Well equipped for future challenges
The past year was defined by innovation, talent development, and a people-centered culture that balances stability with progress. In the competition for talent, HOERBIGER stands out by offering a work environment that fosters team spirit and encourages both professional and personal growth through active participation.
In 2024, HOERBIGER employed 6,477 people worldwide, including 6,173 permanent employees and 304 temporary workers. The 4.9 percent increase over the previous year is primarily attributable to acquisitions in the Rotary Business Unit and several major customer projects in Latin America. Additionally, new positions were created throughout the Group in innovation, sales, and production to advance key future topics, strengthen market presence, and meet high demand.
Stability and innovative strength as success factors
With 130 locations in 40 countries, HOERBIGER combines international reach with strong local roots. This global presence enables employees to network internationally, develop their skills across locations, and gain intercultural experience. At the same time, the company provides a stable working environment with long-term employment – on average, employees have been with HOERBIGER for over ten years, and managers for around 15 years.
To remain competitive over the long term, HOERBIGER focuses on both stability and innovative strength. The ongoing development of the organization and the targeted support of employees play a key role in this. By growing in promising markets, the company not only strengthens its own future readiness but also enhances long-term career prospects for its employees.
Progress through digitalization, networking, and training opportunities
In 2024, HOERBIGER continued to invest in a corporate culture that fosters innovation. Efforts focused on training and development, cross-functional collaboration, and the digitalization of internal processes. Initiatives included the launch of the internal social communication platform MyHoerbiger, the internal job market, the transition to a global recruiting platform, and the expansion of digital self-service tools for employees and managers.
A prime example of strategic talent development is the GrowtH program, launched in 2023. It combines further education with intensive mentoring and promotes international, interdisciplinary collaboration. Over an 18-month period, participants develop both professional and personal skills and learn to successfully manage projects and teams. The first cohort of 15 participants completed the program in January 2025 with a final presentation and a celebratory event at the global management meeting in Barcelona. The second cohort is currently participating and is expected to graduate in October 2025, while the third group will begin in May of this year.
“2024 has shown that our leadership and corporate culture play a decisive role in attracting and inspiring talent.”
Empowering leadership and fostering feedback culture
In addition to the GrowtH initiative, The HOERBIGER Way – a leadership training program launched in 2023 as part of the Leadership Campus – has become a core element of leadership development. The ongoing program brings together leaders from all business areas and regions, reinforcing a consistent and unified leadership culture across the company. Since its inception, approximately 200 participants from Austria, Germany, the US, and China have completed the program. Based on overwhelmingly positive feedback, it will continue in 2025 with four additional sessions: two in Vienna, and one each in Schongau and Waukegan. To further support leadership growth, the program is complemented by targeted workshops and seminars tailored to the specific needs of participants. In addition, the Leadership Capability Toolbox – a virtual training platform – has become a cornerstone of HOERBIGER’s leadership learning landscape. In 2024 alone, more than 450 employees engaged with the platform to strengthen their leadership skills.
Feedback as a driver of development
To promote a culture of continuous improvement, the Group Learning & Development team has launched several initiatives aimed at enhancing feedback practices. One such initiative is Snack and Learn, a virtual, 30-minute session format offering practical insights into four key areas identified in the latest Voice for Excellence (V4E) survey: cross-organizational strategy communication, effective workload management, constructive feedback, and internal development opportunities. These sessions support focused skills development while fostering open dialogue on real workplace challenges.
Fostering an open and constructive feedback culture remains a key priority for HOERBIGER and will be a central focus of the upcoming Voice for Excellence (V4E) survey in September 2025, titled #WeLoveFeedback. As part of this ongoing commitment, 360° feedback has been carried out – a structured process that gathers input from supervisors, peers, and colleagues. The goal is to develop a well-rounded understanding of individual strengths and development areas by comparing self-perception with external perspectives. The insights gained from this process support both personal and professional growth, while reinforcing a culture of open communication and continuous learning – delivering valuable benefits for employees and the organization as a whole.