Wörwag Pharma celebrates 25th anniversary in Slovakia

Key milestones and challenges
Since its establishment by Dr. Fritz Wörwag in the 1980s and 1990s, Wörwag Pharma has boldly expanded into Eastern European markets. “The first important milestone is undoubtedly the fact that our founder, Dr. Fritz Wörwag, had the courage to expand into Eastern European markets, which today form the most stable pillar of the entire company,” says Frzonová. A standout year was 2009, when the Slovakian branch doubled its sales force and introduced two new product lines. “I am especially proud of the fact that in 2015 we internally merged with our Czech branch and have been operating as a successful cluster headquartered in Bratislava for almost ten years,” she adds.

Market entry and development
The market entry in Slovakia took place ten years after the fall of communism, during a period of market instability and low purchasing power. “It was a time of market instability, relatively low purchasing power, and we also struggled with the dogma that healthcare, including medication, should be available without direct financial burden,” Frzonová recalls. Today, the markets are integrated into the European Union, which brings both advantages and higher costs. A strong corporate culture, transparency and communication are crucial to Wörwag Pharma's success.
 

Current market situation and strategic steps
The pharmaceutical industry in Slovakia and the Czech Republic is facing ever stricter regulatory challenges and price pressure. “We are facing increasingly stringent regulatory conditions, particularly in the areas of approval of new drugs, monitoring their safety and compliance with environmental standards,” explains Frzonová. The COVID-19 pandemic has fundamentally changed the sector. Wörwag Pharma has increased production capacity and optimized the supply chain to meet increased demand by acquiring two manufacturing companies.

Global strategy and local needs
Wörwag Pharma pursues the motto “good karma instead of big pharma” and relies on strong local teams that understand the specific needs of the markets and can act autonomously. “Global consistency is important, but not absolute. We have strong local teams that understand the specific needs of the market and still have a sufficient degree of autonomy,” emphasizes Frzonová.

Talent management and vision for the future
With a fluctuation rate of less than five percent and an average length of employment of twelve years, Wörwag Pharma relies on a strong corporate culture. “Personally, I am very proud of the fact that the fluctuation rate in our country has been below five percent for a long time and that the average length of employment is twelve years,” says Frzonová. Over the next five to ten years, the company plans to launch new medications and improve its well-known brands. 

Advice for young women in leadership positions
Lucia Frzonová emphasizes the importance of authentic leadership and continuous learning. “The pharmaceutical sector is highly competitive and dynamic, and so must be those who want to succeed in it,” she says. “I think genuine, authentic leadership, which is rather an exception today, is crucial. Women in leadership positions can still face prejudice, so it is important to communicate professionally and constructively.”