Our commitment to employee engagement & development
Strengthening our purpose-driven performance culture to attract, develop, and retain a motivated workforce is a key priority. They are the foundation to deliver medical care day-by-day.
It is our task as an employer to create good and safe working conditions for our employees. We want to give them the best possible support at the various stages of their careers, while fostering their engagement and development.
A total of
178,583
peoplewere employed by the Fresenius Group as of December 31, 2025.
40.7
years old– that was the average age of our employees at the end of 2025.
Women accounted for
67
%of our workforce at the end of 2025.
Internationally positioned: employees by region
Our targets for retaining and developing the workforce
Understanding what drives our employees
We want to know what our employees appreciate about their working environment and where we as an employer still have some catching up to do. That is why we conduct the Fresenius Pulse employee survey every year, evaluate its findings in detail, and work out concrete measures based on these. We use the Employee Engagement Index (EEI)1 to gauge how strongly employees identify with Fresenius as an employer and how connected they feel. For us, the EEI is an important indicator of the satisfaction of our workforce.
The EEI was 4.14 in 2025 (2024: 4.02); the target value of 4.33 was not achieved. The survey reveals that more respondents identify with Fresenius today than last year. Ultimately, however, there is potential for improvement when it comes to striking the right work–life balance. There is some real catching up to do in terms of offering more recognition and providing clearer communication – especially from the management levels. It is also important to the respondents that their feedback leads to concrete improvements.
The new target for 2026 takes into account the sale of shares as part of #FutureFresenius, including the deconsolidation of Fresenius Medical Care.
Knowledge management – gaining, enhancing, and sharing knowledge
We help our employees to develop as individuals by offering them various learning opportunities, including mandatory training on subjects such as environmental protection, quality management, and integrity. We also improve the digital skills of our workforce – because technology is playing an increasingly important role in our everyday professional lives.
In the reporting year 2025, the average number of training hours was 19.3 (2024: 17.5), representing a 10.3% rise relative to the 2024 base year.2 Among other things, the rise is due to the hiring of new employees with higher training needs and the scheduled cycle of mandatory training courses in the area of production (> 1 year). Improvements in data collection methods have also reduced the proportion of estimates.
Yvonne Albert
Chief Human Resources Officer at Fresenius
“At Fresenius, every employee should have the opportunity to develop and reach their potential. Our training courses serve as a catalyst for individual development and innovation.”
What makes Fresenius so special as an employer? This question is answered by employees who act as “Frembassadors”. Find out more about this program in the Highlight Story: Frembassadors: employees as ambassadors.
In our healthcare facilities, in production areas, and in administration roles, our employees’ skills and energy contribute to the success of the company.
Equal treatment and equal opportunities for all
At Fresenius, we want to promote a performance-based culture where employees are treated fairly and without discrimination. Our commitment to equal treatment and equal opportunities is laid down in our Code of Conduct. We have also clearly stated our firm opposition to any form of discrimination in our Human Rights Statement and in the Group Social and Labor Standards Guideline.
Furthermore, the Management Board signed the Diversity Charter on behalf of Fresenius in 2023. The aim of the Diversity Charter initiative is to advance the recognition, appreciation, and inclusion of diversity in the workplace in Germany.
Communication on equal terms between the workforce and management
The #FutureFresenius Chat gives employees the chance to put their questions to the Management Board – in person or via the live webcast. This event is held several times a year with different board members. In addition, board members provide regular updates for employees worldwide via the intranet.
Lisa-Marie Urban
Head of HR Digital at Helios Germany
“We gear digital HR processes toward the working realities of our employees. To cite but one example, not all employees have access to their own company computer. We introduced our app-based HR self-service concept at Helios Germany in 2025 to make processes such as employment contracts, vacation requests, sick notes, and pay stubs accessible via smartphone or tablet. This is designed to simplify administrative processes and make our employees’ day-to-day working lives easier.”
Improving professional experience to close the talent gap
Hospitals today face increasing challenges in attracting and retaining talent. To address this, Quirónsalud is focusing on creating a positive professional experience built on continuous improvement.
Drawing on insights from the Group‑wide Fresenius Pulse engagement survey – along with suggestion boxes, in‑person feedback sessions, experience committees, and informal coffee chats with management – staff feedback helps shape actionable change. This approach moves the organization away from isolated, one‑off initiatives and toward a dynamic culture of ongoing improvement, identifying the levers that have the biggest impact on people’s day‑to‑day experience.
Key actions include strengthened training and professional development opportunities (such as leadership workshops and programs with business schools), as well as expanded recognition and benefit programs – from financial benefits to health and psychological support.
By aligning employee needs with organizational goals, Quirónsalud aims to reinforce a workplace culture where people feel supported and valued.
900
middle managershave so far completed the Executive Program in Healthcare Management.
1,300
attendeesat online clinical sessions in 2025.
15
%increase in in-person training from 2024 to 2025.
1 The EEI is a weighted average calculated on the basis of the engagement index of each unit surveyed within the operating companies. The index indicates the employees’ average position on three in Fresenius Pulse globally surveyed employee engagement questions on a scale of 1 (strongly disagree) to 6 (strongly agree). Fresenius reports on the KPI, measures, and the level of progress in the audited Sustainability Statement 2025.
2 Fresenius reports on the target, the measures planned to achieve it, and the level of progress in the audited Sustainability Statement 2025.