Side by side and hand in hand

The STIHL Group is both a family-owned business and a global market leader. Both of those things shape the way we see ourselves as an employer. At every member company worldwide, we maintain a corporate culture built on partnership, offer family-friendly working hours, and provide extensive benefits. By doing so, we give all employees the opportunity to grow at STIHL.

Decent work and economic growth

Organization and responsibilities

Overall strategic responsibility for personnel management at the STIHL Group lies with the STIHL AG Executive Board member for Human Resources and Legal Affairs. Each major STIHL company has its own human resources department, whose work is subject to guidelines set by the founding company. The guidelines govern the introduction and alteration of pension systems, conditions for international staffing assignments, and contractual and compensation parameters for managers. We altered the organizational structure at the end of the reporting year. Since early 2024, the HR managers at all production companies and the major sales companies have reported to the Executive Board member in charge of Human Resources and Legal Affairs.

International human resources strategy

Human resources, or HR, plays a decisive role in our transformation from mechanical engineering company to a mechatronic and software specialist. Because qualified and motivated employees are the engine of this change, the HR team at the founding company has partnered with managers in charge of staffing at the production and sales companies in Germany and France to develop an international HR strategy.

The strategy covers five fields of action:

  • ONE HR
  • Digital HR
  • HR as a transformation partner
  • Leadership transformation
  • New skills and abilities

The aim is to establish an excellence standard in HR at STIHL. With this goal in mind, HR across the STIHL Group will continue to grow together based on strategic directives such as the harmonization of core HR processes, which will be made possible by a common software standard. Uniform KPIs across all companies make it possible to present analyses of business management to the Executive Board and Advisory Board. Digital self-services, such as for the entry of personal data and for the internal application and staff development process, help modernize HR. To this end, STIHL launched a project in 2017 to roll out a uniform software standard worldwide. The master data system was introduced at our Nordic locations in the reporting year, with a corresponding kickoff taking place in Germany and at other European sites. Various self-service modules were rolled out at the STIHL companies in Brazil and Austria, for example.

HR acts as a transformation partner both throughout the entire organization while also proactively supporting important projects. HR staff members continue developing their own roles and skills in order to drive forward transformation and innovation within the Group.

The transformation also places new demands on supervisors and their functions. They have to develop skills and capabilities that will make every employee fit for the future and integrate them into the company. Global management programs prepare executives for their future roles. The STIHL Leadership Principles were developed in this context. They guide the leadership transformation and have been undergoing introduction at all production companies and major sales companies since late 2022. We revised the concept in the reporting year so that we can launch further initiatives in 2024.

Employment within the STIHL Group

As of December 31, 2023, STIHL Group companies employed 19,805 people worldwide, a decrease of 747 compared to the previous year (20,552, not including temporary agency workers). All other workforce figures in this report take into account the founding company, STIHL International GmbH, the Dieburg distribution center, and all production companies, including the ZAMA Group. The companies within this scope of consolidation had a total of 17,515 employees at the end of 2023 (previous year: 18,667, not including temporary agency workers). All other key performance indicators are reported on this basis.

Employment within the STIHL Group
as of Dec. 31

  2023 2022
Total headcount within the STIHL Group¹ 19,805 20,552
Total headcount within the scope of consolidation¹ 17,515 18,667
Of which apprentices and students 844 866
Average headcount¹ 18,142 18,622
Number of temporary agency workers 180 519
¹ Not including temporary agency workers. STIHL does not employ any non-guaranteed-hours employees.

Total headcount by type of employment¹
As of Dec. 31 (previous year in parentheses) -  Values rounded

In the reporting year, there were 1,934 new hires (previous year: 3,594), including employees with temporary contracts, apprentices, and students, but excluding temporary agency workers. The current reporting system does not provide for a detailed disclosure of new hires by age group or gender. However, such disclosures are under consideration for future reports.

The decrease in headcount is attributable to workforce adjustments that we were forced to make due to multiple production adjustments as a result of weak economic activity and the global decline in sales. The number of temporary agency workers was significantly below the previous year’s level. STIHL primarily hires temporary agency workers in product-related areas to cover peaks in manufacturing.

STIHL makes every effort to create secure jobs. As of December 31, 2023, roughly 91 percent of employees Group-wide had permanent contracts (previous year: 86 percent). In doing so, we make a contribution within our means to achieving the target of full employment, as stated in the goal “Decent work and economic growth” (United Nations Sustainable Development Goals, SDG 8).

