Hochland posts turnover of €2.54 billion and withdraws from the US
The cheese manufacturer is focusing its resources on its core European markets
In 2025, the Hochland Group achieved satisfactory results in an increasingly volatile market environment. Cheese sales reached 438,000 tonnes, with a turnover of €2.54 billion. CFO Hubert Staub says: “We can look back on an intense year with satisfactory results. In 2025, we took the right decisions – some of them difficult – to continue on our path of profitable growth.”
Business models: Brand, Food Service, B2B and Private Label
The four business units form the backbone of the Group. The branded business showed stable performance in 2025 within a highly competitive market. Food Service benefited from innovations, such as burger patties and solutions for quick-service restaurants. In the B2B business, Hochland focused on customer orientation and efficient solutions, despite rising production and raw material costs. Private Label, through Hochland subsidiary Bonifaz Kohler, held its own in a challenging market environment thanks to flexibility, consistent customer focus and innovative strength. CEO Sebastian Schaeffer says: “Our diversified business model is paying off. Brands, Private Label, Food Service and B2B complement one another and give us room for manoeuvre. This enables us to seize opportunities and manage risks in different markets.”
Leading positions in European markets and focus on presence
In 2025, Hochland maintained its position in key markets. In Romania, the Group remains the clear market leader and has increased both its market share and profits. In Germany, Hochland achieved its self-imposed target and ranks second. The subsidiary in Russia continued to run the business steadily despite political and economic uncertainties. In Poland, Hochland struggled with high milk prices and also ranks second. Competition in this market remains intense. However, this position shows that Hochland is one of the leading suppliers here, too.
At the same time, the group has sharpened its operations. Growth and profitability were lacking in the US. Hochland withdrew from this market in order to channel more resources into its core markets. “Focus is part of responsible management. We invest where we can create sustainable value. We see this opportunity clearly in our core markets,” said Hubert Staub.
Sustainability and milk
Sustainability is a key focus area. “As one of the major food manufacturers, we share responsibility for sustainable food production and are proactively shaping change in line with our customers’ wishes,” emphasises Josef Stitzl, COO of Hochland SE. In the area of packaging, Hochland made progress in 2025, thereby making a further contribution to reducing CO₂e emissions. In addition, recipes for processed and cream cheese were specifically refined. This enabled Hochland to offer customers alternatives that, in the case of cream cheese for example, reduce the CO₂e footprint by up to 40%. Hochland continues to work on climate-efficient milk production and closer cooperation with milk producers. Progress can only be made in collaboration with partners across the value chain.
People and Employer Branding
Hochland remains firmly committed to its employees and an attractive employer brand in 2025. Employer branding is an integral part of the strategy not only in Germany but across the entire group. Sebastian Schaeffer says: “Today, we are communicating our values, culture and strengths much more visibly across all our core markets. People and a winning culture are the focus, we are strengthening collaboration across sites and countries, and we are fostering a culture in which teams take responsibility and actively shape change.”
Digitalisation as the foundation for further internationalization
Digitalisation enhances the ability to manage operations across all markets. In 2025, Hochland continued the greenfield implementation of SAP S/4HANA, bringing its international sites closer together. This enables the Group to respond more quickly, manage costs more effectively and make centralised use of market information. The platform paves the way for the use of modern analytics and AI.
Outlook: Vision 2030 and Hochland Heartbeat
With the completion of Vision 2025, Hochland is looking ahead. At the end of 2025, the Group adopted Vision 2030. Its guiding principle is: “We serve our customers better.” The new Hochland Heartbeat brings together the strategic priorities. The focus is on people, productivity, profitable growth, sustainability and digitalisation. Schaeffer says: “Vision 2025 served as a compass during turbulent years. With Vision 2030, we want to build on this foundation and create new growth impulses. Together with our Winning Culture, we will lead Hochland into the next phase.”
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