It began on the quarter mile drag racing track when Arthur Calleja was studying finance and business management at the University of Malta. It was his way of letting off steam, a passion that was passed down through the generations of his family.

“That was where I met the brand for the first time." Mr Calleja remembers. "That was where I had the first feel and touch of Würth products; chemicals, cutting, grinding, mechanical products. They were the go-to supplies used on the cars.”

Mr Calleja held the position of Secretary for the Malta Drag Race Association for 15 years but his time at Würth would come some years later. First, he cut his teeth at KPMG where he specialised in retail and wholesale auditing. Mr Calleja also travelled away from home shores, working in Dublin and Lugano, “getting a taste for structure and big numbers,” as he put it. Then, an advert appeared.

Würth Malta was going through some restructuring, and a position in finance and administration opened up. “It was comfortable for me. I knew the products. I knew the brand from my drag racing days, and that was the beginning.”

Within three short years, he transitioned into a unique dual position as Sales and Finance Manager. “I am a firm believer of personal contact. I like to communicate. I like to express myself. But I also listen,” Mr Calleja explains. This adaptability eventually paved the way for him to take the helm as Managing Director in 2016.

“Apart from my family at home, this is the pride of my life,” Mr Calleja gushes, “Würth Malta is one of the most successful in terms of key performance indicators within the Würth Group in Europe.”

Structure breeds innovation

Würth is a German multinational corporation that specialises in the sale of assembly and fastening materials. Founded in 1945, it now operates in 91 countries with over 450 subsidiaries. This vast scale is anchored in clearly defined structures, which Mr Calleja believes are key to its success.

 “The Würth Group has developed policies and procedures (PAPs) which offer well defined chapters in purchasing, managing directors' powers, reporting lines, customer relationships, sustainability, in everything,” he explains.

“Würth Malta operates in an EVP (Executive Vice President) unit which includes Spain, Italy, Portugal, and the Canary Islands,” Mr Calleja expands further. “Together, we share synergies, we share flops, we share everything. We learn from each other.”

While these are evolving procedures, revised according to changing markets and global considerations, they provide a very solid infrastructure for Würth companies to adapt to their own specific environments.

While the automotive, woodworking, metalworking, and construction industries continue to be the traditional service areas for the Würth Group, and hence Würth Malta, the latter keeps a close eye on developing opportunities for growth.

“A principle passed on to us from the Würth Group is that growth without profit is fatal, but profit without growth is fatal too. If we’re not growing, then our competitor is taking market share. So we need to find opportunities to develop. In Malta, we know that the government has invested a lot in turning Malta into an aviation hub. We also have the maritime industry, which is huge, as well as pharmaceutical manufacturing. At Würth Malta we have developed a different set of rules and procedures whereby we can work with these companies.” Mr Calleja explains.

“We can determine what Würth products they need in their daily running, because consumables are in our DNA after all, and we will coordinate and organise that for them. As a business, you don't need to waste time on keeping stores up to date etc, we will do that for you.”

In fact, this concept’s success has been scaled up into a dedicated project division at Würth Malta, with its own team of technical people, engineers and coordinators. “A client can approach Würth Malta, with a project, a plan, a building and they will get support in the design, commission and installations necessary to turn the place into a fully functioning operational space,” Mr Calleja says.

Keeping people at the centre  

Listening to the client and staying close to them is a principle passed down from the earliest days of Würth, and from its leader Reinhold Würth. It’s something of a mantra that shows up time and time again in its about pages, press, and formal guidelines, but it’s very apparent in the way the business continues to expand its operations also.

“We want to keep our customer in a sphere of services,” Mr Calleja says. That sphere includes the product rage, the Würth app, the online shop and the sales representatives who are on email, phone and making their way to clients in person too. “We make it as comfortable as possible for the customer to find what they need without additional effort so we can support their business and development.”

Sometimes, that support sees clients become competitors but that doesn’t breed animosity. “The Würth family always tell us to stay near the customer, listen more than talk and remain humble because people are at the core of everything. Even with the advancements we’re making with AI on websites and portals, people are still behind all that making the decisions. And this really intrigues me further to continue on in this career, because it's amazing how people develop,” Mr Calleja smiles.

The family’s philosophy also transfers down into employee dynamics at Würth. When the Würth Group invested millions to expand its premises in Malta between 2009 and 2013, this coincided with a turbulent political period in Malta that saw business at its lowest in 20 years. “Our staff here stepped up and pitched in. During Christmas holidays, we were cleaning, moving stock, doing what we needed to do to get back on our feet. And we did, slowly but surely. It’s a unique thing we have here.”

Even during COVID, staying close to people and nurturing relationships remained the priority. “The Würth Group told us to leave finances as they were and not to worry,” Mr Calleja shares. “They told us to support the employees, operate within the safety regulations, but to keep visiting customers. If you can visit, visit, they said, even if you go and say hello from behind the Perspex. It matters. And that is what we did.” And this is what led to two of the strongest years on record.

Keeping the big ship agile

A large ship plans its course in advance. A destination is set and its captain strategises the best way to get there, knowing the challenges that come in some territories, avoiding certain paths, and making the most of knowledge gained in previous journeys. The bigger the ship, or indeed the fleet of ships, as is the case here with the Würth Group, the more important this intentionality is.

Würth Malta is guided by a 10-year vision launched in 2023. "I know what our sales targets are for 2033. I know how many customers we need, and how we plan to reduce our carbon footprint. With the Würth principles, we can work out the best way to get there.”

While this might seem rigid to some, and counterintuitive, it actually translates into agility. With the plan and the foresight of the Würth Group, the contingencies they put in place, ships in the fleet are allowed to adapt quickly in ways that align.

“In terms of sustainability, we’ve already taken multiple actions. We’re reducing dependency on electricity, movement of goods is reducing its packaging and reusing crates. We are also ranking our suppliers in sustainability processes as well.”

Ultimately, Mr Calleja sums up his mission simply: "My role is to protect existing jobs and create new ones. If you're growing, it means your customers are satisfied, your team is thriving, and your future is secure. That’s what it’s all about."