Jump to content

Stefan Klebert

From bizslash.com

We have only one planet… and we actually have the technology and knowledge to protect it.

— Stefan Klebert[2]

~*~

Overview

Stefan Klebert
Born (1965-06-27) 27 June 1965 (age 60)
Stuttgart, West Germany
CitizenshipGerman
EducationMechanic apprenticeship; mechanical engineering (Dipl.-Ing. (FH)); MBA in management
Alma materEsslingen University of Applied Sciences; Henley Management College (Brunel University)
Occupation(s)Mechanical engineer and business executive
EmployerGEA Group AG
Known forTurnaround of GEA Group; CEO roles at Schuler and GEA; founder of Flying Hope e.V.
TitleChairman of the Executive Board (CEO)
Term2019–present
Board member ofStifterverband NRW (chair); INNIO Advisory Committee (chair); various supervisory and advisory roles
SpouseMarried
Children2

👤 Stefan Klebert (born 27 June 1965) is a German mechanical engineer and business executive who has built a career as a specialist in corporate turnarounds, leading major restructurings in the industrial and engineering sectors and, since 2019, serving as Chief Executive Officer of GEA Group AG, a global supplier of process technology for the food, beverage and process industries.[5][6] Trained first as a mechanic before studying engineering and later earning an MBA, he rose through sales and operational roles at Festo, Schindler’s Haushahn elevator business and ThyssenKrupp Services, later becoming chief executive of press manufacturer Schuler AG and, ultimately, of GEA Group.[7][8] At GEA he oversaw a shift from prolonged profit warnings to renewed growth, higher margins and a strong sustainability agenda, culminating in the group’s entry into Germany’s DAX 40 index in 2025.[9]

🏭 Industrial turnaround specialist. Klebert’s tenure at GEA has been marked by a comprehensive reorganisation of the company’s structure, a renewed focus on service and digital offerings, and a strategy that links profitability to ambitious climate targets.[10][11] After joining the executive board in late 2018, he led the transition from a matrix of two large segments to five entrepreneurial divisions with full profit-and-loss responsibility, trimmed management layers and cut around 800 positions worldwide as part of a broader efficiency programme.[10] Under his leadership GEA launched the “Mission 26” strategy framework, which targeted higher organic growth, improved margins and net-zero greenhouse gas emissions across the value chain by 2040, and subsequently “Mission 30” to extend these ambitions to the end of the decade.[9][11] The company reported record order intake and earnings in the mid-2020s and repeatedly raised its financial outlook as profitability improved.[9]

🌍 Sustainability and market recognition. A central feature of Klebert’s approach at GEA has been the integration of climate objectives into corporate strategy and executive remuneration.[9][12] Under his leadership the group committed to net-zero emissions by 2040, significantly reduced its operational carbon footprint, expanded technologies that lower energy and water use in customer facilities, and introduced an advisory “Say on Climate” vote, which shareholders approved with overwhelming majorities.[9] The company’s efforts have been recognised with high environmental, social and governance ratings, including a Platinum classification from EcoVadis and a prominent position in global sustainability rankings, while its market capitalisation more than doubled to over €12 billion by mid-decade.[9][13]

✈️ Pilot, philanthropist and mentor. Beyond his executive roles, Klebert is known as a passionate aviator, a founder of the charity Flying Hope e.V. and an occasional lecturer on leadership and management.[14][8] Holding a commercial pilot’s licence and instructor qualification, he created Flying Hope as a network of volunteer pilots offering free flights to seriously ill children and their families, and he continues to fly such missions personally.[8][14] He has also served on multiple advisory and supervisory bodies in the German industrial sector and participates in international initiatives such as the World Economic Forum’s Alliance of CEO Climate Leaders, reflecting his interest in linking industrial innovation with broader societal goals.[8][15]

~*~

Early life and education

🧒 Stuttgart origins. Stefan Klebert was born in 1965 in Stuttgart, in the industrial heartland of southwestern Germany, and grew up in a milieu shaped by engineering and manufacturing.[13][5] Rather than entering a university directly after school, he first completed a three-year apprenticeship as a mechanic at a local machinery manufacturer in the early 1980s, acquiring hands-on shop-floor experience that later informed his practical approach to management.[7]

🎓 Engineering studies. After his vocational training, Klebert enrolled at the Esslingen University of Applied Sciences, a traditional training ground for engineers serving the region’s automotive and mechanical engineering clusters.[7] He graduated in 1991 with a Diplom-Ingenieur (FH) degree in mechanical engineering, combining design, manufacturing and systems knowledge that would underpin his later focus on industrial businesses.[7][5] This combination of apprenticeship and applied university studies placed him firmly within Germany’s dual-education tradition.

