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Sunday, September 06, 2026

 

'We have to contribute to nature': Meet the communities 'marrying glaciers' to bring new water to life

Eagle's Nest Point on Duiker Hill offering a view of the Hunza Valley in Gilgit-Baltistan. 14 June, 2026.
Copyright Evelyn Ann-Marie Dom


By Evelyn Ann-Marie Dom
Published on

Local communities in Gilgit-Baltistan in northern Pakistan are turning to the Indigenous practice of glacier grafting as water shortages take hold.

The world's highest peaks are located in the Himalaya and Karakoram mountain ranges, part of a vast mountain belt stretching across Asia. But beneath their grandeur lie some of the planet's most fragile ecosystems.

As temperatures continue to rise, glaciers are melting faster, increasing the risk of glacial lake outburst floods and disrupting the natural flow of meltwater. As glaciers shrink, less water is released in spring and summer, when communities need it the most.

In the Pakistan-administered Gilgit-Baltistan - an autonomous territo

What is glacier grafting?

Glacier grafting is a traditional method in which local communities create new, artificial glaciers in high-altitude regions to create a reliable source of water for irrigation, livestock and daily life.\

The technique is often referred to as a glacier marriage, when ice is collected from so-called male and female glaciers and transported to a new grafting site, chosen by the community, to create a new glacier.

The male glacier is typically grey in colour and contains debris such as soil, sand and pebbles. The female glacier, by contrast, is lighter, almost transparent, clear from debris and impurities and produces more water.

Dozens of porters collect pieces of ice from both male and female glaciers. They then transport the ice to the newly-selected grafting site in wooden baskets on their backs, travelling by car as far as the terrain allows and then continuing on foot.

The ideal grafting site to create a new glacier needs to be at an altitude of at least 4,000 metres, have a high permafrost level, have maximum wind explosure and minimum explosure to sunlight, and ideally should be north-facing, Dr. Zakir Hussain Zakir, Director of Planning and Development at the University of Baltistan, explains to Euronews.

Two clay pots holding water from the river Indus separating "male" and "female" ice pieces at a grafting site.
Two clay pots holding water from the river Indus separating "male" and "female" ice pieces at a grafting site. Baltistan Culture & Development Foundation (BCDF)

Once at the site, locals will have either dug a well or located an existing cave to place the ice in. The male and female ice pieces are placed inside, separated by clay pots holding water from the Indus river.

The ice is then covered with layers of sawdust, charcoal and apricot kernels. The process is repeated several times, creating multiple layers to protect and insulate the ice.

"It is a marathon activity," Dr. Zakir continues, explaining that the process can take up to 48 hours from ice collection to planting.

"From the collection of the ice pieces from the source to the destination, the ice has to be kept continuously moving," he adds, explaining that the ice is not allowed to touch the ground at any time during the journey.

While the site is surveyed and preparations are carried out during summer, the actual grafting takes place in October. By then, temperatures at altitudes of at least 4,000 metres will have dropped below zero, but there will be no snowfall yet.

Once the new glacier is exposed to several snow cycles, it will slowly start to expand. If successful, the glacier will start to root and produce water after about ten years. After roughly another decade, the glacier will have grown into a reliable water source.

Dr. Zakir highlighted two other techniques derived from glacier grafting: ice towering and avalanche harvesting.

Ice towers, also called ice stupas as their conical shape resembles a Buddhist sanctuary, act as ice reservoirs designed to melt slower as its surface area is not fully exposed to the sun. Developed in Ladakh, the technique involves passing glacier meltwater through underground pipes and spraying it into the freezing air.

Avalanche harvesting, a recent innovation, involves the installation of a mesh net in a narrow gorge to capture and store snow and ice from avalanches.

An ecological practice rooted in tradition

Although glacier grafting was only revived in the 1990s, the ecological practice goes back centuries and is deeply rooted in local tradition, knowledge and ancestry.