Headcount by region and gender¹
As of Dec. 31 (previous year in parentheses)

Headcount¹ by type of employment and region
As of Dec. 31

Workers’ rights

At the STIHL Group, we have traditionally maintained open and constructive exchange with employee representatives. All STIHL plants in Germany have employee councils, and work agreements for staff are in place there. Together, the individual employee councils form the General Employee Council for the founding company. Our international companies, such as those in Brazil and China, have local employee representation bodies in accordance with national law. Collective bargaining agreements or similar collective wage structures are in place at many production companies, covering roughly 57 percent (previous year: 56 percent) of all staff. Generally, we pay employees in all countries in line with market rates. By protecting workers’ rights, STIHL is making a contribution to achieving the goal “Decent work and economic growth” (United Nations Sustainable Development Goals, SDG 8).

Attractive employer

Fair cooperation in a spirit of partnership is a key element of our corporate culture. Support from colleagues and open communication are just two of the ways in which this manifests itself. Long terms of service and low rates of voluntary resignation (excluding retirements) at nearly all locations show us that our values are also embraced and appreciated. Turnover among permanent staff not employed in production stood at 3.6 percent in the reporting year for the consolidated group (previous year: 4.1 percent). Because the number is so low, we do not keep records of voluntary resignation by region, gender, or age group.

We foster international networks and cooperation within the STIHL Group by offering employees the opportunity to work abroad. Working with colleagues at other STIHL companies and sharing experiences with them promotes the exchange of knowledge and strengthens mutual understanding and collaboration. A total of 86 STIHL employees were seconded to other Group member companies in the reporting year. At the individual locations, we additionally strengthen team spirit through a variety of activities, including celebrations, outings, and competitions, as well as events to mark International Women’s Day, Mother’s Day, and Father’s Day.

Benefits and perks

We offer our employees voluntary social benefits that go far beyond what is agreed upon through collective bargaining.

At nearly all STIHL companies, eligible employees receive an annual bonus linked to financial performance. Employees at the founding company can also take part in a company pension plan that is financed entirely by STIHL and acquire profit participation rights within the scope of a stock ownership plan that consists of an employee contribution (one-third) and an employer subsidy (two-thirds). The profit participation rights may offer yields as high as 10 percent, depending on the company’s success, allowing staff members to profit from their dedication and performance by adding to their savings.

In addition, the parties within the founding company signed a new employment and site guarantee agreement through the end of 2025 in late 2021. The agreement gives core staff at the founding company a four-year employment guarantee. In it, STIHL has also made a commitment to continue providing extensive vocational training and support to new employees just entering the workforce. For more than 20 years, employment and site guarantee agreements have played an important role in allowing us to develop the business and safeguard jobs.


In the United States, Forbes magazine has once again named STIHL Inc. one of the best medium-sized employers in America. Our company in Spain received “Great Place to Work” certification in the reporting year, with STIHL Brazil being honored as one of the country’s best employers for the fourth time in a row while STIHL China earned those same accolades for the second time in a row. In August 2023, STIHL Greece won the “Greek Business Champions Award.”

Work–life balance

Employment with STIHL offers employees a wide range of options for striking a balance between work and their private lives. At most locations, Group member companies work with employees to arrange working models that are flexible enough to enable care for children or other family members, or take other personal circumstances into account. In addition, the STIHL Group supports staff by offering part-time models and local perks such as corporate childcare. At the Waiblingen and Ludwigsburg locations in Germany, we have started expanding childcare capacities in addition to current offerings, such as our Mia STIHL day-care center and spaces funded by STIHL at other private facilities for the children of staff. New mothers at our Swiss chain plant and STIHL Brazil can also make use of lactation rooms. The Swiss plant also provides a space where children can spend the time during their parents’ shift changes in a pleasant atmosphere.

The coronavirus pandemic has made us even more aware of the advantages of remote working for employees and employers, with staff and supervisors making individual arrangements on the matter since the end of the Covid-related restrictions. At the founding company, at the distribution center in Dieburg, and in Brazil, the guidelines call for staff to be in the office 60 percent of the time, with remote working possible for the remaining 40 percent of their hours.

Diversity and equal opportunity

Diversity and equal opportunity contribute to a sustainable HR policy and help secure the sustainable success of the Group. Our commitment builds on core values of our globally operating family business, such as internationality, openness, and diversity. We aim to empower employees to bring their strengths, experiences, and potential to the fore at the STIHL Group, regardless of their gender, origin, age, and other traits. We do not tolerate racism or any form of discrimination, and we support the inclusion of people with disabilities.

