ANNUAL REPORT 2025
CONTENTS
5 Key figures 2025
8 Letter from the Chair and CEO
13 Company profile
14 About Straumann Group
17 Strategy for sustainable growth
36 Business model
37 Philanthropy
41 Development of business
42 Business performance
51 Share performance
53 Risk management approach
57 Sustainability report
60 Letter from the Chair of the ARC
62 General disclosures
76 Environment
94 Social
119 Governance
126 Additional information
142 Independent assurance report
Straumann Group Annual Report 2025
144 | Corporate governance report | 200 | Financial report Straumann Group |
145 | Group structure and shareholders | 201 | Alternative performance measures |
146 | Capital structure | 205 | Consolidated statement of financial position |
147 | Board of Directors | 206 | Consolidated income statement |
156 | Executive Management Board | 206 | Consolidated statement of comprehensive income |
164 | Shareholders' participation rights | 207 | Consolidated cash flow statement |
165 | Compensation, shareholdings and loans | 208 | Consolidated statement of changes in equity |
165 | Changes of control and defense measures | 210 | Notes to the consolidated financial statements |
166 | External auditors | 261 | Audit report - consolidated financial statements |
167 169 170 | Information policy Quiet periods Compensation report | 263 264 265 | Financial report Straumann Holding Balance sheet Income statement |
172 | Letter from the Chair of the Human Resources & | 266 | Notes to the financial statements |
174 | Compensation Committee (HRCC) Compensation governance and regulations | 270 | Proposal of the Board of Directors for the appropriation of the available earnings |
176 | Compensation principles | 271 | Audit report - financial statements Straumann |
180 | Group compensation framework | Holding AG |
273 Points to note
187 | Board of Directors and Executive Management Board compensation 2025 |
192 | Approval of compensation |
193 | Other mandates of Board of Directors and Executive Management Board members |
199 | Report of the Statutory auditor on the audit of the compensation report |
2
Key figures 2025
Letter from the Chair and CEO Company profile Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
Key figures 2025
Letter from the Chair and CEO Company profile Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
ABOUTTHIS REPORTThe Annual Report 2025 presents the Straumann Group's financial and non-financial performance through an integrated approach, reflecting the Group's purpose, vision, mission and strategy. Unless stated otherwise, the report covers the calendar year from 1 January 2025 to 31 December 2025. The Straumann Group is incorporated under Swiss law and publicly traded on the SIX Swiss Exchange. The financial statements disclosed in this report are prepared in accordance with IFRS accounting standards
and include the accounts of Straumann Holding (in accordance with the Swiss Code of Obligations) and all its consolidated subsidiaries (Straumann Group). This report adheres to the SIX Swiss Exchange Directive on information relating to
corporate governance.
Straumann Group's sustainability disclosures align with relevant non-financial reporting requirements, including Article 964 of the Swiss Code of Obligations (CO 964) and the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD).
In 2025, the Straumann Group began transitioning from the Global Reporting Initiative (GRI) Standards to the Corporate Sustainability Reporting Directive (CSRD). As this is the first year we have applied the European Sustainability Reporting Standards (ESRS) and the regulatory environment continues to evolve, our focus is on the most material and meaningful ESRS requirements. Cross-references to GRI and SASB are provided in the appendix.
MSCI rating
Equipment and supplies peer group
AA rating
ISS Prime rating
Within our industry peer group
Decile rank 2, C+ rating
Sustainalytics risk exposure
Strong management
19.7 Low risk
CDP
B rating
Straumann Group Annual Report 2025 3
GO BEYOND
We are navigating an increasingly dynamic and unpredictable global landscape. Technological breakthroughs, especially in AI, are accelerating, markets are becoming more fragmented, and competitive pressures are intensifying. These shifts demand greater agility, bold thinking, and a deep commitment to customer-centric innovation. At the heart of this is our ambition to lead with confidence and purpose, guided by a clear ambition to reach 10 million smiles every year. This requires the willingness to challenge assumptions, embrace complexity, and innovate fearlessly, turning change into opportunity.
And "Go Beyond" defines our mindset: staying hungry and humble, putting customers first, and working together to anticipate, adapt, and unlock new opportunities.