"The history of glacier grafting is largely oral, not written, although some books contain references [to the craft]," Nazir Ahmed, CEO of the Baltistan Culture & Development Foundation, explains to Euronews.

The history of glacier grafting is believed to date back to the 14th century. According to historical accounts, the Persian Sufi saint Mir Syed Ali Hamadani is said to have grafted the first glacier as a defence tactic to help deter invaders.

Porters travelling up to glacier grafting site, carrying ice pieces in wooden baskets on their backs.
Porters travelling up to glacier grafting site, carrying ice pieces in wooden baskets on their backs. Baltistan Culture & Development Foundation (BCDF)

The unique craft is deeply intertwined with local traditions, including reciting verses from the Quran, singing a folk lullaby to the 'baby' glacier, and performing spiritual rituals.

"There are three myths," Ahmed explains. "One is that you need to carry the ice at night [...]. It is said that by carrying the ice during the day, God will not be happy, as you are bringing a new object in the territory."

"Secondly, when you're carrying the ice, you cannot talk to each other, otherwise you will become mute."

"And third, when the ice is buried at the top, you cannot see it for at least two years, otherwise, someone will die in your family," Ahmed concludes.

While these beliefs are rooted in mythology, the culture and heritage foundation CEO explains that they also serve a practical purpose.

Carrying the ice at night decreases the chance of disruptions and minimises melting because temperatures are at their lowest, while travelling in silence helps ice porters maintain a steady pace. Once buried, the newly planted ice must be left undisturbed for several years, allowing it to properly root while protecting it from being taken or disturbed by others.

The Baltistan Culture & Development Foundation (BCDF) is a local organisation formed by the people of Baltistan, dedicated to preserving and restoring heritage, promoting local culture and traditions, and protecting the region's environment.

In 2025, the BCDF received funding from the United Kingdom's Foreign, Commonwealth & Development Office (FCDO), allowing the foundation to expand its projects.

"Through the project, we grafted ten glaciers in different villages in Baltistan, six ice towers in different villages and one botanical garden in the University of Baltistan," Ahmed explains.

Prior to the funding, the foundation could only undertake smaller-scale projects, transporting up to 200 kilograms of ice. But it's now able to transport more than 1,000 kilograms of ice at a time.

The foundation has not yet received funding from either the provincial or federal government, although efforts are underway to have glacier grafting recognised by UNESCO as Intangible Cultural Heritage.

'How can the life giver itself be lifeless?'

From start to finish, the community plays a key role in the practice. No glacier can be seeded without the community's consent first, and once the grafting is complete, locals take on the responsibility of caring for the 'baby' glacier. They monitor its progress, report on its development and add snow when necessary to help it grow.

The Passu Glacier south of Passu village in Upper Hunza, Gilgit-Baltistan, Pakistan. 13 June, 2026.
The Passu Glacier south of Passu village in Upper Hunza, Gilgit-Baltistan, Pakistan. 13 June, 2026. Evelyn Ann-Marie Dom

"We have to contribute to nature, to the climate, to the environment," Dr. Zakir says. "Because we are consuming snowmelt water for our entire life, and if we don't contribute something, it would be unjust".

He explained that this responsibility is rooted in the region's ancient civilisation and its spiritual foundation.

"In Bonism, we consider that all forms of water are sentient beings," he said. "Water is a life giver, so how can the life giver itself be lifeless?"

Young people are needed to continue the glacier grafting tradition

With community at the heart of the practice, youth engagement is crucial to keeping the tradition alive, especially as the region faces the growing impacts of climate change.

But Nazir Ahmed points out a growing challenge: many young people leave their communities to move to urban cities.

"If we talk about Skardu district, almost over 90 per cent of people are in school. And then after graduation, they usually go to cities like Karachi, Lahore or Islamabad for further study," the BCDF CEO explains, adding that grafting is also a labour and time intensive practice.

"I don't see this as a decline in environmental concern," Zeeshan Abbas, team leader at the youth-led initiative Siachen Sherpa, points out to Euronews. He says that alongside climate change, young people are increasingly concerned about issues such as education, employment, economic security and migration.