📚 Transition to management. In the mid-1990s, while already working in industry, Klebert decided to deepen his understanding of business and international markets by pursuing a Master of Business Administration at Henley Management College in the United Kingdom, then affiliated with Brunel University.[5][15] He completed the MBA alongside full-time employment and wrote his thesis on international key account management, a subject directly connected to his emerging responsibilities in global customer relations.[8] The experience cemented his profile as an engineer with a strong commercial orientation, bridging technical and strategic perspectives.

~*~

Career

📈 Early roles at Festo. Following his graduation in 1991, Klebert joined Festo, a German automation technology company based near Stuttgart, initially working as an assistant in the sales division.[7][8] He advanced rapidly, taking on responsibility for international marketing and becoming a key figure in the development of Festo’s key account management for large multinational clients.[8] The work dovetailed with his MBA research; he helped formalise processes for serving global customers, translating academic concepts of key account management into practice within a mid-sized engineering firm.

🚧 Turnaround at Haushahn. In 1999, keen to test himself in a top operational role, Klebert moved into the elevator industry when Schindler Holding appointed him managing director of C. Haushahn GmbH & Co., a long-established German lift manufacturer that had been acquired as part of the Swiss group.[8] Haushahn was struggling at the time, and he led a comprehensive restructuring (Sanierung), streamlining operations, integrating the business more closely into Schindler’s organisation and stabilising relationships with customers and employees.[8][13] By the early 2000s the turnaround was considered successful, and he subsequently became chairman of the management board, confirming his reputation as an effective industrial troubleshooter.[13]

🛠️ ThyssenKrupp Services and divisional restructuring. In 2004, Klebert joined ThyssenKrupp’s Industrial Services division, initially managing a subsidiary and later serving on the divisional board of ThyssenKrupp Services AG.[8] The segment, employing tens of thousands of people, provided engineering and outsourcing services to industrial clients across multiple countries. During his tenure the conglomerate decided to divest the services arm as part of a strategic refocus, and Klebert played a central role in preparing the business for sale, implementing efficiency measures and managing the change process for a workforce of roughly 23,000 people.[8][13] When the divestment was completed in 2009, he left the group after successfully seeing the restructuring through.

🔧 Nordex “crash landing”. Around the same time, Klebert briefly accepted the chief executive role at Nordex, a wind turbine manufacturer, but departed after only a few weeks when he concluded that the situation and expectations did not match what had been presented during recruitment.[16] He later described the episode as a “crash landing” that taught him the importance of thorough due diligence and the need to trust one’s instincts if a senior role proves misaligned, even at the cost of stepping down without another position lined up.[16] The experience reinforced his willingness to make abrupt but principled decisions when necessary.

🏭 Chief executive of Schuler AG. In October 2010, Klebert became Chief Executive Officer of Schuler AG, a German manufacturer of metal-forming presses with a long history in the automotive and machinery sectors.[6][8] Over eight years he oversaw a strategic repositioning of Schuler, expanding the company’s presence in Asia – particularly in China – through new facilities and partnerships, while consolidating and in some cases closing production sites in Germany to address overcapacity and cost pressures.[8][13] The restructuring included contentious decisions to shut several domestic plants, which drew criticism from unions and local stakeholders but were defended as essential to maintaining competitiveness in a globalised market.[8][16] By the time he left Schuler in 2018, after Andritz Group had taken a majority stake, the company’s financial results had improved noticeably, with commentators describing his tenure as leaving the press maker leaner, more international and financially stronger than before.[13]

