“For us, the glass is definitely half full.”

Dr. Komischke, the cover of the new HOERBIGER Yearbook features a glass of water. Is it half full or half empty?

Dr. Martin Komischke — For us, the glass is clearly half full. In the past fiscal year, we once again achieved profitable growth, generating sales of EUR 1.466 billion – the highest revenue in the Group’s 130-year history. We are proud of this milestone and of what we’ve accomplished, especially under such challenging conditions.

We are living in uncertain and turbulent times. Dr. Kahlert, do you share this sense of optimism?

Dr. Thorsten Kahlert — Absolutely. We are approaching the current market environment from a position of strength. A sharpened strategy, lean structures, and a globally balanced footprint – with production sites in all major regions – give us the flexibility we need to respond to market shifts. Of course, we remain cautious and alert. But the fundamental changes in global markets also open exciting new opportunities.

MK — Innovation continues to be the key driver of growth at HOERBIGER. We are focused on developing products and business models that meet evolving customer and market needs – and position us for success in both existing and emerging growth areas. Our attention is on industries shaped by megatrends, where we see potential that goes beyond pure market share battles.

Read the new HOERBIGER Yearbook here.

In your opinion, what is it that makes HOERBIGER so successful – even in difficult times?

TK — Without a doubt, our people. Our colleagues are our greatest asset, and last year, they truly set new standards. They are dedicated, driven, and put their hearts into what they do.

MK — I completely agree. Our employees demonstrate an exceptional level of commitment and responsibility. I’m continually impressed by their ability to find and implement solutions, even in the most difficult circumstances.

TK — There is an incredible energy across the organization – at every level. It’s this can-do spirit, this determination to rise to every challenge, that enables us to confront the market with a competitive mindset and succeed.

HOERBIGER relies heavily on local teams in its day-to-day operations …

MK — Absolutely, and we plan to continue doing so. We strike the right balance between strong corporate cohesion and individual responsibility within the business units. Our local teams take ownership and make decisions on the ground.

TK — Exactly. How we collaborate has a major impact on our success. We count on people who come from the regions they serve and who understand the unique characteristics of each local market.

MK — Only a locally anchored team that thinks entrepreneurially and acts independently can truly evaluate a market and unlock its potential. At HOERBIGER, headquarters doesn’t prescribe how things should be done locally – our teams on the ground decide what needs to be done.