"Many young people understand that glaciers are changing and that climate change is affecting the region, but few have the resources, opportunities or institutional support to participate in field projects".

Abbas also believes the way climate action is presented needs to change.

"If we tell young people that climate change is a crisis, they can become overwhelmed," he said. Instead, he argues, younger generations should be empowered to see themselves as capable of developing solutions.

According to the 19-year-old, his generation holds a powerful and unique position in society.

"We inherit Indigenous knowledge from our communities, but we also have access to modern science, digital tools and technology, and global networks," Abbas says, highlighting how Siachen Sherpa aims to bridge these two forms of knowledge.

"Local communities understand the landscape through generations of experience - where water flows, how the terrain behaves, where freezing occurs and how seasonal conditions change. Technology helps us complement that knowledge through satellite information, GPS, terrain and altitude data and field observations," he added.

"Young people should not be treated as only victims of climate change, they should be given the opportunity to become researchers, innovators, field practitioners and decision-makers," Abbas conclude

Countries contributing less to global emissions often suffer more

Pakistan's Third Pole glaciers irrigate 90 per cent of agricultural land and sustain more than 220 million people, according to the World Economic Forum.

The Third Pole, or the Hindu Kush, Karakoram and Himalaya mountain range contains the world’s largest volume of frozen freshwater outside the Arctic and Antarctic polar regions.

Experts warn that human-caused global warming is placing unprecedented pressure on these regions, with floods, landslides, avalanches and droughts increasing in frequency and intensity.

"In Northern Pakistan, the melting of the Hindu Kush, Karakoram, and Himalayan glaciers due to rising temperatures have created 3,044 glacial lakes in the federally-administered territory of Gilgit-Baltistan and province of Khyber Pakhtunkhwa," the United Nations Development Programme (UNDP), the leading UN organisation fighting to end the injustice of poverty, inequality and climate change, wrote in a statement.

People walking through the village of Sost, with a vast mountain range as backdrop in Upper Hunza, Gilgit-Baltistan, Pakistan. 12 June, 2026.
People walking through the village of Sost, with a vast mountain range as backdrop in Upper Hunza, Gilgit-Baltistan, Pakistan. 12 June, 2026. Evelyn Ann-Marie Dom

"It is estimated that 33 of these glacial lakes are hazardous and likely to result in glacial lake outburst floods," the statement further read, adding that such flooding can release millions of cubic metres of water and debris in just a few hours.

Last week, a glacial collapse sent large amounts of rock, ice and meltwater into valleys below, triggering a tsunami-like flood in Nepal and Tibet.

There are several causes of glacier collapses. On the one hand they can be normal, cyclical processes. Increasingly, though, they are being driven by human-induced climate change.

Despite contributing less than 1 per cent of global emissions annually, Pakistan is one of the countries most vulnerable to climate change. Meanwhile, a 2025 study revealed that the world's wealthiest 10 per cent are responsible for two-thirds of global warming since 1990.

 

Ladies Only: Afghan pop star Aryana Sayeed takes on Taliban with European tour



By Theo Farrant & Tokunbo Salako
Published on

Aryana Sayeed, one of Afghanistan’s biggest pop stars, is kicking off a women-only European tour, using her platform to bring Afghan women together and speak out for women’s rights.

She was one of Afghanistan’s biggest stars. Then the Taliban returned to power and she fled the country. Now, Aryana Sayeed is taking her music and message across Europe - with one key difference: the audiences will be women only.

Sayeed remains one of the most recognisable faces in Afghanistan, building a huge following as a singer, an outspoken advocate for women's rights, and from her time as a judge on The Voice Afghanistan and other major talent shows in the country.

But when the Taliban retook control of Afghanistan in 2021, her life and career changed dramatically. Unable to return home or perform there, Sayeed has continued her work from abroad, using her platform and her organisation DEFAW (Defenders of Equality, Freedom, and Advancement for Women) to speak out for Afghan women and girls living under what she calls "dark days."