🥛 Joining GEA Group amid profit warnings. In 2018, after a short break, GEA Group AG recruited Klebert to address mounting strategic and financial challenges at the process engineering specialist, which had issued a series of profit warnings and suffered from waning investor confidence.[6][9] He joined the executive board in November 2018 to familiarise himself with the company’s operations and, on 18 February 2019, assumed the role of Chairman of the Executive Board (CEO).[6][5] At the time GEA employed roughly 18,000 people and was widely viewed as an underperformer in Germany’s industrial landscape.[9]

🏗️ Reorganisation into divisions and initial restructuring. One of Klebert’s first major decisions at GEA was to move away from a complex matrix structure based on two large business segments towards a divisional model built around five focused units, each with its own management and full profit-and-loss responsibility.[9][10] Implemented from January 2020, the new structure was intended to strengthen entrepreneurial accountability, speed decision-making and bring management closer to customers.[10] In parallel, he initiated a cost-reduction programme that included cutting approximately 800 jobs worldwide, particularly in overhead and management layers, with around half of the reductions completed ahead of schedule by the end of 2019.[10] The measures incurred significant one-off expenses but contributed to an improvement in operating performance: GEA slightly grew its revenue in 2019, reached a record order intake and achieved strong cash generation despite a challenging mechanical engineering environment.[10]

📊 Mission 26 and Mission 30. Building on the initial stabilisation, Klebert and his team introduced a mid-term strategy branded “Mission 26”, which set targets for organic growth, margin expansion and capital efficiency through 2026 while embedding sustainability goals, including a commitment to net-zero emissions by 2040, into corporate planning.[9] As GEA delivered improvements ahead of schedule and repeatedly raised its guidance, the company announced that Mission 26 targets had effectively been met two years early and began to articulate a new framework, “Mission 30”, stretching to 2030 with ambitions for organic growth above 5% per year, EBITDA margins in the high-teens and returns on capital at levels associated with top-quartile industrial performers.[11] The strategy emphasised service, digitalisation – including connecting tens of thousands of machines to the GEA cloud and deploying AI-based process optimisation – and emerging food technologies such as plant-based and cultivated proteins as key growth drivers.[11]

📈 DAX inclusion and contract extension. As the financial and strategic repositioning took hold, GEA’s market capitalisation more than doubled relative to its pre-2019 level, and in September 2025 the company was promoted to the DAX index of Germany’s forty largest listed companies, being described as the first and only pure-play machinery manufacturer in the benchmark at that time.[9][17] In October 2025 the supervisory board announced an early extension of Klebert’s contract as CEO by two years, through the end of 2028, praising his role in restoring GEA’s credibility, improving profitability and securing the company’s DAX entry while also streamlining the executive board and organisational structure for the next phase of development.[18]

~*~

Financials and wealth

💶 Executive compensation. As the chief executive of a large listed engineering group, Klebert receives a remuneration package that combines fixed salary, annual bonuses and long-term share-based incentives, with total compensation reported at around €5 million per year in the early 2020s.[19][20] This level is relatively moderate by international standards for industrial chief executives running companies of comparable size, reflecting prevailing norms in the German corporate governance system.[19] A significant proportion of his variable pay is linked to financial indicators such as earnings per share and return on capital as well as to non-financial metrics, including climate and sustainability targets embedded in GEA’s remuneration framework.[12][9]

📉 Pay cyclicality and risk. During periods of heightened uncertainty, such as the onset of the COVID-19 pandemic, Klebert’s total compensation has fluctuated, with bonus payments reduced in line with company performance and management decisions to share the burden of crisis-related impacts.[20] For example, in 2020 his reported remuneration fell significantly compared with later years, illustrating the extent to which his income is “at risk” based on business results and board decisions rather than guaranteed at a fixed level.[19] This design aims to align executive rewards with shareholder and stakeholder interests over the medium term.

