Octapharma shareholders look back on 2025 performance

Octapharma has once again delivered record sales and profitability in 2025 despite a challenging external environment, whilst also making strong progress in executing its strategy for the future.

Net sales increased by 5% to €3.64 billion, and operating income increased by 8.5% to €577 million – reflecting ongoing efficiency improvements, operational discipline and continued demand for its therapies, with a strong contribution from the Critical Care segment.

We spoke with Wolfgang Marguerre, Chairman and CEO of Octapharma Group, and Tobias Marguerre, Deputy Chairman, about the company’s performance in 2025, the role of long-term ownership, and priorities for the year ahead.

Octapharma has grown steadily over the years. What does the company stand for today?

Wolfgang Marguerre: Octapharma remains focused on a long-term commitment to our patients, employees and the science behind our therapies. Being independent allows us to concentrate on what truly matters, rather than being driven by short-term pressures. That perspective has guided us through different phases of growth and continues to shape how we think about the future.

2025 was marked by economic uncertainty, geopolitical tension and currency volatility. How do you look back on the year?

Tobias Marguerre: It was a demanding year. Currency movements, particularly the weakening of the US dollar, weighed heavily on our reported sales in Euros, which were approximately 3% below the original budget of €3.755 billion. At the same time, the strong operating profit shows that the underlying performance of the business is strong. Volatility is a part of operating globally. What matters is resilience, and demand for our therapies continued to grow.

Octapharma’s strategy is built around five pillars: Innovation, Efficiency, Accessibility, Responsibility and Engagement. What tangible progress was made in 2025?

Wolfgang Marguerre: Progress in 2025 was defined by disciplined execution. The Octapharma Production System (OPS) 2.0 strengthened our efficiency and competitiveness by embedding continuous improvement as a consistent way of working across Octapharma’s production network.

We achieved important clinical advances during the year. Our intravenous human normal immunoglobulin demonstrated significant success in advancing infection prevention for people living with chronic lymphocytic leukaemia (CLL), reducing the proportion of patients with severe infections by almost 50%. It s expected to become the first immunoglobulin product with a label expansion for primary prophylaxis in CLL patients with secondary immunodeficiency (SID). In Critical Care, new clinical evidence supported more predictable and effective bleeding management. Across Immunotherapy and Haematology, improved access to treatment continued to make a tangible difference to patients’ lives.

We also demonstrated our commitment to responsibility with the approval of group-wide, science-based climate targets aligned with the Paris Agreement, embedding sustainability into our long-term decision-making.

Engagement remained equally important. The record participation in the Global Employee Survey in 2025 reflected strong levels of trust and inclusion, reinforcing the culture needed to deliver sustainable performance.

Which parts of the business were the key drivers of growth in 2025?

Wolfgang Marguerre: The United States continued to be the main driver of growth, especially in immunoglobulins and products such as human coagulation factor VIII and 4F-PCC. Several European markets, including Germany, France, UK, Spain and Italy, made important contributions. Looking further afield, Mexico, Saudi Arabia and Russia performed well. This geographic balance provides us with stability.

Plasma collection remains the foundation of the business. How did this area evolve in 2025?

Wolfgang Marguerre: Our plasma collection network, particularly in the United States, continued to modernise, improve efficiency and enhance the donor experience. Plasma collection is the cornerstone of our value chain. Without donors and the teams supporting them, none of our therapies (apart from our recombinant FVIII) would exist.

What will define Octapharma’s focus in 2026?

Tobias Marguerre: During 2025, we delivered meaningful milestones aligned with our long-term strategy, including progress in capacity expansion across our manufacturing sites, operational efficiency, and targeted growth across our core therapeutic areas. These actions strengthen the resilience of the business and position us strongly for the long term.

We approach 2026 with confidence, but without complacency. The environment will remain complex, economically and politically. What gives us confidence is the strength of our foundations: a resilient business model and an organisation that knows how to act under pressure. Octapharma is built on the unwavering commitment of our 11,126 employees worldwide and the trust placed in us by healthcare professionals and patients around the world. None of what we have achieved would have been possible without them.

Our priorities are clear. We will continue to invest responsibly, seek innovation with purpose, and remain focused on delivering for patients. If we stay disciplined in how we operate, the results will follow – guided by our vision to advance human life.