Five years on, she is taking her message of hope across Europe with her "Ladies Only_"_ tour, a series of concerts exclusively for women. The tour begins this Friday in Rotterdam, where Sayeed will perform at the Laurenskerk. She will then head to Stockholm on 5 September, followed by Hamburg on 26 September and Wiesbaden, near Frankfurt, on 3 October.

Ahead of the shows, Euronews Culture spoke to her about what sparked the idea behind her Ladies Only concerts, the current situation facing women and girls in Afghanistan, and the message she hopes to share through her music and activism.

When did you come up with the idea for a ladies-only tour?

Aryana Sayeed: Well, I have been planning to do this Ladies-Only tour for the past three or four years. Since the Taliban took over the power in Afghanistan, you know, they literally banned women from most things. Like, they have banned schools for girls past grade six, and women are not allowed to work anymore.They are not even allowed to go to the park. You know, like some simple things in life. They're not allowed to do it anymore.

So when all of this happened, obviously, besides my singing career, I am also an activist for women's rights in Afghanistan. And I thought, you know what? We need to stand against this injustice, against the Taliban and what they're doing. And so I thought initially it would be a great idea to do this Ladies-Only concert where we show the power of women, where we stand together as women, and raise our voice and raise awareness against the injustices that are going on in Afghanistan and stand up for the millions of voiceless women in Afghanistan.

Many people around the world will know you from The Voice of Afghanistan. How influential has your voice been in Afghanistan, and how big are you there?

Well, it's really hard to talk about yourself and say how big you are, but I know that the things that I have been doing in Afghanistan for the past, I would say, 15 years have been quite effective. It has had major effects on the society. It has been able to give so much hope to the hopeless women of Afghanistan.

Empowering them in a way to think differently, to know their rights and to stand up for their rights and things like that. As much as I've been focused on my singing career, as much I've been focused on my activist side as well, trying to give voice to the voiceless women of Afghanistan.

I used to be a judge on these talent shows, and I used to be present there during all of these problems and issues as well. Even before the Taliban came, Afghan women did not have their full rights at all. Before the Taliban came, things were getting along really well, and the things that we were doing in Afghanistan, the effect it had on society, was going really well.

Since the Taliban returned to power five years ago, do you feel more free and more heard outside Afghanistan, as a performer and as someone delivering a message of hope?

Even when I was in Afghanistan, I still had my concerts outside of Afghanistan. I still was touring all this time. For me, there's no major difference in that field. But I do feel that we are very isolated now. I do feel like there's so much that I could do in my country. There's so much more that I could. But right now, I am unable to do that because of the fact that I'm not allowed to go back to Afghanistan. I'm not allowed to physically be there, be on the screen of the TV, give out my messages, be that support and that hope for the Afghan women.

But the one thing that I'm grateful for is the fact that we were able to establish the organisation outside Afghanistan. I have this organisation called DEFAW, which stands for Defenders of Equality, Freedom and Advancement for Women. And through the organisation, I've been trying to be active and do my activism through that and raise awareness and try to be the support for the voiceless women of Afghanistan, do interviews all around the world and try to be, you know, as helpful as I can.

And the great thing is that in Afghanistan, we still have YouTube, we still have all these platforms where women can be connected with me, so they can still hear me, they can still see my videos.

Aryana Sayeed moderating a talk with Pakistani education activist Malala Yousafzai & Sahar Halaimzai, director of Malala Fund's Afghanistan Initiative, 15 August 2025, London Credit: DEFAW/Hasib Sayed

You can’t completely silence voices like yours, particularly when young girls can still access your work online. What message would you give to those girls who look up to you?

The one advice that I constantly keep giving them is not to give up hope because honestly, they are living in the dark, dark, dark ages right now. I speak to around 100 Afghan women or girls inside Afghanistan on a monthly basis through my organisation, through Zoom. And I actually get to speak to them, ask them questions, hear their stories. And what they tell me is heartbreaking, quite sad.