📊 Share ownership and net worth. GEA’s governance rules require its chief executive to build and maintain a personal shareholding equivalent to at least 150% of gross annual base salary, a policy intended to strengthen alignment between management and investors.[12] Klebert has accumulated stock in line with these requirements, although his stake amounts to a very small fraction of the company’s total share capital and therefore does not approach the levels of ownership typical of founder-entrepreneurs.[19] His overall net worth has not been publicly disclosed; analysts generally infer that, after many years in senior positions at major industrial companies, he has amassed a comfortable personal fortune, but he has not featured among Germany’s wealthiest individuals.

~*~

Board mandates and external roles

🏛️ Industry and philanthropic governance. Alongside his executive responsibilities, Klebert has held various external mandates in corporate and non-profit governance. He serves as chair of the North Rhine-Westphalia chapter of the Stifterverband, a long-standing German foundation that supports science, education and innovation, helping to connect industrial companies with academic institutions and research initiatives.[8] In 2022 he became chairman of the advisory committee of INNIO, an Austria-based energy technology company known for its Jenbacher gas engines and owned by private equity, where his experience with industrial turnarounds and energy-related machinery is applied in a supervisory capacity.[8]

📋 Supervisory and advisory board experience. In previous years, Klebert has sat on supervisory or advisory boards of several mid-sized manufacturing firms, including machine tool producer Chiron Group SE and steel tube distributor Hoberg & Driesch.[8] These positions have given him additional insight into the wider German Mittelstand and its challenges in global competition, digital transformation and succession. Collectively, his non-executive roles underscore the extent to which his expertise is sought beyond his main executive posts.

🌐 International initiatives. At the international level, Klebert is a member of the World Economic Forum’s Alliance of CEO Climate Leaders, a coalition of business leaders committed to advancing climate action and supporting the objectives of the Paris Agreement.[15] Through this forum he has advocated for integrating climate considerations into core business strategies rather than treating them as separate corporate social responsibility issues, arguing that companies which ignore climate risks will lose market share over time.[9][16]

~*~

Personal life and philanthropy

🏡 Family and private life. Klebert lives near Düsseldorf, close to GEA’s headquarters, with his wife and their two children.[14] Despite his prominent corporate positions he has maintained a relatively low public profile regarding his private life, avoiding the kind of media exposure that sometimes accompanies high-ranking executives. Colleagues and interviewers typically portray him as approachable and affable but focused, with a preference for calm, fact-based discussion over showmanship.[16]

✈️ Aviation and Flying Hope. A notable aspect of Klebert’s personal identity is his passion for aviation: he holds a commercial pilot’s licence and is qualified as a flight instructor, having logged many hours in the cockpit over decades.[8][14] In 2009 he founded Flying Hope e.V., a non-profit organisation that coordinates volunteer pilots who fly seriously ill or disadvantaged children and their families at no cost to medical appointments, rehabilitation centres or respite holidays.[14] The initiative, inspired by similar “angel flight” programmes in other countries, quickly grew to dozens of pilots and many more supporters; Klebert has personally flown numerous missions and has spoken about the emotional impact of helping families create positive memories in difficult circumstances, while insisting that “the true heroes are the parents and children themselves”.[14]

🎓 Teaching and mentoring. In addition to his charitable activities, Klebert has engaged in teaching and mentoring, including guest lectures on leadership and management at the Technical University of Hamburg and internal development programmes for high-potential managers at the companies he has led.[8] At Schuler he introduced a “young leaders” rotation scheme to expose emerging managers to different business areas, and at GEA he has been known to sponsor promising engineers and commercial staff, providing informal guidance on career development. He has described such interactions as mutually beneficial, exposing him to fresh perspectives while allowing him to pass on lessons learned from his own career.[16]

⛰️ Hobbies and interests. Outside work and aviation, Klebert reportedly enjoys outdoor activities such as hiking and skiing, often spending holidays with his family in mountain regions of the Alps and South Tyrol, and follows football with an allegiance to VfB Stuttgart, the club from his home city.[13] He has remarked that time in nature helps him think clearly and that some strategic ideas have come to him while looking over a valley from a mountaintop, a metaphor that complements his professional role of maintaining an overview while attending to operational details.[16]