Straumann Group Annual Report 2025 4
Key figures 2025
Letter from the Chair and CEO Company profile Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
2.6 KEY FIGURES 2025
BN
Revenue in CHF
pp. 42, 49, 203 - 206
8.9%
Organic revenue growth
pp. 42 - 43, 49, 203
25.2
%
Core EBIT margin
pp. 42 - 43, 203
1.00
1
Dividend per share in CHF
pp. 44, 50
M
7.3Smiles2
80pp. 64, 108
Employee engagement score
76pp. 20, 97
Score learn and grow
pp. 64, 97
98.5%
Renewable electricity
pp. 64, 84
Employees
<12 000
pp. 64, 84, 95
39.4%
Women in leadership positions
pp. 64, 98
42
%
Educational activities in low- and middle-income countries
−17p. 64, 114 - 115
%
t CO2emissions
(Scope 1+2) compared to 20213
pp. 64, 79, 84 - 86
Subject to AGM approval
1 ortho case sold = 1 smile and 2 implants sold = 1 smile
2021 baseline data has been recalculated due to methodology updates and improved data quality. Percentage changes versus 2021 are therefore not comparable to previously reported figures.
Straumann Group Annual Report 2025 Key figures 2025 5
Key figures 2025
Letter from the Chair and CEO Company profile Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
PERFORMANCE BY REGION
North America (NAM)
688M
Europe, Middle East, Africa (EMEA)
1 084MRevenue in CHF
26.4+4.2% organic revenue
%
of Group revenue
Revenue in CHF
41.6+11.2% organic revenue
%
of Group revenue
Latin America (LATAM)
234M
Revenue in CHF
9.0+18.3% organic revenue
%
of Group revenue
Asia Pacific (APAC)
M
600Revenue in CHF
23.0+7.3% organic revenue
%
of Group revenue
Straumann Group Annual Report 2025 Key figures 2025 6
Key figures 2025
Letter from the Chair and CEO Company profile Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
KEY FINANCIAL PERFORMANCE
Cash flow and investments
more on pp. 43, 50, 202, 207 in CHF million
600
Return
more on pp. 50, 251
in % as reported under IFRS Accounting Standards
60
Total shareholder return more on pp. 51, 183 - 184, 253 in %
100
121.0
46.8
167.8
187.3
195.4
223.5
50.9
72.9
182.2
415.2
245.0
512.0
538.6
567.3
560.3
30.6
16.9
23.1
23.3
24.9
28.8
35.1
36.0
39.3
43.7
4.8
−15.0
−17.4
−26.3
−45.2
6.4
16.5
22.4
29.2
88.7
500 50 75
400 40 50
300 30 25
200 20 0
100
10
−25
0
2021
2022
2023
2024
2025
0
2021
2022
2023
2024
2025
−50
2021
2022
2023
2024
2025
Operating cash flow Capital expenditureAcquisitions and participations
Revenue
more on pp. 42 - 51, 203 in CHF million
2 503.9
2 021.9
2 276.7
2 320.8
2 605.4
3 000
2 500
Return on equity (ROE)Return on capital employed (ROCE)
Core operating and net profit
more on pp. 42, 44, 49, 203 - 208 in CHF million
456.0
477.8
501.9
481.9
482.0
553.3
602.6
655.5
650.3
636.7
700
600
Straumann GroupSMIM Total Return Index
Market capitalization
in CHF on 31 December 2025
BN
14.92 000 500
1 500 400
1 000 300
500 200
0
2021
2022
2023
2024
2025
100
2021
2022
2023
2024
2025
Straumann Group Annual Report 2025 Key figures 2025
Operating profit (EBIT) Net profit7
Key figures 2025
Letter from the Chair and CEO Company profile Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
LETTER FROM THE CHAIR AND CEO
DEAR READER,
2025 was a year in which the Straumann Group continued to deliver industry-leading results while operating in an increasingly complex and volatile global environment. Macroeconomic uncertainty, trade tariffs, regulatory developments and pronounced currency headwinds shaped the year.
We navigated these challenges with agility and remained focused on what has consistently defined our success: a strong culture rooted in customer focus,
a deep commitment to innovation, and disciplined execution.
Petra Rumpf Chair of the Board Guillaume Daniellot, Chief Executive Officer
"We helped to create more than
7.3 million smiles in 2025."
For the full year, the Straumann Group achieved an organic revenue growth of 8.9%, reaching revenues of CHF 2.6 billion, and delivered a core EBIT margin of 26.5% margin at constant 2024 currencies, or 25.2% including currency impact. Beyond financial results, we helped to create more than 7.3 million smiles,
Straumann Group Annual Report 2025 Letter from the Chair and CEO
Key figures 2025
Letter from the Chair and CEO
Company profile Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
600 000 more than last year, reflecting the growing impact of our solutions worldwide.
