I've never buried my head in the sand

I've never buried my head in the sand

Mr. Prost – our last interview with you as Managing Director of Liqui Moly. Hand on heart: Are you afraid of a pension shock?

I go voluntarily and self-determined. I must Yes, not retirement, I wants it. And of course, after more than 50 years in my professional life, I'm very excited because I don't know exactly what to expect. I never had anything like free time, time for myself. There was always work and, for some time now, responsibility for a company and now 1,000 fellow entrepreneurs. It will be a change and I hope that I don't get on my wife's nerves too much by sitting at home all the time. But I'm looking forward to spending time with her. We now look at the world and enjoy life.

We would be interested in two personal things: First of all, looking back, what was your greatest success – whether business or private?

I have never let life get me down. That is already a great success. I have a family that loves me. And on top of that, together with a team of many wonderful people, I have built a world-famous company. I am infinitely grateful that I always had people by my side that I could rely on. That may sound banal, but it is really great luck and a tremendous success.

And what was your biggest defeat?

I've never buried my head in the sand. And mind games like “What would have happened if…” are not my thing. You know, when I was kicked out of my employer Sonax in 1990 after twelve years, three days and half an hour, it was initially a defeat. My free spirit was probably responsible for this departure back then. Shortly afterwards I had a motorcycle accident and broke my bones. So if I'm going to mess up, I'm doing it right. More or less by chance I stumbled across the position as sales and marketing manager at Liqui Moly. I literally stumbled because I was on crutches. And here I have come a long way with the way I approach work. Everything in life has a meaning. The important thing is to never make the same mistake twice and to learn from defeat, if you want to call it that. Everything else doesn't matter.

So if I'm going to mess up, I'm doing it right.

Do you think that with honest work you can still achieve as much as you used to?

Of course, there are other ways to be successful these days. It's a mystery to me why you make so much money as an influencer. These young women and men appear to be role models for many people of their generation. They are also diligent and work hard. Everyone needs a bit of luck to achieve “huge success”. Maybe you have to be in the right place at the right time. But there is no getting around a huge amount of diligence, honest, hard work, ambition, will and perseverance. I am still convinced of that today. This is a recipe for success that has endured for centuries. Admittedly, it doesn't sound chic, but it has proven itself.

You are considered socially committed, call your employees fellow entrepreneurs and are happy to pay out bonuses. Does it pay off for the company?

Absolutely. Appreciation and participation in success are the biggest motivating factors. Although that's not the primary reason I paid premiums. Rather, it is a form of praise that my fellow entrepreneurs can buy something for. We fight together and win together. Bills, an apartment or a house have to be paid. One look at the skyrocketing costs of energy and food is enough. A monetary thank you like this feels good. And maybe it helps more than a mere thank you. It was always important to me that I never forget where I started. I wasn't always rich and I owe my success to my team. I would find it reprehensible if I didn't share in their success.

A job alone no longer lures anyone out of the forest. The whole package has to be right. Apparently we're doing something right.

Our industry is struggling with an acute shortage of skilled workers. How do you find skilled workers today?

You can never win a skilled worker with warm words alone. Pay plays a role. But it is also a question of brand tone: Liqui Moly is now not only known all over the world, but is also an extremely likeable brand with a certain appeal. People enjoy working here because we are a close-knit group where everyone can develop their work and creativity in a feel-good atmosphere. People not only want work, but also want to see meaning in their employment. What I do has to challenge and encourage me, but also bring me joy. A job alone no longer lures anyone out of the forest. The whole package has to be right. Apparently we're doing something right.

Will e-mobility prevail and what does that mean for Liqui Moly?

Internationalization and diversification are my watchwords. Of course, electric drives will also become established in Europe through subsidies. There are also studies that show that the thirst for motor oil is becoming even greater worldwide. Look at the numbers: there are currently over eleven billion vehicles with combustion engines worldwide - and around ten million electric ones. More and more of both types are being added. Liqui Moly is active in 150 countries, which is why I see us in a very good position for well over the next ten years. But we can also continue to grow in Europe and offer everything you need for maintenance, service and care through our wide range of around 4,000 items. We also invest money in research and bring special products for electric vehicles onto the market. We are not driving blindly through the fog when it comes to the future. We adapt to changes in the markets. But we've always kept it that way.

We create jobs and pay taxes on our profits in Austria. This is partnership as we understand it.

Liqui Moly founded a company in Austria – previously it was part of Germany. Other lubricant manufacturers are considering giving up local branches. Do you perhaps know more than others? 

I can't speak for others. We have always been different from the competition; we are not anonymous oil multinationals, but rather the Liqui Moly family. And she sticks by her customers. Austria is our oldest market alongside Germany. We therefore feel connected to Austria. With the subsidiary, we are addressing the needs of Austrian customers even more closely and are expanding our position in the market together with our partners. The subsidiary is of course an appreciation. We create jobs and pay taxes on our profits in Austria. This is partnership as we understand it.

You learned to be a car mechanic yourself and worked your way up. Are there too few young people today who learn a craft but study too often?

Studying is very important for many young people. But not everyone should feel obligated to do this. Craftsmanship is always needed. We also need journeymen, masters and technicians who can get involved and quickly come up with practical solutions. Otherwise not a single canister of oil would come off our production line. Completed craft training doesn't have to be the worst thing when I look at my own path.