To do an even better job of strategically promoting our diversity strategy, our locations in Germany are currently conducting a review of current offerings, including our “Female Leadership” training. In addition, the founding company spoke to STIHL Brazil, which has been making good progress with its diversity program for many years (see “Many shades of orange,”). Because diversity and equality need to be supported and actively encouraged, we expanded our e-learning options to include training on leadership approaches to promoting diversity and inclusion. We plan to launch further initiatives over the course of 2024. The founding company already collects information and draws up key performance indicators on the issue of equality, which it provides to the Employee Council on a yearly basis.

Total headcount by age¹
As of Dec. 31 (previous year in parentheses)

In the reporting year, women accounted for 29 percent of the total workforce within the STIHL Group (previous year: 30 percent). Three of the six STIHL AG Executive Board members are women. As a result, STIHL has more than met the target that was defined by the STIHL AG Supervisory Board in June 2022 of having at least one woman on the Executive Board. Four of the twelve members of the STIHL Supervisory Board are women, exceeding the statutory requirement in Germany of at least 30 percent.

Sponsored by Deputy Advisory Board Chair Karen Tebar and Chief Financial Officer Ingrid Jägering, “Women Network@STIHL” was launched at the STIHL founding company in the reporting year. More than 200 participants attended the kickoff meeting in May 2023. The network was initiated by twelve women from each department at the founding company with the aim of creating a platform that supports women in sharing their experiences and best practices while raising awareness of their needs. Sharing experience and knowledge also plays an important role in HR, with colleagues from a variety of countries and companies coming together to discuss initiatives.

The STIHL Group also discusses diversity and equal opportunities with other companies, both informally and at specific events. This approach allows us to see how others develop and roll out diversity concepts, giving us insights into what could await us as we move forward.

Professional development and training

The STIHL competency model

The knowledge, skills, and development potential of employees play a pivotal role in the STIHL Group’s success. The STIHL competency model aims to secure and develop new know-how. Based on findings from surveys and workshops involving employees and supervisors, it defines our common understanding of the required competencies and consists of eight fields of competence that relate to specific expertise, as well as motives, attitudes, and values – from entrepreneurial thought and action to partnership-based leadership and shaping change. To ensure a consistent approach to talent development and succession planning throughout the Group, the competency model has been introduced at all companies, where it acts as a foundation for annual staff performance reviews, among other things.

STIHL learning worlds

At nearly all locations, employees can choose from an extensive selection of seminars, including internal and external classroom training sessions and a growing number of hybrid and purely digital learning opportunities. The options focus on social and interpersonal skills, methods, project management, and technical training for employees in production. In 2023, each employee received an average of roughly 20 hours of professional development a year (previous year: 15 hours).

Our learning management system STIHL HR Online Training, which offers employees information on professional development and the option to schedule training sessions, was expanded to Brazil, the U.S., and Austria in the reporting year. STIHL also offers employees support in completing professional training measures, such as pursuing a degree program or gaining master tradesperson certification. Technical staff who work on gasoline-powered drive technology can take advantage of a training and qualification program in electrical engineering and mechatronics to support them as we shift our focus to battery-powered drive technology.

We reached a central works agreement on digital learning in the reporting year. The central works agreement governs all key aspects of information and rules regarding professional development at the STIHL Group’s founding company, from determining the need for training to the sign-up process for employees. The STIHL corporate cloud also features new content for improved knowledge management that we are constantly expanding.

Executive development

A project to refocus executive development started at the STIHL founding company in November 2022. The goal of the project is to develop a systematic executive development approach at the founding company that addresses the relevant target groups, takes their needs and strategic skill profiles into account, and includes up-to-date teaching concepts. The first step involves creating an overall concept before outlining the program for the first target group. The first two programs were successfully launched in 2023.

As part of the STIHL mentoring program, long-serving managers pass on their knowledge and experience to the talents of tomorrow, rounding out the range of offerings. The mentoring program usually lasts one year and is geared toward a long-term approach to fostering talent. The international STIHL companies – such as those in China and Brazil, as well as ZAMA – also offer a variety of programs.

In 2021, STIHL set up an international general management program (IGMP) for international senior executives in cooperation with SGMI Management Institute in St. Gallen, Switzerland. It aims to impart strategic management knowledge and offer new perspectives on the latest leadership issues while strengthening international exchange within the Group. Participants have had high praise for the program from the start, with 31 managers completing it in the reporting year. An international talent management program is slated to be added in 2024. Geared toward staff at the second management level in whom STIHL companies see potential for an executive or supervisory role, it too will address topics such as leadership, strategy and competition, finance, change management, and collaboration. At the founding company, the STIHL HR team is currently also developing the STIHL Leadership Academy, an additional offering for managers and supervisors from a variety of backgrounds.