What truly defined 2025 was our people. The team's spirit and agility made up for the significant impacts on the business from currency headwinds which lowered revenue by more than 100 million Swiss francs and led to a 4.1% growth in Swiss francs. At the same time,
we were able to maintain high profitability of 25.2%, compensating for 130 basis points of currency headwinds and tariff impacts.
This success is thanks to the dedication of our teams, the strengths of our portfolio, and the trust placed in us by our customers around the world.
"Strong regional performance rooted in agility, purpose and customer trust in a challenging environment."
In 2025, growth remained broad-based, though regional dynamics differed. We saw continued momentum in the Europe, Middle East and Africa region, supported by a strong demand for our premium and challenger implant brands, a growing digital adoption, and our ongoing investment in education.
Against this backdrop, the North American team operated in a softer, more volatile market, with cautious patient spending. Yet, thanks to disciplined execution, and the new leadership, the region steadily improved over the year ending strongly.
Asia Pacific delivered solid growth outside of China, with encouraging results in India, Thailand, Australia, and Japan. In China, demand softened toward year-end in anticipation of the next round of the volume-based procurement (VBP) 2.0, a government-led program where public hospitals purchase medical products through centralized tenders at pre-negotiated prices in exchange for guaranteed volumes.
Latin America maintained its strong momentum, delivering robust growth despite a tough comparison base.
A highlight was the performance of our dental service organization (DSO) team. We welcomed new customers into the Straumann Group and further strengthened the long-standing strategic relationships that underpin our success.
"Innovation was a driving force in 2025, enabling solutions that meet and exceed clinician and patient needs."
2025 was a year of strong innovation across many businesses, also shaped by years of customer feedback. At the International Dental Show (IDS) in Cologne, Germany, we presented a range of innovations improving workflows for clinicians and outcomes for patients.
Notable launches included SIRIOS X3 in the fourth quarter, a next-generation, wireless intraoral scanner. SIRIOS X3 expands our intraoral scanner portfolio into
the mid-price segment and lowers the entry barrier for clinicians to adopt digital workflows in their practices. It enables faster and more comfortable impressions and integrates seamlessly with the Straumann AXS platform for immediate processing.
Another highlight was the continued global rollout of iEXCEL. With more than one million implants sold, it streamlines four implant lines into one flexible system featuring our proven Roxolid and SLActive surface for enhanced osseointegration.
With the launch of Straumann AXS, we made further progress in our transformation from a predominantly product-led company toward a more service-led business model. Straumann AXS supports clinicians and laboratories across the full patient journey, reducing complexity, saving time, and enabling consistent clinical outcomes. For example, clinicians can scan with our intraoral scanners, plan cases with AI-driven software, and order prosthetics or guides through one platform. By the end of 2025, thousands of customers were actively using AXS, benefitting from a more efficient and user-friendly digital set-up.
We also launched our first chairside 3D printing solution, Straumann Signature MIDAS which we
co-developed with SprintRay. MIDAS enables dental professionals to fabricate crowns, inlays, onlays, and other restorations in the dental office during a patient visit. The high-speed 3D printer is fully integrated into the Straumann AXS workflow and connects with our SIRIOS scanner. MIDAS marks an important step in Straumann Group's entry into chairside prosthetics, bringing speed, simplicity, and precision to in-practice restoration workflows. The launch was met with strong interest from customers and industry experts alike.
Straumann Group Annual Report 2025 Letter from the Chair and CEO 9
Key figures 2025
Letter from the Chair and CEO
Company profile Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
"We started to transform our orthodontics business through new strategic partnerships and a sharpened market approach."
In 2025, we took a decisive step to reposition our orthodontics business for sustainable growth and stronger profitability.
We sharpened our go-to-market focus and prioritized resources on high-growth geographies and customer segments, with a focus on general practitioners and dental service organizations. In parallel, we leveraged partnerships to enable a more agile and efficient manufacturing set-up and innovate the patient experience. We enter 2026 with ClearCorrect in a much stronger position. While disciplined execution remains essential, we are encouraged by the progress made and confident in the strategic direction we have set.
"We made critical investments to build a resilient organization for growth and global expansion."
