BUSINESS AREA
Medtech
In the Medtech business area, the subsidiaries offer products and services in the field of medical technology, as well as assistive equipment and digital solutions for home care. Medtech has two business units, Hospital and Homecare. The Medtech offering mainly focuses on publicly funded healthcare, home care and social care in Europe.
| Q3 | Q3 | ∆ | Jan-Sep | Jan-Sep | ∆ | Oct 2025- | Full year | |
| SEKm | 2026 | 2025 | % | 2026 | 2025 | % | Sep 2026 | 2025 |
| Net sales | 1,617 | 1,524 | 6 | 4,944 | 4,832 | 2 | 6,607 | 6,495 |
| Organic growth, % | 4 | 4 | 2 | 2 | 2 | |||
| EBITA | 226 | 177 | 27 | 651 | 607 | 7 | 1,008 | 964 |
| EBITA margin, % | 14.0 | 11.6 | 13.2 | 12.6 | 15.3 | 14.8 | ||
| Adjusted EBITA | 183 | 177 | 3 | 608 | 607 | 0 | 806 | 805 |
| Adjusted EBITA margin, % | 11.3 | 11.6 | 12.3 | 12.6 | 12.2 | 12.4 |
Net sales in Medtech by percent to SEK million (). Organic growth amounted to percent and acquired growth to percent. Organic growth was negatively impacted by the divestment of the endoscopy business in the UK in December 2025, corresponding to approximately SEK 27 million. Adjusted for the divestment, organic growth amounted to 5 percent. Exchange rate effects had a impact on net sales of SEK million, corresponding to percent.
Adjusted EBITA by percent to SEK million (), corresponding to an adjusted EBITA margin of percent (). Adjusted EBITA excludes the remeasurement of contingent considerations, which amounted to SEK 43 million. Exchange rate effects had a impact on EBITA of SEK million, corresponding to percent.
Medtech’s net sales amounted to SEK million (). Adjusted for exchange rate effects, net sales increased by 4 percent, of which organic growth amounted to percent and acquired growth to percent. Organic growth was negatively impacted by the divestment of the endoscopy business in the UK in December 2025, corresponding to approximately SEK 120 million. Adjusted for the divestment, organic growth amounted to 5 percent. Exchange rate effects had a impact on net sales of SEK million, corresponding to percent.
Adjusted EBITA marginally to SEK million (), corresponding to an adjusted EBITA margin of percent (). Adjusted EBITA excludes the remeasurement of contingent considerations, which amounted to SEK 43 million. Exchange rate effects had a impact on EBITA of SEK million, corresponding to percent.
Medtech grew in line with the market during the quarter, with acquisitions also contributing to growth. The number of planned surgical procedures is normally lower during the summer months, which was also the case this year, particularly within hospital products and ophthalmic surgery.
Growth in the Nordic region was good. In Spain, development continued to be affected by the impact of healthcare labor disputes, but growth remained good in spite of this. In the UK, the number of surgical procedures performed increased compared with the previous year, while capital equipment ordered during the previous quarter was delivered.
Homecare continues to develop well. Through the acquisition of Lehnen, the business outside the Nordics is strengthened and the portfolio is expanded with additional in-house manufactured products.
Decentralisation is part of our DNA
AddLife’s business model is based on local entrepreneurship, clear responsibility and proximity to customers and suppliers. Our decentralised structure gives the subsidiaries the freedom to develop their operations based on local market conditions and their own strengths, while benefiting from the Group’s experience, network and financial stability. Decentralisation is part of our DNA and characterises how we build and develop our companies over time.
In recent years, we have simplified structures, moved responsibility closer to the operations and clarified responsibility for business performance. This has created a more focused and business-oriented organisation with better conditions for organic growth, more efficient capital use and improved margins.
The development is evident in several of our larger platforms. Within HC21, operations in the UK and Ireland have been given clearer local responsibility. Within MBA, a previously shared commercial organisation has been split into three specialised divisions: Within AddVision, the central Group functions have been discontinued, and responsibility has been transferred to five local companies.
Our decentralised model is a strength in our acquisition activities. With a clear acqusition responsibility given to the business unit leaders, acquisition activities move closer to the market and strengthen our ability to identify and develop companies that fit AddLife’s culture, selected niches and long-term growth ambitions.
Together, local entrepreneurship, clear responsibility for business performance and active Group support contribute to a more efficient and motivated organisation. This strengthens AddLife and creates good conditions for continued profitable growth.
Value for AddLife and the subsidiaries
The subsidiaries have the freedom to act close to customers and suppliers, while benefiting from the Group’s strength, network and experience.
M&A is driven by the responsible business unit leaders, with support from experienced advisers and resources from the subsidiaries.
Decentralisation attracts and retains talent. The decentralised model is motivating for team members, offers growth opportunities and attracts individuals and acquisition targets.
MBA
SURGICAL EMPOWERMENT
From one commercial organisation to three specialised divisions: Orthopaedics & Trauma; Neuro, Oncology, Spine & Biologics; and Anaesthesia & Surgery.
HC21
YOUR TRUSTED MEDTECH PARTNER
From a joint organisation for the UK and Ireland to country-specific organisations with specialised commercial divisions.
AddVision
BRINGING GREATER VISION TO EVERYONE
From central Group functions to five local companies: one in Poland, one in Switzerland, one in the UK and two in Germany.