They literally talk without crying because of the fact that they've been abandoned from school and from work, and they feel so hopeless and they feel so useless as humans. Most of them have to just go ahead and get married, you know, at a young age because they don't see a future and they don't have another choice.

Let's say a woman who doesn't have a husband and doesn't have somebody to support the family with the income, with the food, with the money and everything. What is she going to do? And she's not allowed to go to work. So the only choice left for her is just go to bed. That's it. And so it's really sad to hear all these stories.

Because I honestly, I do feel from the bottom of my heart that these dark days will pass. They will not exist forever. This is, at least as a human, what I think, because what they have brought upon women in Afghanistan is ridiculous and inhumane, and this kind of a life, I don't think it's going to last forever.

People will eventually raise their voices. People will eventually stand up against them, and justice will prevail. Maybe it will. I don't know when. Maybe it will last another two, three, four or five years. But it cannot be forever. I don't believe that.

Men will obviously have a crucial role in making that change happen. What is your message to Afghan men, both inside Afghanistan and those living in exile?

I have literally made videos on social media and asked the Afghan men all around the world, and particularly in Afghanistan, to stand up for the rights of their women, for their mothers, for sisters, and for the women in general. And that's my message to them. I have a strong feeling that unless Afghan men come together and stand up for the women, women alone cannot do much for themselves.

And in order for this change to come, or for the women to have their full rights, men need to start supporting them. And I have seen a glimpse of, you know, their support here and there. Of course, not inside Afghanistan yet, but I have seen Afghan men getting together for protests outside the country, like, for example, in Germany and the U.S. and other countries like this, which is a good sign, which is a good thing to happen.

And hopefully, there will be more of that in the future.

How would you describe your music?

Well, I mostly sing pop. My songs are pop. That's how I started. I started with R&B and then pop music, but then I also have a lot of traditional songs. Funny enough, when I went to Afghanistan for the first time in 2011, I mixed a few songs of, like, old 40, 50-year-old songs and I made them with new music, and I presented them on the stage to people and people just loved those songs.

For me, that gave me kind of this indication that people still love the traditional music. So I do traditional music, but also a big portion of my songs are dedicated to the rights of Afghan women. And those are the ones that are the most effective in the society, I would say. And I actually performed some of them at the European Parliament, at UNICEF and all these big government gatherings that take place.

And it's been amazing. And this is the part of my career I love and enjoy the most. The songs actually, you know, give me something that is very fulfilling as a human being and that performing well.

You mentioned what music means to you as a human being, so I can’t let you go without asking about artificial intelligence. A significant proportion of music streamed these days is either created or influenced by AI. Are you open to using AI in your music?

I find it scary. I honestly am not for AI at all. I don't like it. It scares me and it makes me worried of where are heading. I know in a way it's - it can be really good. It can be fantastic. But in a way we are losing that human touch. For example, nowadays they can even create the sound of the singers, they can create my sound, they can create my videos when I'm not even there.

And that scares me. That's not nice. I feel like the human touch should exist, and it should be there. And you cannot even compare it with AI at all. And I don't like AI, and I don't use it, and I'm not for it. I don't support it at all.

 

Chainsaw maker STIHL chief calls for longer hours without extra pay

Dr Nikolas Stihl, grandson of the company's founder, is celebrating the 100th anniversary of the global group, which is still family-owned
Copyright (c) Stihl

By Eduard Wolter
Published on

In an opinion piece for Euronews, Dr Nikolas Stihl, chairman of world-leading chainsaw maker STIHL, calls for reforms including a 40-hour working week without extra pay to safeguard Germany's prosperity and welfare state.

The family entrepreneur from Waiblingen in southern Germany does not mince his words: "The German economy has been stuck in crisis mode for years. The prerequisite for overcoming the persistent weakness in growth is better framework conditions," Stihl said.

