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Essay by Prof. Dr. h. c. mult. Reinhold Würth
Thanks to the dedicated work of our colleagues in the Würth Group, the 2025 fiscal year was also brought to a reasonably successful conclusion, as can be seen in the attached results. With a new sales record and an operating result of EUR 970 million before tax, I would like to express my sincere gratitude as the Honorary Chairman of the Supervisory Board of the Würth Group. Internally to all our employees, externally to all our business partners, and above all to our 4.5 million customers around the world.
Right from the start, the year 2025 caused me great concern about the outbreak of a world war, but thank God peace has been maintained in the European Union. Now, at the beginning of 2026, we are faced with the same worrying problem.
If we let the events of just the first 14 days of January 2026 sink in, the entire globe seems to be in turmoil, in unrest, and also in the midst of fundamental change. There are shadowy indications that the world will be divided into three power blocs, dominated by China, Russia, and the US.
In abstract terms, it is also all related to the question of our planet's carrying capacity. We are rapidly approaching a global population of ten billion people—which means that the limit of humanity’s ability to provide for itself in the long term has been reached. It is highly likely that this political unrest is linked to Earth's overpopulation.
Now, as citizens of the countries in which we work, we have the mission and the obligation to value our respective home countries and contribute to the common good of all. Love of our homeland and democratic national pride must guide us.
Taking Germany as an example, I see certain deficits in this area. The feeling of belonging and love for this country, which can certainly be noticed in extraordinary situations, became apparent, for example, when the Berlin Wall came down. The sense of solidarity moved many citizens to tears back then. And today? Disparate factions are working to incite individual groups of citizens against each other, to stage hate-filled demonstrations, to sow envy and resentment—Germany is being led ever closer to the abyss by powerful enemies of democracy.
This brings me to the title of this discourse: I was inspired by the painter Giovanni Segantini and his trilogy of becoming, being, and passing.
A triptych with this title hangs in Segantini Museum in St. Moritz. This trilogy has inspired me for decades, and I would like to address it again here.
As a matter of fact, everything—without exception—is subject to the cycle of becoming, being, and passing. Whether living beings, global empires, the cosmos, commercial enterprises, or institutions, everything is subject to this process, albeit with galactically different scales of time. Accordingly, I am certain that our Würth company will also end at some point.
If we look back a few millennia in the history of Earth, then all empires, whether Mongol, Scythian, Persian, Egyptian, Greek, or the mighty Roman Empire, have followed the cycle described above: Mr. Xi Jinping, Mr. Putin, and Mr. Trump are also mistaken if they want to divide the world autocratically into three blocs—these too will pass.
Let me jump back from this broad, timeless narrative to Germany.
At the age of 91, I myself can reflect on the development of the Federal Republic of Germany right from the very beginning, and I have experienced all the highs and lows. Alas, we must admit that we have moved a long way away from the state of becoming in this cycle.
The Federal Republic of Germany is heading toward the end of being, and it is in great danger of slipping into the phase of passing. The state of being can be compared with the last two or three centuries of the Roman Empire: Prosperity, easy living, idleness, and the decay of structures were commonplace at the time and led to the end of the Roman Empire in our region in the year 495, when the Franks conquered the former regional Roman capital of Cologne.
In line with my metaphor, Würth is currently in the transition phase from becoming to being: The structures are in place, IT and artificial intelligence are on the right track, and management hierarchies are well organized. Unfortunately, I have noticed that many people have scaled back their efforts, comfortably working one or two days a week from home, doing the bare minimum.
Here, there are certainly signs of parallel developments between companies and the Federal Republic of Germany: There is prosperity, the work-life balance is shifting more and more toward shorter working hours, longer vacations, and higher wages, with a simultaneous reduction in effort where possible: clear indicators of the state of being, at the end of which the transition to the state of passing is inevitable—as history teaches us.
Therefore, I appeal to all employees of Würth to choose the right direction at the fork in the road from the state of becoming—namely, to push the state of being far into the distance and to continue on the joyful and optimistic path of becoming toward their personal and also professional future.
The same applies when comparing companies and the government: Reduce bureaucracy, eliminate unnecessary management levels, promote a sense of unity, help those in need, and, above all, act as a role model. If this is achieved, then we can look back with pride on a prosperous Federal Republic of Germany. In our areas of business, we are continuing our solid growth momentum and thus pushing the state of passing into the distant future in both cases.
Let us promote becoming—because being automatically initiates the transition to passing.
Yours sincerely,
Honorary Chairman of the Supervisory Board of the Würth Group
Greeting by Benjamin Würth
We remained on course during the 2025 fiscal year. In a world shaped by political conflicts, economic tensions, and rapid upheaval, Würth is driven by a strong corporate culture. The company’s 80th anniversary also reminds us that change has never been an exception at Würth but rather part of our identity.
Our corporate culture guides our actions. It is lived every day: We work together, keep our promises, make decisions in the best interest of our customers, and get things done. In a time of permanent change, this culture remains our guide. The economic, technological, digital, and geopolitical conditions are changing rapidly. Permanent change is the new reality. We focus our actions accordingly. We work with this change—not against it.
Above all, 2025 was a year of focusing: on customer proximity and reliability, on clear management, and on processes that enable speed. Learning takes place where it counts: in daily activities, alongside our customers and our employees—pragmatically, effectively, and respectfully.
Despite the difficult economic situation, we achieved record sales of EUR 20.7 billion and gained market share. This was by no means easy; it was the result of consistent prioritization and hard work.
Looking ahead, we combine hope with aspiration. Hope that transforms into action creates something, gives rise to something new. Uncertainty is no reason to let up: Even in uncertain times, we remain resolute—prudent in the use of our resources and respectful in our dealings with our business partners, employees, and customers.
We set clear priorities, make bold decisions, and take responsibility where it makes the biggest difference: with people in mind. To do so, we simplify what is unnecessarily complex, streamline processes, and create space for personal contact. In an increasingly digital world, we remain what Würth has always been: cooperative, responsible, and reliable.
What really matters lies in our hands: how we work together, how quickly we find solutions, how consistently we take responsibility—for each other and for the regions around the world where we are at home. If we live by these principles, we can build a future—even in uncertain times.
I would like to express my deep gratitude to everyone who helped make 2025 a reliable year for Würth. Let us use our anniversary year as motivation: with humility for what we have achieved, and the positive attitude that has characterized Würth for 80 years.
Kind regards,
Chairman of the Supervisory Board of the Würth Group
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