Brose improves its profitability

The Brose Group looks back on a challenging 2025 business year: lower customer demand, price pressure, supply bottlenecks, and global trade conflicts. Nevertheless, after losses in the previous year, the automotive supplier expects to return to profitability. Our restructuring program is taking effect, even in a difficult market environment, emphasizes CEO Stefan Krug.

For the 2025 fiscal year, Brose anticipates sales of 7.7 billion euros, around 84 million euros less than the previous year. The reasons are negative currency effects and declining volumes. While the Door, Seat and Drives divisions recorded declines, Brose Sitech increased its sales. From a regional perspective, China showed the strongest decline. Europe remains below the previous year's level, while North America is growing slightly.

Despite falling revenues, the family-owned company expects to achieve a positive result again in 2025, forecasting net income of 21 million euros. The automotive supplier was able to secure strategically important contracts in China, Europe, and North America and further strengthened its expertise in the seat segment through the acquisition of ProSeat and the majority stake in Covercar. In addition, by migrating its SAP systems to a cloud platform, Brose set new industry standards.

Painful measures were also implemented: To reduce indirect personnel costs by 20 percent, the group is cutting nearly one in four jobs in development and administration at high-wage locations by the end of 2026 compared to 2023 – including almost 1,000 positions at Franconian sites. The fact that we are mastering this difficult process together and in a socially responsible manner demonstrates our strong corporate culture, says Stefan Krug. At the same time, he cautions: We cannot be satisfied with this year's results. We have only achieved ten percent of the profit necessary to finance our company independently.

The Brose Group does not expect the market situation to improve in the coming year and again forecast stagnant sales. That’s why we must consistently continue the restructuring, develop new products more quickly, optimize the utilization of our plants, and improve the quality of product launches, explains Krug.

Responsibility handed over to fourth generation

After half a century of entrepreneurial leadership, Michael Stoschek will hand over responsibility to his son Maximilian at the turn of the year. He is taking over as Chairman of the Administrative Board and thus the leadership of Germany’s largest family-owned automotive supplier. I have big shoes to fill and am very aware of the responsibility I bear for our company and its 31,000 employees. My goal is to combine the interests of our shareholders and our workforce while securing the future of our company, says Maximilian Stoschek.