The STIHL Group conducts executive surveys every year. Already in use at all production companies and the largest sales companies, we expanded this format to another 19 sales companies in the reporting year. As a result, we are able to gain insights into leadership culture at a total of 38 companies, as well as an overview of the aspects we want to improve and advance. In 2023, 1,961 out of 2,412 surveyed managers, supervisors, and executives (81 percent) responded to the questionnaire. The overall result for the STIHL Group is positive across the board, with a mark of 2.41 on a scale of 1 (strongly approve) to 7 (strongly reject). This shows that our leadership culture is based on solid foundations. Working equipment and occupational health and safety were highlighted as particularly positive aspects. The focus on quality and solution-based approach to mistakes were also assessed highly across the Group.

Vocational training and degree programs at STIHL

We take our responsibility as a business that provides training very seriously. In addition to a wide range of technical and business training tracks, young people can also complete a combined vocational training and degree program at STIHL in cooperation with Baden-Württemberg Cooperative State University in Stuttgart. Both training and education paths are an important part of our strategy to ensure access to specialists in the long term. STIHL had 401 apprentices and students on cooperative education programs in the reporting year.

Around the world, we invest in modern vocational training, as well as comprehensive training options that focus on the latest material. To enhance our focus on social sustainability within our training and education offerings, a pilot corporate volunteering project was launched in the reporting year. Apprentices at the founding company in Waiblingen spent four days supporting „Vesperkirche“, a social project in Stuttgart, while students enrolled in our cooperative education program helped out during the „SchaffTagen“ campaign spearheaded by the local charitable organization Diakonie Stetten.

In Germany, we provide apprenticeships that combine hands-on training and classroom education at four STIHL locations. Most recently, we have also rolled out proven training concepts in line with this dual approach at locations where the state school system does not provide this type of training, such as in the U.S., Brazil, and Qingdao, China. Every year, we give up to twelve staff members at our Swiss chain plant who do not have formal professional qualifications the opportunity to obtain a certificate as a machine and plant operator. The training is funded by STIHL and the Swiss cantons.

Many shades of orange

The diversity of our workforce is one of STIHL’s strengths. Every employee has the chance to make a difference, regardless of gender, origin, sexual identity, or disability. To underscore this mission, STIHL Brazil has launched its own diversity program.

STIHL is an employer. But it is also a member of society with a responsibility. That is why care is one of the focus areas of our sustainability strategy. Our commitment to diversity is part of it. “Treating each other with respect is one of STIHL’s core values, which is something we want to reflect in the image we project,” says Andréia de Borba de Souza from Human Resources at STIHL Brazil. Since 2019, the 37-year-old has been in charge of Programa Diversidade. The goal of the program is to foster diversity and inclusion among staff. “Diversity is the invitation to the party,” says Borba. “Inclusion is the invitation to dance.”

Both aspects contribute to a sustainable human resources policy under which everyone can leverage their strengths. The factors also play an important role in success, with studies indicating that diverse teams are often particularly innovative. The message to society is another factor. According to Borba, 56 percent of Brazilians are black, yet Afro-Brazilians only make up 4.7 percent of all business leaders. For women, those figures stand at 51 and 29 percent. STIHL Brazil aims to lead the charge for change, and has made both ethnicity and gender two pillars of its diversity program.

»Treating each other with respect is one of STIHL’s core values.«
Andréia de Borba de Souza
HR Business Partner, STIHL Brazil

“We see a change in how people act”

Having started at management level, the program is now being felt on the factory floor. At its core, the strategy is about information and sensitization. New management staff complete mandatory “Diversity School” training. In group discussions, employees talk about ways to overcome prejudice and create acceptance for one another. International Women’s Day and Black Awareness Day, which commemorates the end of slavery, are celebrated together. Additionally, diversity and inclusion are constant elements of internal communication, advanced training, and recruiting.

The company does not use binding targets such as quotas, Borba explains. But success when it comes to soft factors is just as important. “We feel people’s pride, and we see a change in how they act,” she says. “It renews my motivation every day that we at STIHL are contributing to a shift in people’s mentality, and to a fair and respectful society.” For the fifth year of the program, she has her eyes set on a fifth aspect of diversity: “We’re thinking of setting up a working group on the topic of age.”


