Below we are publishing an interview that was originally published on the website of the Slovenian-German Chamber of Commerce (AHK Slovenia) following the receipt of the German Economy Award 2024/25. In this conversation with Maja Strnad Cestar, Director of Medis, we discuss the key human resources approaches that were highlighted in the award application. We present in more detail the methods for human resources development, the promotion of intergenerational cooperation and open communication, and how we ensure the well-being of our employees in our international environment in practice.
We invite you to read the interview!
At a time when many companies are facing challenges in attracting and retaining staff, and generational changes are bringing entirely new expectations from employees, the importance of strategic human resources management is only increasing. This year's German Economy Award was intended to recognise organisations that stand out for their commitment to creating a reputable, inclusive and sustainability-oriented working environment—and Medis is precisely such an example.
With innovative and systematic approaches to human resources, Medis has succeeded in establishing a culture that is not just a response to trends, but a strategic part of their mission. As this year's award winner, Medis proves that thoughtful investment in people creates both employee satisfaction and competitive advantage in the long term. In this article, we present practices that can serve as inspiration for other human resources professionals and management teams.
We spoke with Maja Strnad Cestar, Director of Medis and member of the Management Board, about how they create a supportive working environment in practice, what specific measures they implement and how they monitor employee satisfaction.
How do you ensure the well-being of employees within the company and what specific practices do you implement to monitor satisfaction?
At Medis, we are convinced that there can be no successful company without satisfied and committed employees. That is why we encourage and have been systematically monitoring employee satisfaction and commitment for many years, through regular surveys, START and STAY interviews, and discussions between employees and our HR department.
We help our employees maintain a work-life balance. We support flexible working arrangements, organise training sessions and workshops on stress management, and have an active Medis sports group. This summer, we ran our first internal Medis Health Month campaign, highlighting the importance of physical activity and mental health. We also raise awareness among employees about diseases and the importance of preventive check-ups. Every year, we organise and financially support screenings for the most common types of cancer (breast, prostate, colon and stomach cancer, melanoma) for our employees in all countries. We named the programme Medis Screening, and it has been very well received by our employees.
How do you encourage intergenerational cooperation and the inclusion of people from different social groups in your organisational culture?
Medis brings together different generations of employees with different knowledge and skills—from experienced professionals to young talents who are just starting their careers. We encourage mentoring because we believe that younger people can learn a lot from older people, while older people can gain fresh perspectives and digital skills from younger people. It is precisely this whirlwind of knowledge that flows through Medis that I am most excited about, as it contributes to the transfer of knowledge and cooperation between different generations.
There is a strong culture of learning at Medis, which is reflected in individual development plans, mentoring and a wide range of e-learning opportunities. How do you approach employee development systematically and how do the development programmes work?
We see employee development as a long-term investment and we can certainly say that we are a company based on knowledge and self-education. Each employee has their own individual development plan, which they create together with their manager. We offer our employees a diverse range of e-learning courses, expert seminars and internal programmes covering soft skills and specific expert areas. We invest heavily in mentoring and coaching, as we believe that a great deal of invaluable knowledge is transferred in this way.
How do you adapt your training programmes to the rapidly changing business environment, particularly in the context of advances in artificial intelligence and digitalisation?
At Medis, we have a wide range of online training courses in different languages, which we regularly update according to the needs of our employees. Some training courses are mandatory, while others are voluntary. At Medis, we also encourage participation in various learning groups and emphasise internal knowledge transfer, which is why we launched the Learn with Colleagues training project. In October, for example, we took a closer look at AI tools—their advantages and pitfalls. The aim is to involve employees in educational processes in areas that we consider strategically important for the future development of our business, thereby strengthening their sense of belonging and responsibility.
How does Medis encourage open two-way communication and employee involvement in important decisions?
Open dialogue is part of our culture. The company's management is available to all employees and responsive to their suggestions. Internal communication takes place through multiple channels—the intranet, digital newsletters, quarterly reports, as well as the option of asking questions anonymously and regular interviews with employees. Based on their observations, we prepare comments and responses. As part of our Idejnica idea platform, we collect ideas for improving processes and operations, as well as ideas that could contribute to an even better working environment or improve any other aspect of our business. Once a year, we reward the best ideas from employees, and we regularly incorporate them as improvements or changes.
And last but not least, Medis celebrated its 35th anniversary last year. How do you see its role in the future today? In which areas, particularly in human resources development and organisational culture, do you expect the biggest changes and opportunities?
I am extremely proud of our 35 years of development. From a small company in Ljubljana, we have become a leading regional company for the comprehensive marketing of medicines, medical devices and medical equipment, as well as over-the-counter medicines in 19 countries. The key to our success has always been our people—committed and professional employees who work with their heart.
In the field of human resources, I expect the greatest development to be in the direction of digitalisation, the use of artificial intelligence and the creation of even more flexible and inclusive forms of work. As a company, we are ready to meet our employees halfway, all with one goal in mind: to create an environment where people can grow, develop and contribute to the fulfilment of our mission—to bring modern therapies to the patients who need them most.
