Read the Conversation
Meeting highlights:
- Christiane von der Eltz’s Mission when Appointed: Restructure the German organization of Berlin-Chemie and prepare it for the future.
- Berlin-Chemie Menarini’s Priorities for 2025: Focus on innovation, patient-centric approaches, and collaboration with healthcare professionals in Germany. Remain the preferred partner for key target groups.
- Legislative Adaptation: Addressing challenges from pricing regulations and leveraging Germany’s Pharma National Strategy to boost research and development as well as pharmaceutical production in Germany.
- Big Data & AI in Health: Potential of AI adoption to enhance electronic patient records, improve diagnostics and treatment, and ensure competitiveness. The importance of building AI skillsets for future professionals.
- Berlin-Chemie Menarini’s Product Innovation: Launching groundbreaking drugs, including a unique antibiotic, innovative treatments in respiratory and cardiovascular health, and products for aesthetics and oncology.
- Berlin-Chemie Menarini Attracting & Retaining Talent: Promoting a diverse workforce, fostering retention, offering student programs, and supporting flexible and inclusive work environments.
EF: What drew you to Berlin-Chemie Menarini, and what mission did you establish for yourself when you initially joined?
CE: I was drawn to work for the number one company in the German GP sector, which was very appealing. Previously, my focus had been more on specialized medicine, although I gained some GP experience at Merck and Pfizer. The opportunity to work for a company with a large Sales Team, especially one with a significant track record of success in Germany, was intriguing. Germany’s substantial number of GPs – more than 50,000 – requires a considerable workforce. Another key factor was the business model. Berlin-Chemie engages in numerous collaborations, both on a global scale and locally, working with other companies. Compared to others, this flexibility in the pipeline stood out as an exciting opportunity. Returning to Germany after spending several years abroad added a personal appeal to this role.
EF: What are your current priorities for 2025?
CE: In 2025, our focus is on driving innovation and adopting patient-centric approaches within the German market. Collaboration with key stakeholders remains our top priority. This includes general practitioners, internal medicine doctors, specialists, and pharmacists. We strive to remain the preferred partner in general medicine, both quantitatively and qualitatively, by balancing established and innovative products. This strategic focus on portfolio development is supported by promising candidates in our pipeline. Our efforts also extend to supporting healthcare professionals through educational initiatives and enhancing patient education. At Berlin-Chemie, one of our core strengths lies in offering a variety of educational events. For both healthcare practitioners and patients, we provide digital tools like our TheraKey app, which acts as a unique resource designed to help individuals manage their chronic conditions effectively. Additionally, our core values, rooted in Menarini's principles, are integral to everything we do. These include people care, patient focus, responsibility and integrity, and quality – and define our broad and comprehensive approach to healthcare and innovation.
EF: Considering Berlin-Chemie’s significant footprint in the country in manufacturing and research, how does Germany’s National Pharma Strategy impact the company?
CE: This is indeed a critical time as we stand on the brink of new legislation, with several impactful laws that were introduced in recent months. Two key topics are particularly significant. The first is strengthening Germany as a hub for research, development, and production while providing a reliable framework for pricing negotiations and investments. Maintaining competitiveness on an international scale is crucial for Germany to retain its position as one of the leading pharmaceutical markets globally. In this context, the federal government’s development of the pharmaceutical strategy is a positive step aimed at fostering investment. This strategy has brought about new legislation, such as the Medical Research Act, which enhances research conditions and encourages more clinical trials in Germany. It includes measures to incentivize conducting studies domestically and reduces bureaucratic hurdles to make these processes more efficient. Another focus area is the use of big data in medical research. Countries like Denmark are exemplary models in utilizing anonymous, registered data to identify suitable clinical trial centers. At last, Germany is also taking steps in this direction with initiatives such as the electronic patient record (ePA). The Health Data Utilization Act, effective from March 2024, aims to regulate how this data is accessed by stakeholders while ensuring patient privacy and data security. Patients’ data will be accessible unless they opt out, striking a balance between utility and safety. The second key area is addressing cost pressures and ensuring predictability for companies. For pharmaceutical manufacturers in Germany, rising costs for employees and production, such as energy prices, combined with capped budgets for prescription medications, pose significant challenges. The early benefit assessment (AMNOG), for example, needs revision to ensure broader patient access. Current pricing restrictions sometimes hinder the availability of innovative drugs in the German market, which underscores the need for a more balanced approach. These developments represent critical steps forward, but they also highlight the need for ongoing adjustments to maintain Germany’s leadership in the pharmaceutical sector.
EF: With the growing buzz surrounding AI, how are you filtering through the noise and leveraging this technology to strategically position the company for the future?