Program founded at the STIHL Group company in São Leopoldo, now with 200 participants

“Programa diversidade” The diversity program at STIHL Brazil rests on the following four pillars:


Women’s networks

“Women Network @ STIHL” was launched at the STIHL founding company in 2023. Sponsored by Chief Financial Officer Ingrid Jägering, the network gives women an opportunity to connect, share experiences and best practices, and draw attention to their needs. Previously, the company had smaller networks, such as “Women in IT.”

Equal opportunity

Our Swiss chain plant focuses on equal opportunities during the recruiting process by looking at people and their abilities, regardless of factors such as gender, age, or origin. The same goes for career development, with opportunities for advancement open to all.

Women in management

At our subsidiary ZAMA in the Philippines, 70 percent of employees are women — as are 40 percent of management staff.


We are dedicated to promoting and protecting the health of employees across the STIHL Group. We are constantly optimizing our approach to occupational safety and accident prevention while adapting our health management system to the needs of staff.

Good Health and Well-Being

Organization and responsibilities

The plants at the German founding company, the STIHL Group production companies in Brazil and China, and ZAMA China have an ISO 45001-certified occupational health and safety management system, covering 64 percent of the entire workforce (previous year: 57 percent). The management system at the founding company was recertified in 2022, with the other countries successfully completing the process in 2023. In addition, internal and external audits are performed annually. Processes and directives regarding occupational health and safety are defined in our STIHL guidelines and standards. Overall responsibility for the topic lies with the STIHL AG Executive Board member for Human Resources and Legal Affairs. At our locations, dedicated specialists within the executive departments for occupational safety are responsible for compliance and the implementation of legal and internal guidelines. Safety officers in the departments also keep an eye on occupational safety and support their supervisors when it comes to implementing preventive measures.

Accident avoidance and prevention

The internal STIHL directives define a hazard analysis and risk assessment process for work involving machines and other activities, with the aim of systematically identifying risks at an early stage and avoiding potential hazards wherever possible. Hazard analysis is conducted jointly by the appointed management and safety officers. Occupational safety specialists provide guidance, training, and support during the process. Based on the findings of the analysis, we plan targets and measures to further increase occupational safety. New insights are incorporated right away into the safety instructions for our staff. We familiarize all external visitors and staff from outside companies with potential hazards, as well as the applicable safety measures and safety rules, before they enter any of the Group plants.

Accidents and incidents are reported to the local occupational health and safety departments. STIHL investigates such events in cooperation with the individuals affected and their supervisors. Whenever possible, the employee council is also consulted. In addition, we review the findings of the hazard analysis and make adjustments to it as necessary. Necessary measures resulting from the investigations are initiated immediately. Fields of action for further improvements are derived from the regular analysis of all reported incidents.

Workplace accidents

Our goal is to keep the number of workplace accidents as low as possible. The number of accidents at STIHL facilities involving STIHL employees, staff from outside companies, and visitors is included in our records. In 2023, the accident rate stood at 4.2 per 1 million hours worked and was therefore slightly lower than in 2022 (4.5). As in previous years, we recorded no fatal workplace accidents. In 2022, we launched a pilot project for Germany, Austria, and Switzerland that aims to reduce the number of accidents in the long term and further enhance our safety culture. Findings from previous accident analyses and inspections show that simple changes in behavior, such as avoiding the use of cell phones on stairs or storing materials properly in a way that keeps paths clear, can help prevent up to 80 percent of accidents. We invite employees to participate in these preventive measures aimed at increasing safety in the workplace.

With that in mind, we took a variety of measures in the reporting year, including the launch of the “Misch dich ein” (“Get involved”) occupational safety campaign. Through intranet articles, tutorial videos, and signs in various locations such as cafeterias and at the entrances to the factory floor, we aim to increase employee awareness of occupational safety even further. Constant exchange on safety issues among members of staff and with their supervisors is also important. That is why the topic is regularly discussed in team meetings as part of the “Ten minutes for safety” section. Unsafe conditions and potential improvements in each employee’s personal working environment are addressed openly, along with good occupational safety solutions already in place. The approach allows other departments to adopt ideas as needed.

Another aspect of the campaign involves strengthening the role of safety officers, who support supervisors in all departments when it comes to promoting safety. Visual reminders within the departments help make the safety officers better known among their colleagues, while regular meetings with occupational safety specialists ensure expert support and exchange. In addition, a cross-divisional workshop for all safety officers is planned for 2024.