STIHL: €5.48bn in revenue and more than 20,000 employees

In 2025, STIHL generated €5.48 billion in revenue and employed 20,246 people worldwide. Founded by Andreas Stihl in 1926, the company is celebrating its 100th anniversary. Nikolas Stihl is the founder's grandson.

Head office in Waiblingen ANDREAS STIHL AG & Co. KG, Waiblingen

Family businessman Stihl takes a long-term view, and for him one thing is clear: "The situation of the German economy is serious, very serious. In the past eight years we have lost around 15 percent of our industrial output. Month after month Germany is losing around 15,000 industrial jobs."

The industrial base, he warns, is at risk of eroding – and with it prosperity and the welfare state. According to the company, STIHL has been the world's best-selling chainsaw brand since 1971. Nikolas Stihl acknowledges that "the US tariffs, China's aggressive industrial policy and geopolitical tensions" are also weighing on companies like his. But he argues that it is mainly home-grown problems holding firms back: "an overregulated economy, high energy costs, high labour costs, high taxes and a declining level of education and qualifications."

The Government's planned reforms fall short

The federal government’s planned reforms – covering statutory health insurance, pensions, taxes and the labour market – are good compromises, but they do not go far enough to pull Germany out of its structural crisis. If these compromises were now to be "unpicked", it would have devastating consequences for business confidence in politics, the entrepreneur warns.

Stihl says: "Now we need to muster all our strength for further reforms that will then generate tangible investment and growth impulses. For that, the governing coalition and the social partners must overcome their own reservations in order to live up to their responsibility towards Germany."

The next steps, he argues, should include cutting red tape, increasing the overall volume of work in the economy, reducing labour costs and creating additional incentives for research and development.

Germans need to work more to preserve prosperity

Stihl is calling for "high-quality public administration" with clear rules, streamlined and swift procedures, reasonable reporting requirements, and processes that are digital and supported by AI. "Accordingly, statutory reporting requirements should generally be abolished and retained only where their necessity is explicitly justified. If public authorities act much more as service providers for citizens and companies, that increases trust in Germany as a business location and in politics."

For Stihl, the key issue is increasing the volume of work – in other words, Germans need to work more again: "If we want to maintain our prosperity and keep social benefits at a high level, the total volume of work in the economy has to increase. A higher volume of work boosts economic output. In that sense, the debate about more work is a debate about preserving our prosperity, and by no means a debate about employees being lazy."

40-hour week without pay rises

Germany must use every available option to increase the volume of work: by incentivising overtime, extending working lives with fair exceptions for physically demanding jobs, making better use of the existing labour pool – including unemployed and part-time workers – and attracting skilled workers from abroad.

Stihl also calls for sick pay to be paid only from the second day of sickness and for phone-in sick notes to be abolished. Productivity gains from digitalisation and the growing use of AI will not offset the negative effects of demographic change.

From October 206, collective bargaining talks in the metalworking and electrical industries are due to begin between trade unions and employers. Stihl warns: "We no longer have the productivity advantage over key competitors that used to justify our high labour costs. That is why I advocate increasing weekly working hours to 40, without any pay compensation.

Promoting AI, robotics, biotech, space and quantum technology

He acknowledges that he is asking a great deal of employees, but says he does not want to take anything away from anyone.

The aim, he insists, is to remain competitive, keep production in Germany and safeguard jobs. STIHL has production companies in eight countries, as well as 40 of its own sales and marketing subsidiaries and more than 50,000 specialist dealers worldwide.

When it comes to non-wage labour costs – including contributions to pension, health, long-term care and unemployment insurance – he says a ceiling of 40% of gross wages is the maximum that can be accepted.

Stihl is also calling for more attractive conditions for innovative companies, including regulatory breathing space, greater tax incentives and wider access to venture capital. "Overall, innovation and the granting of approvals must be given an even higher priority than at present and must not be held back by bureaucracy."

Future-focused fields such as the industrial use of artificial intelligence, robotics, biotechnology, medical technology, space travel and quantum technologies should receive more targeted support.

