Strategy for a better Trelleborg
Trelleborg’s strategy aims to build or maintain leading positions in selected segments. During the year, the focus on life science was further increased with the establishment of the new Trelleborg Medical Solutions business area.
Trelleborg’s strategy is to build or maintain leading positions in selected segments. These are characterized by long-term relationships and partnerships, where Trelleborg develops future products and solutions together with customers. The early market insights and application expertise of Trelleborg’s employees add significant value. This creates the conditions for recurring sales and builds value for both customers and Trelleborg.
Portfolio optimization
The Group is working systematically to identify those positions that have high growth and the potential for good profitability. The optimization work includes choosing where to focus the portfolio and identifying gaps in our existing offerings. This may involve expanding the offering, developing new applications, or expanding into new technologies or segments.
Trelleborg makes an overall assessment based on multiple parameters of which segment, industry, niche and geography the Group can best optimize its business portfolio.
Growth through acquisitions
Acquisitions are a core feature of Trelleborg’s strategy, and the Group acquires operations in attractive segments and niches where there are opportunities to achieve competitive advantages and more quickly reach a leading position. The acquisitions are often small bolt-on acquisitions. In 2024, the largest acquisition to date was completed in medical – Baron Group, a leading Australian-Chinese company that manufactures advanced precision components in silicone rubber. Acquisitions also were made during the year in growth areas such as aerospace, semiconductor manufacturing and pipe repair. The acquisitions further strengthen Trelleborg’s position in attractive and fast-growing industries. Portfolio optimization also includes identifying those areas that no longer belong to the core business.
In recent years, the Group has divested operations in areas such as automotive, tires and oil & gas. Altogether, the divestments have created a Trelleborg with a better growth profile, higher profitability, that is less cyclical and has a better sustainability profile.
Structural improvements
In 2024, Trelleborg increased investments in its existing operations. At the beginning of 2024, the investment was announced in a new production facility in Costa Rica for medical technology solutions. The new facility will be established close to a number of international customers with operations in the region and will be the Group’s first facility in the country. A facility is also being built in Morocco to produce seals for the aerospace industry to be close to the many customers in the region, while increasing capacity to meet the strong global growth in the aerospace industry. In Rutherfordton, North Carolina in the US, Trelleborg Group is investing in a new production facility to expand its business for engineered coated fabrics. The investment primarily aims to strengthen leading positions in aircraft evacuation slides, water infrastructure, advanced materials for healthcare, and outdoor products.
Structural improvements are also about developing business models and customer offerings. Artificial intelligence (AI) plays an increasingly important role here and is used, for example, to automate quality control in manufacturing and to shorten the development time for the right customer solution to be applied to a specific customer requirement. This also includes initiatives in digitalization, such as improved enterprise resource planning (ERP) systems. The share of products and services supported by digital tools is growing steadily. One example is the marine infrastructure offering, where a software solution combined with solutions for berthing and mooring creates smarter and more automated ports, thus increasing safety and reducing emissions from vessels.
Geographical balance
A geographical balance reduces the impact from fluctuations in the economy and currencies or from trade barriers. The extensive local presence of Trelleborg also means the Group does not have significant export flows. Trelleborg has operations in more than 40 countries with approximately 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 2024, Europe represented around 44 percent of sales with North and South America representing 33 percent and Asia and other markets 23 percent. This provides better exposure to high-growth regions.
Excellence
Trelleborg has a systematic internal procedure to further improve core business processes. This is done through training via Trelleborg Group University and through customized efficiency tools that are deployed across the business.
- Manufacturing Excellence
- Energy Excellence
- Purchasing Excellence
- Sales Excellence
- People Excellence
Megatrends impacting Trelleborg
The Trelleborg Group is impacted by a number of megatrends that create business opportunities but also drive change across the business. These trends are characterized by the fact that they are based on global patterns and that they are already evident today, but are expected to play an even larger role in the longer term.