CE: First and foremost, it is crucial not to shy away from the profound changes artificial intelligence brings. Waiting to see how things unfold is not a viable strategy. We must proactively embrace AI, recognizing its potential to transform both professional and personal lives. At Berlin-Chemie, we are actively examining the entire value chain to identify areas where AI can enhance speed, efficiency, and even creativity. The opportunities are vast, but to capitalize on them, we must first build knowledge and understanding across the organization. Each department needs to evaluate how AI can drive improvements and contribute to our goals. Managing this transformation also involves addressing the human aspect. Discussions about AI often bring fears—such as concerns over job security or adapting to new roles. While AI offers tremendous possibilities, we need to manage the associated change thoughtfully, engaging our employees from the start, addressing their concerns, and ensuring they are part of the journey. AI's greatest potential lies in its collaboration with people, not in replacing them, and this synergy will drive meaningful progress. I am particularly enthusiastic about secure platforms like the ePA (electronic patient record). When implemented effectively, these tools can significantly benefit healthcare by accelerating diagnoses, enhancing prevention, and improving treatment adherence. They also enable cost savings by reducing redundant tests and help avoid medication-related side effects through better data integration. Another huge area of interest is utilizing the power of AI in drug development. Recently, Menarini announced a second cooperation in this area with Insilico Medicine for a new asset. The potential for AI in healthcare is immense. It can empower patients, support doctors, and drive innovation in research.
EF: How is your pipeline evolving, and what developments in your product portfolio are you particularly excited about?
CE: Our portfolio spans a wide range of therapeutic areas, including both off-patent and innovative drugs. For instance, in the respiratory field, we offer a variety of treatments, and allergy is another area of focus for us. We are also deeply invested in diabetes and cardiovascular care. Currently, one of the most exciting developments in our pipeline is an innovative lipid-lowering drug that we are preparing to launch. This product holds significant promise and is a key highlight of our upcoming initiatives. In addition, we offer a range of over-the-counter (OTC) products and have a dedicated branch for aesthetic treatments named RELIFE, which includes fillers, threads, and other solutions for aesthetic medicine. Furthermore, our Menarini Stemline division is focused on oncology, reflecting our commitment to addressing diverse healthcare needs. Additionally, Menarini Diagnostics serves as our diagnostics division, further expanding our diverse range of healthcare solutions. I would also like to highlight an important addition to our portfolio from our recent research pipeline. It is a reserve antibiotic designed for patients who cannot be treated with conventional antibiotics. While it addresses a relatively small patient population, it is a life-saving treatment for those with infections caused by resistant bacteria. This product, launched in November 2024, plays a critical role, especially in the context of the growing challenge of antimicrobial resistance. As this issue continues to emerge as a global health concern, the availability of such treatments becomes increasingly vital.
EF: How are you attracting and retaining the top talent available in Germany and across Europe?
CE: Bright minds and motivated individuals are our most valuable resource. At Berlin-Chemie, we are fortunate to have a high retention rate, with many employees staying with the company for a long time. However, we also recognize the importance of balancing this longevity with fresh perspectives, ensuring a mix of experienced professionals and new talent while fostering diversity. Currently, our workforce at Berlin-Chemie represents over 50 nationalities, and women hold approx. 40% of leadership roles at the first and second levels. This is a point of pride for us, and as a female leader, it is a cause particularly close to my heart. Over the years, I have actively mentored women, focusing on helping them balance family and career, especially during the transition back to work after pregnancy. We strive to create an environment that supports this balance, offering flexible workplace arrangements and part-time opportunities, even for leadership roles. This flexibility is crucial as combining work and family life can be particularly challenging. In Berlin, factors such as the high cost and limited availability of housing, as well as insufficient daycare options, add complexity. Addressing these challenges is an ongoing priority for us to ensure that all employees - of all genders —can thrive both professionally and personally. When it comes to attracting talent, it is essential to provide what is now considered state-of-the-art, such as flexible working hours and remote workplace options. In addition, we place significant emphasis on fostering early career opportunities, for example, through our extensive trainee program. This program offers students, after completing their studies, a structured pathway to begin their careers with Berlin-Chemie. It is an excellent first step into the company and allows both parties to evaluate if there is potential for a long-term working relationship. We are fortunate to have partnerships with nearby universities, and we also attract individuals from other cities in Germany who are eager to experience working in Berlin. Currently, we also have around 80 apprentices, making this initiative a mutually beneficial opportunity to build talent for the future while giving them invaluable exposure and experience.
EF: Reflecting on your return to Germany and your move to Berlin-Chemie Menarini, what achievements have you been most proud of since making this transition?
CE: When I started, it was quite a challenging time. The COVID-19 pandemic had just ended, and we faced the task of transitioning back to our previous ways of working. This in itself was a significant challenge. At the same time, Berlin-Chemie also faced key patent expirations in Germany, which was challenging. One of my key responsibilities was leading a restructuring effort and implementing the necessary changes to prepare the company for the future. I am proud to say that these changes were successfully executed, and I feel confident that we are now well-positioned for upcoming launches and future opportunities. What stood out to me when I joined was the strong sense of stability, cooperation, and the collective spirit we call the "WE." Despite the modernizations, process updates, and structural changes we introduced, we managed to preserve this spirit. What was also important was that we managed to protect our core, which is being the preferred partner for general practitioners and selected specialist doctors in Germany. The “WE" remains central to our vision and is deeply embedded in our hearts. I believe this enduring sense of unity is what truly sets Berlin-Chemie apart.
