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Strategy for a better Trelleborg

The global polymer industry is extensive and in this multifaceted
landscape, Trelleborg’s strategy is to be highly selective. The
focus is on segments where technological leadership can be
established and added value can be created for customers, and
where there are good conditions for growth and profitability.

​Trelleborg’s selection of markets and positions is based on a
structured assessment of a substantial number of parameters.
The assessment focuses on geographies, industries, competition,
business drivers, customers and applications, together determining
the conditions for long-term value creation and sustainable
market positions.

Geographies Industries Competition Business factors Customers Applications
“By focusing on carefully selected segments and building strong customer
partnerships, we gain insights into needs and market trends at an early
stage. In doing so, we can develop innovative solutions that create value
for customers and shareholders.”
Selim Timocin, Vice President Strategy & Business Development

Four strategic cornerstones

Trelleborg’s strategy rests on four cornerstones that combine to strengthen the Group’s long-term competitiveness and value creation. The conditions are created for profitable growth in selected segments worldwide through an improved portfolio, structural improvements, geographical balance and a systematic Excellence program.

Improved portfolio

The Group is working systematically to identify positions that demonstrate high growth and the potential for good profitability. This includes directing focus within the existing portfolio and identifying and filling gaps in the offering – for example, by developing new applications, technologies or segments. The assessment is based on several parameters, with the Group evaluating how to best optimize the business portfolio considering the industry, niche, geography and customer needs.

Acquisitions are a core feature of the strategy, and the Group acquires operations in attractive segments and niches where there are opportunities to gain competitive advantages and more rapidly achieve a leading position. Six acquisitions were carried out in 2025, including in the aerospace and water infrastructure sectors. Portfolio optimization also includes divesting operations that are not part of the core business. In recent years, operations in sectors such as automotive, tires, and oil and gas have been divested.
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Structural improvements

Trelleborg develops its operations and localizes them in regions with favorable conditions for growth and the right talent, as well as efficient production. At the same time, product ranges and business models are being further developed to simplify and add customer value.

The pace of investment remained high in 2025. In June, the existing production facility in Malta was expanded with a new unit focused on medical technology and semiconductors. In Northborough, US, the biopharma facility has been expanded while in December, the first site was established in Costa Rica, adding to the country’s growing cluster of medical technology companies. A second facility was opened in Vietnam in the autumn, specializing in solutions for marine systems.

Structural improvements also include the development of business models and digital tools. AI technology is being increasingly used, for example, for automated quality control and more rapid development of customer solutions. Investments are also being made to improve business systems.

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Geographical balance

Trelleborg sees strength in its ability to combine a strongly decentralized and local organization with the capabilities of a global Group. Business decisions are made close to the customer, providing flexibility as well as market and customer knowledge. A geographical balance reduces the impact from fluctuations in the economy and currencies or from trade barriers.

The Group’s strong local presence creates a natural balance between revenue and costs in each region, strengthening its resilience at a time when trade barriers and tariffs are increasing globally. Trelleborg has operations in just over 40 countries with more than 100 manufacturing sites and sales to just over 140 countries.

The geographical balance has changed significantly over the last decade. In the past, Europe dominated and accounted for three quarters of sales. In 2025, Europe represented around 43 percent of sales with North and South America representing 33 percent and Asia and Rest of the World 24 percent. This provides better exposure to high-growth regions.

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Excellence

Trelleborg has a Group-wide Excellence program to continuously improve core operational processes. Much of this work takes place on an ongoing basis in the business units, close to the day-to-day operations.

The Group also pursues specific initiatives that complement local improvement efforts and ensure common standards and best practices. This works is supported by training via Trelleborg Group University and through customized efficiency tools that are deployed across the organization.

These are Trelleborg's Excellence programs:
  • Manufacturing Excellence
  • Energy Excellence
  • Purchasing Excellence
  • Sales Excellence
  • People Excellence
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Megatrends impacting Trelleborg

The Trelleborg Group is impacted by a number of megatrends and drivers that develop and create opportunities for the business. These trends are characterized by the fact that they are based on global patterns and they are already evident today, but are expected to play an even larger role in the longer term.

