Life Science Getinge is the division of Getinge that supplies sterile transfer solutions (beta bags), bioprocessing technologies and large capital equipment like washers, isolators and sterilizers for biopharma and advanced therapy manufacturing.
Looking back at the past year, what would you highlight as the biggest milestones and key developments for the Life Sciences division at Getinge?
We saw significant net sales and order-intake growth in Life Science, which is a strong achievement given the headwinds in the market. The standout was our sterile transfer, or BetaBag, business, which delivered double-digit growth and is benefiting from the trend towards smaller batch production and more work moving outside the cleanroom.
We also saw solid progress in large capital equipment such as washers, isolators and sterilizers, used mainly at the fill-and-finish stage, despite funding and geopolitical challenges. By contrast, bioprocessing, which is closely tied to early-stage cell and gene and other therapies, has been more difficult due to research constraints and those external factors, but we hope to see a rebound there from 2026.
What has been the main driver behind the BetaBag growth—greater demand, or new offerings that attracted customers?
During COVID, sterile transfer saw massive growth as it became a key conduit for vaccine production, and many customers built up large BetaBag inventories. Coming out of COVID, they spent a period burning through that stock, so demand was muted for a while before returning to a more normal level.
In 2025 we were probably as close to normal as possible, with double-digit growth. On top of that, we are benefiting from the EU’s Annex 1 and general market expansion, as sterile transfer offers a flexible option for smaller batch manufacturing in isolators. At the same time, we have innovated around the opening portion of the system with more automated solutions, so growth reflects both market recovery and our own product development.
Would you say that the main focus of your innovation and R&D efforts in this area is on automation?
Yes, for this business automation is a major focus. Today, BetaBags are a good solution for small and mid-size batch operations but are not yet widely used on the largest filling lines, and we see an opportunity to change that over time.
Our goal is to provide a robust, sterile, secure solution that consistently meets quality requirements and is readily available.
Our Vendome plant in France, which is running three shifts almost around the clock, illustrates the strength of this business, and we are also looking at how best to support U.S. customers with local options and further automation.
Taking a step back, how do you see the Life Sciences division positioning itself within Getinge? Is it becoming a central driver of the company?
Getinge is first and foremost a medical device and healthcare company, and that remains our core identity. Our healthcare technologies are life-saving solutions that were critical during the pandemic and continue to be used across hospitals worldwide.
Life Science is, however, an increasingly important part of the portfolio. It represents around 15% of global sales and a meaningful share of profit, and we see opportunities in cell and gene therapy, sterile transfer and broader biopharma expansion. We believe we have the organisation and solutions to capture this and have set an ambition to double the Life Sciences business in the next four to five years, provided the product mix and external environment support it.
Does the new ‘America First’ stance and Washington’s focus on reshoring affect your strategy for supply chains and manufacturing footprint?
Absolutely. At the beginning there was a lot of uncertainty around tariffs—whether medical devices and life science would be exempt and what the final framework would look like—and that instability causes customers to pause large projects. That has been a feature of this year for Life Science.
Now the dust has settled somewhat, and we have a better understanding of the rules, so we can move forward knowing that the U.S. biopharma industry will remain very important. We already serve U.S. sterile transfer demand from Merrimack, New Hampshire, and single-use needs from High Purity New England in Smithfield, Rhode Island, and we are evaluating whether further U.S.-based operations are needed as the market grows.
Is the United States your biggest market?
In many cases, yes. Depending on the product area, the U.S. and large parts of Western Europe alternate between being our number-one and number-two markets, and in some segments the U.S. clearly leads.
Either way, the U.S. is a market of major importance for Getinge and a central focus for both healthcare and Life Science. It will remain a key part of our strategy.
Looking ahead to the next 12 months, what are your key objectives, and where would you like to take the Life Science division one year from now?
Firstly, we would like to see a stable, unencumbered Life Science business, without the kind of external headwinds we have experienced recently. As a Swedish company, sustainability is extremely important, and every new product development includes elements such as lower energy consumption, reduced water use and a shift towards renewable energy.
Secondly, digitisation will be critical, including AI-driven initiatives already under way. Our customers want connected equipment, real-time information and rapid troubleshooting to avoid costly shutdowns, so connectivity and traceability across our portfolio are essential. At the same time, we must maintain our focus on quality, sterility assurance and lead times, because we play a vital role in the manufacture of biopharmaceuticals and other therapies and must deliver the right products quickly and reliably as demand picks up.
Doubling Life Science will require both organic and inorganic growth. Organically, we see a good trajectory, but we need some of the headwinds—especially funding constraints and the pausing of key projects—to ease. If those projects resume, I am optimistic; if they continue to be delayed, then it will be harder to achieve our ambitions in the timeframe we hope for.
In parallel, we will need to make some strategic acquisitions to strengthen our portfolio and position. Ultimately, success will depend on removing headwinds, executing on our plans and ensuring we have the right business mix to reach the scale we are aiming for.