~*~

Leadership style and management philosophy

🧩 Pragmatism and data-driven decisions. Observers commonly characterise Klebert’s leadership style as pragmatic, analytical and grounded in operational realities, reflecting his engineering background and early shop-floor experience.[16][9] He is known for examining data and key performance indicators in detail before making major decisions, yet he also spends time on the factory floor or in regional operations to gather qualitative impressions from employees and managers. Former colleagues have noted that he tends to balance numerical analysis with conversations about practical implications, particularly when difficult choices such as plant closures or organisational changes are under consideration.[8][16]

👥 Team orientation and empowerment. Klebert has repeatedly stressed the importance of assembling complementary leadership teams and empowering them to act, arguing that only a small minority of individuals can transform industries single-handedly and that most leaders rely on strong teams to succeed.[16] At GEA he used the shift from a centralised matrix to divisional structures to delegate more responsibility to business unit heads and country organisations, encouraging an entrepreneurial mindset and faster local decision-making.[9] Internally he is reputed to maintain an open-door policy and to judge managers primarily by their results and integrity rather than by their ability to generate attention.

📏 Accountability and “budget is budget”. Within GEA, one of Klebert’s recurring messages has been that “a budget is a budget – and it stays a budget”, a formulation that encapsulates his emphasis on accountability and disciplined execution.[9] In practice this has meant setting clear financial and operational targets for each division and expecting management teams to deliver without repeated renegotiation, while still providing support and resources for strategic initiatives. This philosophy has been credited with helping GEA regain credibility in the capital markets after years of missed guidance, as the company consistently met or exceeded its own forecasts under his tenure.[10][13]

🌱 View on sustainability and youth climate activism. Klebert has positioned sustainability as both a moral imperative and a source of competitive advantage, asserting that companies which fail to engage seriously with climate protection will lose market share in the long run.[16][9] He has spoken positively about youth-led climate activism such as the Fridays for Future movement, describing it as “good and important” in keeping environmental issues on the agenda, even if he himself is more inclined to act through corporate initiatives and technological solutions than through demonstrations.[16] His decision to subject GEA’s climate strategy to recurring shareholder advisory votes illustrates his willingness to be held publicly accountable for progress in this area.[9]

💼 Perspective on shareholders and stakeholders. In public debates about corporate responsibility, particularly during the COVID-19 pandemic, Klebert has pushed back against caricatures of shareholders as purely speculative or self-interested, arguing that many investors are pension funds or ordinary savers and that profitable companies underpin employment and social welfare.[21] At the same time, he has emphasised that businesses are not families and cannot guarantee jobs irrespective of economic realities, but that they have a duty to handle restructuring with respect and to use instruments such as severance and retraining to cushion transitions where possible.[16]

🌟 Attitude to visionary leaders. While generally modest in demeanour, Klebert has expressed admiration for certain high-profile technology entrepreneurs, particularly Elon Musk, whom he has described as an “extreme visionary” and one of the rare “Lichtgestalten” capable of reshaping entire industries almost single-handedly.[16] He has contrasted such figures with the vast majority of executives, including himself, who depend on teamwork and systematic execution rather than individual genius. These reflections reveal both his respect for bold innovation and his self-image as a disciplined industrialist rather than a flamboyant disruptor.

~*~

Controversies and challenges

⚙️ Restructuring, job cuts and plant closures. Most controversy surrounding Klebert has stemmed not from personal misconduct but from the unavoidable social consequences of restructuring under his leadership. At Schuler he oversaw the closure or consolidation of several German production sites as part of an effort to reduce overcapacity and lower costs, decisions that provoked criticism from unions and local politicians concerned about job losses and regional industrial decline.[8][13] Later, at GEA, his early decision to cut approximately 800 positions worldwide similarly drew scrutiny, particularly in a country where employment security remains a central political and social issue.[10] Klebert has acknowledged the human cost of such measures but defended them as necessary to safeguard the longer-term viability of the companies and to protect the majority of jobs, arguing that it is better to make decisive adjustments than to risk broader decline.[16]

