for management positions remained stable at a high level of 75% (2024: 78%).
In addition, HOERBIGER made significant investments in learning and development in 2025. Alongside mentoring, the GrowtH, The HOERBIGER Way, Leadership Essentials, and Leadership Capability Toolbox programs were continued or expanded.
In 2025, two cohorts of 15 participants each completed the GrowtH talent development program, which was launched in 2023. Following the program, 38% of the participants advanced in their careers.
The HOERBIGER Way leadership training brings together managers from all business areas and regions and strengthens a unified leadership culture. In 2025, 81 managers (2024: 155) participated in three training sessions (2024: four) and gathered in Germany, Austria, and the United States.
The Leadership Essentials foundational training program for new managers was transitioned into regular operation in the reporting year following a pilot phase (2024). At least one training session was offered in each region. A total of 125 managers (2024: 77) participated in nine sessions (2024: four).
The Leadership Capability Toolbox is a catalog of virtual training options that employees can select based on their individual needs. During the reporting year, 47 training sessions (2024: 30) were held, with 511 (2024: 464) participants.
Rethinking work methods
2025 was also a year of digital advancement. Many of the foundations were laid to ensure the success of modern collaboration. A key milestone was the Microsoft Copilot trial, in which approximately 150 employees worldwide participated. The goal was to gain practical experience and understand how AI can support daily work. The insights from the pilot group formed the basis for the decision to launch a company-wide rollout in 2026, accompanied by training and clear use cases.
Another key component was the Modern Work Advocates program. Through five training sessions, approximately 80 colleagues have already been trained and now serve as advocates for modern work practices. They support teams worldwide in using digital tools such as Teams and SharePoint, and promote change, knowledge sharing, and efficient collaboration.
These initiatives demonstrate that for HOERBIGER, digitalization is not an end in itself, but directly benefits employees. It creates flexibility, improves processes, and strengthens international networking. In this way, the company is laying the foundation for a modern, future-proof work environment.