Human Resources

In an era of abundant opportunities and challenges, a company’s competitiveness largely depends on how it values its employees and nurtures talent. For the STIHL Group, employees are the key resource for successfully navigating the current transformation. The Group places great emphasis on developing new skills among employees, fostering a culture of lifelong learning, and enhancing collaboration and leadership on a global scale. Through targeted development programs for managers and employees, along with digital solutions, STIHL fosters an environment that boosts innovation and teamwork.

The global economy and market conditions around the world are changing rapidly and companies need to adapt to remain competitive. For STIHL, this means that we must take decisive steps, as future success depends on strong cohesion, breaking down silos, and overcoming departmental and cultural boundaries. In practical terms, this requires further development of organizational structures and the consolidation of efforts and resources.

One example of these changes is the establishment of regional management hubs. The goal is to unite countries and markets with similar target groups and geographic proximity. The DACH region, i.e. Germany, Austria, and Switzerland, led the way in 2024. Other regions around the world are slated to follow: North America, Latin America, Oceania, and East Asia are all currently launching their regionalization projects. Western Europe, Eastern Europe, and Africa/Middle East will follow.

Leadership development

As the global market leader in the gasoline-powered product segment, STIHL is currently transforming into a business that also aims to be a leader in battery-powered products. This transformation and the pursuit of dual technology leadership require openness, flexibility, and a willingness to explore new paths on the part of all stakeholders. Managers in particular have a key role to play in successfully shaping the transformation. They can act as role models and promote a positive attitude to change in their teams by highlighting the opportunities and benefits. International initiatives such as the International General Manager Program (IGMP) and the International Talent Management Program (ITMP) focus on expanding personal global networks and delivering the latest management expertise, ensuring STIHL managers receive the strongest possible support to enhance their effectiveness.

In addition to the international programs, STIHL also relies on regional measures that are tailored to specific local requirements. In Australia, for example, a 12-month leadership development program strengthens managers in areas such as communication, change management, and self-reflection. Some 25 dedicated managers successfully completed this program in May 2024.

In China, the STIHL production facility in Qingdao focuses on the targeted development of high-potential employees and emerging leaders. The focus is on topics such as self-management, team leadership, and strategic corporate management. Through practical methods such as case studies and simulations, participants receive targeted preparation for future leadership roles.

These initiatives are complemented by events like the annual Leadership Summit, which provides a global platform for over 2,000 managers across the STIHL Group to exchange ideas and insights. Under the slogan “Embracing Change, Transforming STIHL,” key topics such as modern leadership, competitiveness, sustainability, and innovation were explored in more than 30 virtual sessions at the 2024 event. The goal is to collaboratively drive the necessary changes across the Group.

All programs and events are closely aligned with STIHL’s strategic goals, ensuring our long-term success. With this approach, STIHL is sending a clear signal in support of modern, effective, and future-oriented leadership development that not only drives our success but also actively supports employees’ personal growth.

Employee dedication

STIHL owes much of its current success to the dedication and loyalty of its employees, who play a decisive role in leading the Group to important milestones. That is why STIHL is committed not only to developing managers but also to implementing initiatives that actively support employees and foster their continued development.

2024 was marked by the launch of new initiatives. STIHL Qingdao made significant progress with the China Power Series, boosting motivation, team spirit, and well-being among the workforce. Various initiatives were launched under the themes “Power of Love,” “Power to Grow,” “Power to Green,” and “Power of Enthusiasm,” including charity and environmental campaigns, sports competitions, and a family day. These measures not only promote cooperation but also increase employee satisfaction.

And these efforts are paying off: In June 2024, STIHL Qingdao received the “Excellent Organization Award” from Chengyang District for its social commitment and sustainability.

A global survey – the Global Pulse Check – is scheduled for May 2025, aimed at enhancing leadership, collaboration, and corporate culture across the STIHL Group. For the first time, it will encompass all employees worldwide across the Group, analyzing key areas such as strategic clarity, leadership, recognition, development opportunities, and the working environments.

To assess this last point, STIHL also conducted a survey on psychosocial stress in Australia in May 2024. The aim was to identify and analyze potential risks such as stress, workload, and organizational challenges. The results showed a supportive working environment with a healthy balance between demands and the use of resources. It was determined that there are no risks to a healthy working environments for employees in Australia. STIHL Australia also used the survey to identify improvements compared to a previous survey. With an increase from 3.84 to 4.34 points and an improvement in the Gallup percentile from 32 to 69, the results show the success of targeted measures, in particular the Leadership Development Program, which was introduced in mid-2023.

STIHL Australia was also recognized for the first time as one of the AFR BOSS “Best Places to Work”, ranking among the top ten companies in the industry.

Supporting young professionals

We make targeted investments in employees who begin their careers with STIHL. In doing so, we ensure that employees receive not only top-tier technical training but also comprehensive professional development. Through specialized programs, we help trainees and dual-study students fully develop their personal and social skills.

In September 2023, a comprehensive social project was launched at the founding company, providing promising STIHL employees with the opportunity to actively engage in local social institutions. It includes hands-on activities such as helping Vesperkirche Stuttgart serve food to the homeless, helping Diakonie Stetten to overhaul garden furniture, and a creative project day at the SOS Children’s Village in Schorndorf. The combination of hands-on activities and structured support enhances social and personal skills with lasting impact.

Through the “Apprenticeship Ambassadors” initiative, STIHL encourages apprentices to share their experiences in schools, inspiring students and providing them with valuable insights for their career choices. This exchange also helps STIHL establish contact with potential specialist employees at an early stage.

International experience is also part of the program. Dual-study students can, for example, complete their internship semester at partner companies such as TinyMobileRobots in Denmark. They work on innovative projects, such as the development of autonomous lawn robots, and gain valuable international experience.

Helping each other

For STIHL, putting our guiding principle “With each other – for each other” into action is a given, both in everyday routine and in times of crisis.

This was especially evident in 2024 when devastating floods in São Leopoldo, home to one of the Group’s largest manufacturing companies, caused severe damage and left more than 400 employees without homes. During this difficult time, the entire STIHL Group stood firmly together. The Group provided 800,000 euros in emergency aid, including 500,000 euros for employees directly affected and 300,000 euros for local aid organizations. In addition, an internal fundraising campaign by founding company employees raised further money for their Brazilian colleagues. A building on the premises of STIHL Brazil was quickly repurposed as emergency accommodation for more than 100 people, supplemented by donations of clothing, food, and medical supplies. Employees also actively assisted with the clean-up work.

A great deal of help was also provided during the flood disasters in Spain and Germany: In Spain, equipment worth more than 50,000 euros was donated. In Germany, there were also extensive product donations to local rescue organizations. Additionally, a fundraising campaign by all employees of the founding company raised approximately 80,000 euros to support those affected, directly benefiting colleagues who suffered losses.

Digitized HR processes

STIHL is committed to making the day-to-day work of employees easier and processes more efficient. A key aspect of these efforts is the digitization of HR processes, including annual feedback meetings, personnel development, and the centralized management of employee data.

With the introduction of HR Online, STIHL is establishing a foundation for standardized HR processes, enhancing collaboration across the Group and across regions. Since 2024, for example, a global system has been used for annual appraisals and personnel development processes in China, Brazil, Austria, and Germany. All STIHL Group companies will be linked by 2026. At the same time, STIHL is implementing its global master data system Employee Central, which is already successfully in use in countries such as France, the UK, Spain, and Portugal. North and South America will follow in 2024, while Asia and other European countries will be integrated in 2025. The global rollout of both systems should be completed by mid-2026.