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Monika Wörwag and Dr. Marcus Wörwag - leadership of the business

Interview with the Wörwag family

From a city pharmacy to an international player in more than 30 countries – how does such a success story come about?

Marcus and Monika Wörwag

Monika Wörwag: Our father fully identified with the company from the start – a life's work. His philosophy still applies today: “People are at the centre.” Namely, the people who suffer from diabetes and its accompanying symptoms: cardiovascular disorders and diabetic neuropathy. Aside from products which are suitable for this purpose, mineral substances and vitamins – so called biofactors – are other focal points of the company in natural medicine.

Marcus Wörwag: With our successful products such as Milgamma, Thiogamma and Magnerot, the company not only focused on the right products – the right markets were also important for success. WÖRWAG Pharma was one of the first companies to recognise the potential of Eastern European markets and establish a separate business there. People – our employees – were likewise at the centre of this expansion. We focused on these employees from the beginning, hiring experts from the respective countries who have a direct line to us and are also closeto customers.

Monika Wörwag: Employees involve themselves in WÖRWAG Pharma specifically because we pay close attention to independent, confident employees. The combination of this know-how, the quality of all our work and the required foresight and speed in making important decisions are decisive factors in the success of our company.

What does such growth mean for WÖRWAG Pharma?

Marcus Wörwag: Most of all, it means being able to continue to concentrate on the most important things. Not losing sight of small and large objectives, just as we have done in all the previous years: steady
expansion of our markets, distribution and product range. All decisions arising out of this are based on an attitude which focuses on everyone's well-being. Therefore our business decisions never aim at short term goals, but always sustainable, self-sufficient successes.

Monika Wörwag: Last but not least, we owe this attitude to our employees and their families. We place value on the company's financial independence, the feeling of not being dependent on banks or investors.
And the independence of our employees. They are allowed – and even expected – to participate in shaping the company, assuming responsibility, both as individuals and as team players.

You have ambitious objectives – how do you intend to fulfil them?

Marcus Wörwag: I can only repeat: by concentrating on what matters. First, developing new markets. Second, expanding our product range, partly through our own research and development. Third, expanding and further developing our team.

How are you able to motivate employees from a large variety of countries for these objectives?

Monika and Dr. Marcus Wörwag

Monika Wörwag: We know the value of the people who work for us. Therefore personnel development is an immensely important subject in our company. It is not for nothing that we view ourselves as a large team which operates on the principle of “All for one and one for all”. We provide training and support – anyone can bring in their own entrepreneurial thinking and actions. And if mistakes are made once in awhile: we are a learning organisation that accepts these mistakes and transforms them into something positive. Living this team spirit engages every individual. And their humanity and ability to create something together – that is the core of WÖRWAG
Pharma.

Still, it is surely not easy to realise the team spirit beyond national and language borders and give it life – and still make strong decisions.

Monika Wörwag: Of course, cultural differences in particular are a major challenge. It is not always easy to accept them – but our respect for intercultural individuality is the core of our team spirit. We place great demands on our employees in this regard as well: the willingness to change must be there, and it is mandatory to speak English.

Marcus Wörwag: Our teams have continued to grow in recent years. While country managers were responsible for five people not so long ago, today they have 100 employees working under them. This requires high qualifications from everyone, as well as a willingness to learn constantly. But our flat hierarchies and the transparency of our processes allow us to leave no one behind – beyond national borders, but also beyond the limits in our minds.