Workplace accidents¹

  2023 2022
Total workplace accidents 145 187
Of which employees of STIHL Group companies 127 150
Of which outside workers 18 37
Serious workplace accidents (more than 6 months’ time lost) 1 2
Of which employees of STIHL Group companies 1 1
Of which outside workers 0 1
¹ Includes workplace accidents with at least 1 day of time lost.

Accident rate
(STIHL employees only) per 1 million hours worked

  2023 2022
Total accident rate 4.2 4.5
Serious accident rate (more than 6 months’ time lost) 0.1 0.1

Training and communication

Occupational health and safety can only be ensured if all employees have the necessary awareness and have access to the necessary information. That is why companies within the STIHL Group provide all staff members with comprehensive training on a regular basis. They undergo a safety briefing at least once a year. Our continuing education program includes a wide range of learning opportunities such as fire drills and seminars on hazardous materials and load restraint. Employees who require special training to do their jobs, such as forklift or crane operators, receive the instruction they need. New managers and supervisors complete mandatory training on occupational safety. At the founding company, a total of 135 managers and supervisors took part in this two-day training program in the reporting year. In addition, we strengthen awareness among the workforce through constant communication by way of posters, written employee information, and regular contributions to the Executive Board report and the report of the management at company meetings. Employees can submit improvement recommendations related to safety aspects and other topics at any time using the local idea management system.

The STIHL plant in Qingdao, China, tested a new approach to fire prevention in the reporting year. Twenty-two teams from various departments received training on fire extinguishers, hydrants, and other equipment. Afterward, they had the opportunity to test their firefighting skills in a competition. The concept made it fun for staff to learn about an otherwise serious topic.

In the reporting year, STIHL Brazil demonstrated just how effective our awareness and training-based approach truly is. As part of a project to reduce the number of workplace accidents, 64 foremen and other members of staff spent a total of roughly 300 hours completing occupational safety training. Thanks to the training and other measures, this facility recorded a historically low occupational accident rate of 0.6 per 1 million hours worked – well below the upper threshold of 3.0. In 2023 alone, our colleagues in Brazil invested more than 5,800 hours on the job in fostering an even better safety culture and helped eliminate more than 3,200 potential risks.

Health management

We care about the health and satisfaction of employees. At nearly all production companies, the STIHL Group has company doctors or agreements with external physicians and occupational health experts who look after the occupational health needs of our staff and provide personalized medical support. STIHL also offers regular preventive occupational health exams and aptitude tests. At many locations, the Group even provides counseling and free annual flu shots.

Through a wide range of information and training offers, we promote the physical well-being and mental health of employees across the Group. We want employees to stay healthy, motivated, and able to perform in the long term and feel well cared for at STIHL. That is why we have developed classes on the four prevention principles of exercise, nutrition, addiction, and stress – even for our apprentices and student employees – and incorporated them into our training curriculum. The health management team provides a variety of options depending on the location, such as one-on-one physical therapy support, information on promoting good health, preventive measures, and sports programs. Consultation, training, and presentations on workplace ergonomics, nutrition, substance abuse, stress management, resilience, and mindfulness are also available. In 2023, the founding company spearheaded a campaign to help staff get into shape for the summer. Entitled “Fit für den Sommer,” the initiative gave employees an opportunity to prepare physically and mentally for the warm months ahead through cooking classes, exercise options such as circuit training, and seminars on topics such as healthy sleep. Health Day at our plant in Ludwigsburg centered on bicycle safety training, presentations on topics such as sleep and stress, core stability screening, and much more. The STIHL chain plant in Switzerland reached discount agreements with a variety of health and fitness service providers for employees, such as a gym. In 2023, the distribution center in Dieburg held resilience training as well as back pain prevention seminars.

Through our health-related offerings at STIHL, we are making a contribution to the goal “Good health and well-being” (United Nations Sustainable Development Goals, SDG 3), with a special focus on universal health coverage, access to vaccines, and the prevention of substance abuse.

STIHL Brazil:
Care program earns recognition

In the reporting year, the Brazilian Association of Human Resources recognized STIHL Brazil’s comprehensive Care Program with its Top Human Being Award. The program, which was launched in 2019, includes occupational health exams and vaccinations, services for pregnant and chronically ill people, information on nutrition and smoking cessation, and much more. In 2022, the São Leopoldo plant also dedicated its Comprehensive Health Care Center, which has three doctor’s offices, two dentist’s offices, a physical therapy space, and a lactation room. The center can be used by employees and their family members alike.

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