🧪 Debates on sustainability pace and scope. GEA’s ambitious climate targets and high ESG ratings under Klebert have generally been welcomed by investors and many stakeholders, but they have also prompted questions about the pace and scope of change.[9] Some critics have noted that GEA’s own operations represent only a fraction of the emissions associated with its equipment’s use, and that real progress therefore depends on customers adopting sustainable technologies and processes, an area where the company can only exert indirect influence.[9] Others have pointed out that the ambitious goals for 2030 and 2040 will require continuous innovation and capital allocation over many years. Klebert has responded that regulatory trends and customer demand are moving in favour of efficient, low-emission solutions and that positioning GEA early in this space is both environmentally and economically prudent.[11]

📉 Risk appetite and M&A strategy. Unlike some peers who have pursued large, transformative acquisitions, Klebert has so far favoured organic growth complemented by smaller bolt-on deals and divestments of non-core activities, a stance that some analysts have described as cautious.[11][13] While this has reduced integration risk and allowed GEA to focus on internal improvement, it has also led to periodic debate over whether the company should pursue larger transactions to accelerate expansion. Rankings of German chief executives that take into account share-price performance and qualitative assessments have generally rated him solidly but not spectacularly, with one 2025 survey placing him in the upper half of DAX CEOs and noting the absence of major missteps or scandals in his record.[13]

🕊️ Public image and criticism. Overall, Klebert has maintained a relatively controversy-free profile compared with some high-profile corporate leaders. He rarely comments on partisan politics, focuses public statements on business and sustainability topics, and is not especially active on social media.[16] When he does attract criticism, it tends to be on substantive issues such as the social impact of restructuring or the adequacy of climate measures, rather than on personal behaviour. As a result he is often portrayed as a reliable if understated figure in German industry, more associated with steady execution than with headline-grabbing controversies.[13]

~*~

Recognition and legacy

🏅 Corporate performance and rankings. Under Klebert’s leadership, GEA’s improved financial performance and strategic repositioning have led to increased recognition from investors, business media and industry observers. The company’s promotion to the DAX index in 2025 symbolised its return to Germany’s corporate elite, while independent analyses have highlighted the combination of margin expansion, cash generation and disciplined capital allocation achieved since 2019.[9][17] CEO rankings compiled by specialist publications have placed him among the more successful DAX managers, noting the absence of “glaring deficiencies” in his record and emphasising the resilience shown in steering GEA through a difficult starting position of repeated profit warnings.[13]

🌐 Sustainability awards and influence. GEA’s sustainability initiatives under Klebert, including its “Add Better” eco-labelling for resource-efficient products and its net-zero roadmap, have been recognised by business conferences and rating agencies, and the company has been cited as an example of how established industrial groups can use environmental targets as a driver of innovation and differentiation.[9] High ESG scores and rankings, as well as inclusion in lists of influential sustainable companies, have reinforced this perception and contributed to viewing GEA as a leader in industrial decarbonisation rather than merely a follower.[9]

🔧 Vocational roots and role model function. An often-remarked aspect of Klebert’s biography is his rise from vocational training to the helm of a DAX company, a route less common in an era when many corporate leaders emerge from consulting or banking backgrounds.[7][8] Commentators have suggested that this path enhances his credibility with engineers, technicians and shop-floor employees, who see in him someone who once performed similar tasks and understands the realities of industrial work.[16] It also positions him as a role model for Germany’s dual-education system, illustrating how apprenticeship and applied university studies can lead to the highest levels of corporate responsibility.

🧭 Long-term legacy. As his renewed term as GEA chief executive runs towards 2028, assessments of Klebert’s legacy focus on whether he will succeed in embedding Mission 30’s objectives, preparing a strong successor bench and consolidating GEA’s position as a profitable, digitally advanced and climate-conscious machinery group.[11][18] Supporters point to his track record of stabilising and then strengthening companies under pressure, his emphasis on team-building and accountability, and his ability to avoid major scandals while making unpopular decisions where necessary.[13][9] Whatever the final outcome, his career offers a case study in how a technically trained manager can navigate and reshape complex industrial organisations through a blend of operational discipline, strategic repositioning and a growing focus on sustainability.