Geopolitical and demographic changes

World trade remains impacted by protectionist tendencies, with tariffs, trade barriers and geopolitical tensions creating uncertainty and reshaping global value chains. Regionalization and a greater emphasis on security of supply are growing in importance. In parallel, the Asia-Pacific region is consolidating its position as a global growth powerhouse, while more mature economies face demographic challenges of an aging population and low birth rates, thereby dampening growth potential.

 

What is means for Trelleborg
The Trelleborg Group combines local presence with global capacity through its more than 100 facilities in some 40 countries, enabling us to manufacture and sell in the same region. This reduces our vulnerably to trade barriers at the same time as we can share material and appli-cation expertise globally. In 2025, we continued to grow in emerging regions through strategic acquisitions and investments in our business. In medical, Trelleborg has invested in several existing facilities and inaugurated a new produc-tion unit in Costa Rica, strengthening its focus on healthcare & medical – a sector that, according to the WHO, accounts for more than 10 percent of global GDP and is expected to continue growing.

Energy demand and sustainability

The world is in the midst of a transition where reducing greenhouse gas emissions and ensuring more efficient use of scarce natural resources are of the utmost importance. The Paris Agreement’s goal of limiting global warming to 1.5°C requires accelerated action and innovation, with a focus on energy efficiency, circular material flows and the transition to fossil-free and renewable energy sources.

 

What it means for Trelleborg
Trelleborg’s solutions are used in renewable energy, such as wind power and hydrogen. They help to reduce energy use and extend the service life in industrial applications through their unique properties. Water infrastructure is a growing area, ensuring both access to drinking water and reducing leaks in existing systems. We are transitioning our own operations to reduce carbon emissions and energy consumption, while the share of bio-based or recycled raw materials in our products is increasing.

Urbanization and mobility

Urbanization is continuing globally, particularly in emerging markets, placing ever-greater demands on efficient and sustainable cities. While investment in infrastructure is crucial to meet needs, there remains a gap between necessary investments and actual investments. Meanwhile, the need for mobility – both short distances within cities and longer journeys between regions – is increasing, driven by labor mobility, e-commerce and tourism. This development also includes electrification and new transportation systems to reduce emissions and improve accessibility.
​

What it means for Trelleborg
Trelleborg’s solutions are integrated into equipment used in the construction of both buildings and infrastructure, and our seals and profiles facilitate energy-efficient and sustainable buildings. During the year, the Group increased its exposure to water infrastructure – an area that is growing both through new construction and rehabilitation to meet the needs of urbanization. Our solutions can be found in virtually all types of vehicles – from bicycles, cars and trains to ships and airplanes – ensuring a safe, efficient and comfortable journey.

Technological advances and artificial intelligence

Technological developments are accelerating, with artificial intelligence (AI) being one of the most transformative drivers. AI technology and advanced data analytics enable significant streamlining of industrial processes. Automation and digitalization continue to gain ground in both industry and society, while new technologies such as generative AI and machine learning are trans-forming how products are developed, production is optimized and services are delivered.

 

What it means for Trelleborg
Semiconductor production plays a key role in the rapid development of AI technology, and Trelleborg produces sealing solutions for the advanced equipment required in this process. Automation remains a strong trend in industry, fueling demand for our solutions. At the same time, AI and automation are also being increasingly used in our own business – from streamlining production and administration to developing marketing and customized offerings. During the year, we took further steps to further integrate digital tools and data analytics into our processes to add more value for customers.

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  • What is Trelleborg’s strategy?
    Trelleborg’s strategy is to focus on selected market segments where technological leadership, customer value, growth and profitability can be achieved through engineered polymer solutions.
  • What are Trelleborg’s strategic cornerstones?
    Trelleborg’s strategic cornerstones support long-term growth and profitability through portfolio optimization, geographic balance, operational excellence and sustainability.
  • How does Trelleborg select its markets and segments?
    Trelleborg selects markets and segments based on assessments of geographies, industries, competition, business drivers, customers and applications that support sustainable market positions and long-term value creation.
  • What role does sustainability play in Trelleborg’s strategy?
    Sustainability is integrated into Trelleborg’s strategy through solutions and operations that support efficiency, resource optimization and long-term business resilience.