'Germany has proved many times that it can reinvent itself'

The conclusion reached by the head of the world's leading chainsaw brand and a global technology company is clear: "We must not waste any more time, because only a high-performance and competitive business location can secure prosperity and a strong welfare state. Germany has proved many times that it can reinvent itself."

For the public to embrace the challenges ahead, "a ruthless stocktake of the current situation" is needed, followed by an overall plan setting out the changes people can expect. "The time has come to act with determination," says Nikolas Stihl.



Euroviews. Boss of STIHL: Time for reforms – this is how we will safe prosperity and welfare state

Dr. Nikolas Stihl
Copyright (c) Stihl


By Dr. Nikolas Stihl, Chairman of the STIHL Advisory Board and Supervisory Board
Published on
The opinions expressed in this article are those of the author and do not represent in any way the editorial position of Euronews.

The German economy has been in crisis for years. Writes Nikolas Stihl in an OpEd für Euronews. Better business conditions are the key to breaking out of this stagnation. What’s at stake is nothing less than securing prosperity and welfare state. STIHL is the world’s best-selling chainsaw brand.

The state of the German economy is serious, very serious. Over the past eight years, we’ve lost approximately 15 percent of our industrial production. Month after month, Germany loses around 15,000 industrial jobs. And the industrial base that underpins our prosperity is starting to erode. Private net investment has fallen to almost zero. On balance, companies are doing nothing more than replacing what wears out. High costs are paralyzing companies’ willingness to invest. Even the special depreciation package (the “Investitionsbooster”) that the German government introduced in mid-2025 has done nothing to change that

And the industrial base that underpins our prosperity is starting to erode.
 Dr. Nikolas Stihl, Chairman of the STIHL Advisory Board and Supervisory Board 

Of course, US tariffs, China’s aggressive industrial policy, and geopolitical tensions weigh on investment too. But the real problems are of our own making: an overregulated economy, high energy costs, high labor costs, high taxes, and falling levels of education and skills.

Planned reforms are not enough to reverse the economic trend

At the beginning of the year, many entrepreneurs had almost lost faith in Germany’s ability to reform. In July, the German government surprised everyone with a reform of statutory health insurance, along with reform plans for pensions, taxes, and the labor market. This package isn’t enough to pull Germany out of its structural crisis. But the current coalition showed it can compromise to help move the country forward. If those compromises were now unpicked and watered down, the damage to business confidence in politics would be devastating. The planned reforms are still not the breakthrough we were hoping for, the one that would actually turn the economy around.

XXXX
XXXX (c) Stihl

Right now, we need to put everything into the next round of reforms, the ones that deliver real momentum for investment and growth. And that means the governing coalition, employers, and unions all stepping outside their comfort zones to live up to their responsibility for Germany. The special funds for defense and infrastructure will hardly lead to a self-sustaining upswing in the economy unless conditions for doing business here improve noticeably. The next reform steps have to keep cutting bureaucracy, raise the total hours worked, bring labor costs down, and give companies real reasons to invest in research and development.

The next reform steps have to keep cutting bureaucracy, raise the total hours worked, bring labor costs down, and give companies real reasons to invest in research and development.
 Dr. Nikolas Stihl, Chairman of the STIHL Advisory Board and Supervisory Board 

Public authorities should enable, not obstruct

What we should expect from public authorities is nothing less than high-quality administration: rules people can understand, procedures that are lean and fast, reporting requirements that are reasonable. Digital, and supported by artificial intelligence. Clear rules and fast, straightforward decisions should make investment possible, not hold it back.

The draft law presented by the new Baden-Württemberg state government on reducing reporting and documentation requirements could send an important signal. The principle is simple: statutory reporting obligations should be dropped across the board and only retained where their necessity is explicitly justified. If public authorities acted far more as service providers for people and businesses, it would strengthen confidence in Germany as a place to do business – and in politics too.