~*~

References

  1. ↑ "Gea-Chef im Interview: Elon Musk ist eine Lichtgestalt". ingenieur.de.
  2. ↑ "Gea-Chef im Interview: Elon Musk ist eine Lichtgestalt". ingenieur.de.
  3. ↑ "Blueprint for better: How GEA rebuilt itself". GEA.
  4. ↑ "Gea-Chef im Interview: Elon Musk ist eine Lichtgestalt". ingenieur.de.
  5. ↑ 5.0 5.1 5.2 5.3 5.4 "Stefan Klebert". Munich Management Colloquium. Retrieved 2025-11-20.
  6. ↑ 6.0 6.1 6.2 6.3 "Stefan Klebert Set to Become GEA´s New CEO". impeller.net. Retrieved 2025-11-20.
  7. ↑ 7.0 7.1 7.2 7.3 7.4 7.5 "Dipl.-Ing. (FH) Stefan Klebert (MBA)". Hochschule Esslingen. Retrieved 2025-11-20.
  8. ↑ 8.00 8.01 8.02 8.03 8.04 8.05 8.06 8.07 8.08 8.09 8.10 8.11 8.12 8.13 8.14 8.15 8.16 8.17 8.18 8.19 8.20 8.21 "Stefan Klebert". Wikipedia (German). Retrieved 2025-11-20.
  9. ↑ 9.00 9.01 9.02 9.03 9.04 9.05 9.06 9.07 9.08 9.09 9.10 9.11 9.12 9.13 9.14 9.15 9.16 9.17 9.18 9.19 9.20 9.21 9.22 9.23 "Blueprint for Better". GEA Group. Retrieved 2025-11-20.
  10. ↑ 10.0 10.1 10.2 10.3 10.4 10.5 10.6 10.7 "GEA charts growth in revenue and order intake in 2019 with important progress achieved in group restructuring". GEA Group. Retrieved 2025-11-20.
  11. ↑ 11.0 11.1 11.2 11.3 11.4 11.5 11.6 "A strategy for the better: CEO interview on GEA's Mission 30". GEA Group. Retrieved 2025-11-20.
  12. ↑ 12.0 12.1 12.2 "Remuneration report 2023" (PDF). GEA Group. Retrieved 2025-11-20.
  13. ↑ 13.00 13.01 13.02 13.03 13.04 13.05 13.06 13.07 13.08 13.09 13.10 13.11 13.12 13.13 13.14 "Top-CEO Stefan Klebert (GEA) | Offizielles Ranking der besten DAX-Manager". CEO-Ranking.com. Retrieved 2025-11-20.
  14. ↑ 14.0 14.1 14.2 14.3 14.4 14.5 "5 Fragen an Stefan Klebert — Flying Hope". Wissensschule.de. Retrieved 2025-11-20.
  15. ↑ 15.0 15.1 15.2 "Stefan Klebert - Agenda Contributor". World Economic Forum. Retrieved 2025-11-20.
  16. ↑ 16.00 16.01 16.02 16.03 16.04 16.05 16.06 16.07 16.08 16.09 16.10 16.11 16.12 16.13 16.14 16.15 16.16 "„Elon Musk ist eine Lichtgestalt"". VDI nachrichten. Retrieved 2025-11-20.
  17. ↑ 17.0 17.1 "„The Americans are still buying our equipment"". Börsen-Zeitung. Retrieved 2025-11-20.
  18. ↑ 18.0 18.1 "GEA Supervisory Board takes early decision to extend contract of CEO Stefan Klebert and resolves to restructure the Executive Board and streamline the organizational structure as of January 1, 2026". GEA Group. Retrieved 2025-11-20.
  19. ↑ 19.0 19.1 19.2 19.3 "GEA Group Aktiengesellschaft (GEAG.F) Leadership & Management Team Analysis". Simply Wall St. Retrieved 2025-11-20.
  20. ↑ 20.0 20.1 "Remuneration report". GEA Group. Retrieved 2025-11-20.
  21. ↑ "Corona: „Aktionäre sind nicht Zigarre rauchende Bentley-Fahrer"". Handelsblatt. Retrieved 2025-11-20.
Retrieved from "https://www.bizslash.com/w/index.php?title=Stefan_Klebert&oldid=4073"