Increase hours worked

People working in industry are hugely dedicated, responsible, and highly professional. Without that commitment, German companies would not be succeeding the way they do around the world. STIHL is just one example among countless others.

XXX
XXX (c) Stihl

But demographics are slowing the whole economy down and putting massive pressure on the welfare state. To protect our prosperity and to ensure high levels of social benefits, the total number of hours worked has to rise. More hours worked means more economic output. So the debate about working more is really a debate about holding on to what we have – and it is in no way a debate about employees being lazy.

XXX
XXX (c) Stihl
Germany has to use every lever it has to get those hours up.
 Dr. Nikolas Stihl, Chairman of the STIHL Advisory Board and Supervisory Board 

Germany has to use every lever it has to get those hours up. Incentives to work more hours. A longer working life, with fair exceptions for physically demanding jobs. Better use of the labor we already have, meaning people out of work and people in part-time roles. Skilled immigration. No sick pay for the first day of illness. An end to doctor’s notes issued over the phone. Productivity gains from digitalization and AI won’t offset what demographics are doing to us.

Reduce labor costs

The collective bargaining round in the metal and electrical industry, which will begin in fall 2026, will be a key factor in determining whether Germany remains an industrial nation or falls further behind. The reason is simple: we no longer have the productivity edge over our main competitors that justifies those high labor costs. That’s why I’m calling for a 40-hour workweek – with no increase in pay. I know I’m asking a great deal of unions and employees. But I’m not trying to take anything away from anyone. Quite the opposite. I want industrial companies to be able to compete, production to stay in Germany, and jobs to be safe.

That’s why I’m calling for a 40-hour workweek – with no increase in pay.
 Dr. Nikolas Stihl, Chairman of the STIHL Advisory Board and Supervisory Board 

And the current debate pays far too little attention to non-wage labor costs. Contributions to pension, health, long-term care, and unemployment insurance should not go above 40 percent of gross wages. That is the economic limit. Getting there means overhauling the social security system from the ground up. The German government’s latest reform measures do at least address the stabilization of contribution rates for pension and statutory health insurance. However, the 40 percent limit has already been far exceeded.

Priority for research

The close links between world-class research institutions, universities, innovation clusters, and innovative companies rank among Germany’s greatest strengths as a business location. Give innovative companies better conditions and you speed up the whole chain: knowledge moves faster, and so does the production and marketing of what comes out of it, new business models included. Regulatory leeway would do that. So would higher tax incentives and more venture capital. Overall, innovations and the approvals they need must be given far greater priority than before, and they must not be held back by bureaucracy.

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Future-oriented fields deserve far more targeted support: the industrial use of AI, robotics, biotechnology, medical technology, space technology, and quantum technologies.
 Dr. Nikolas Stihl, Chairman of the STIHL Advisory Board and Supervisory Board 
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Future-oriented fields deserve far more targeted support: the industrial use of AI, robotics, biotechnology, medical technology, space technology, and quantum technologies. The Germany Fund, launched at the end of 2025, is only a start, measured against other countries with strong research bases.

Act decisively

We have no more time to lose. Because only a strong, competitive place to do business can secure prosperity and a strong welfare state.

Germany has shown many times that it can reinvent itself.
 Dr. Nikolas Stihl, Chairman of the STIHL Advisory Board and Supervisory Board 

Germany has shown many times that it can reinvent itself. But if people are going to understand what’s coming, we have to start with an unflinching look at where we actually stand. And then set out a plan they can follow, one that spells out what will change for them. With a plan like that, the government can give direction, bring people with it, and win back trust. It’s time to act.

Dr Nikolas Stihl is the grandson of the company’s founder, Andreas Stihl, and represents the third generation at the helm of the world’s leading chainsaw brand and a global technology company. Under his leadership, STIHL has further expanded its international presence and, in 2025, achieved a turnover of 5.48 billion euros with 20,246 employees worldwide. STIHL has been the world’s best-selling chainsaw brand since 1971.