Throughout 2025, we continued to invest in strategic initiatives to secure our future growth. A key priority was to expand and optimize our global manufacturing footprint, now spanning 18 sites, to meet rising demand
and improve our operational agility. This includes a strong production presence in the United States, providing resilience amid tariff dynamics.
We reinforced our commitment to Switzerland as a hub for innovation and excellence. In 2025, we announced further investments in our Villeret manufacturing site, committing CHF 60 to 80 million over the next five years to enhance Villeret as a center of excellence for precision manufacturing. This investment will focus on high value-added products such as our new iEXCEL implant line and advanced automation, ensuring that Switzerland remains at the forefront of our global production network.
At the same time, we reached a milestone in China with the opening of our new Shanghai manufacturing campus. Establishing manufacturing in China enhances our resilience in the face of regulatory changes, like VBP and tariff barriers, and positions us to capture growth in the world's largest dental market. In fact, as China's next VBP implant tender approaches in 2026, we can offer competitive, locally made solutions and ensure supply continuity for our customers in China.
In July 2025, we reached another strategic milestone by increasing our stake in maxon dental GmbH from 49% to full ownership. Located in Germany, maxon dental pioneered the world's first two-piece ceramic implant system using proprietary ceramic injection molding (CIM) technology. By fully integrating the newly named Straumann Ceramics into the Straumann family, we secure a distinctive innovation platform in the growing field of ceramic dental implants, an area of increasing interest among clinicians and patients.
"Education activities were intensified, expanding access and empowering clinicians worldwide."
It is essential to innovate and combine this with the necessary education activities to ensure our solutions reach our customers and ultimately patients. Investing in education continues to be part of our core business, as knowledge and skills are essential for our success and customer satisfaction.
In 2025, we delivered over 10 700 educational activities and trained more than 370 000 doctors around the world, supporting their growth in implantology, orthodontics, and digital dentistry.
With more than 25 000 members, our partner, the International Team for Implantology (ITI) continues to lead the way in evidence-based learning and clinical excellence globally, while ILAPEO remains a strong regional anchor in Latin America and now also Asia Pacific, blending education, research, and hands-on training.
By building on these trusted partners and expanding our reach, we help clinicians grow, strengthen long-term relationships, and support the adoption of innovation, making education a lasting driver of quality care and sustainable growth.
Straumann Group Annual Report 2025 Letter from the Chair and CEO 10
Key figures 2025
Letter from the Chair and CEO
Company profile Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
"Our people remain our strong foundation of success."
Our continued success is fundamentally built on our people and our culture. Our high-performance player-learner culture has been instrumental in driving our achievements and in attracting new talent.
Even as we navigated changes through geopolitical challenges, business transformation and adjustments in manufacturing, our teams showed resilience, empathy, and strong support for one another. An engagement score of 80 reflects the strength of our culture and the dedication of our people. In 2025, we doubled down on talent development, offering expanded training and leadership programs to help our employees grow both personally and professionally. We remain committed to investing in talent and leadership, knowing that our people are the key to our success.
"Our strong, diverse Board and Executive Management team share a unified vision and conviction to deliver on our strategic direction."
As announced with our 2025 full-year results, Thomas Straumann, the founder of the company, has decided to step down from his active role on the Board and will transition to the role of Honorary Chairman, as
appointed by the Board. While he is stepping back from formal responsibilities, Thomas will remain closely connected to the Straumann Group, continuing his involvement as an honorary fellow in the ITI and serving as a trusted advisor to the Board. As the founder of the Straumann Group today, his entrepreneurship, vision, values, and long-term commitment have shaped the company over more than 36 years into what it is today, and we are deeply grateful for his continued support.
To represent the founder family going forward, we will propose Sébastien Schatzmann, Thomas Straumann's son-in-law, to be elected as a Board member. Sébastien is a successful young entrepreneur who brings not only deep financial and business expertise but also the spirit of the next generation of leadership. His perspective will be valuable as we continue to innovate, grow, and build the Straumann Group for the future.
We are also pleased that Wolfgang Becker, who served the Group for more than 40 years with an exceptional track record across multiple roles, including as member of the Executive Management Board and Head of our largest region EMEA, will stand for election to the Board of Directors. Marco Gadola has decided not to stand for re-election in 2026 as a board member. We are grateful that he will continue to support the Straumann Group as an advisor to the Chair. We sincerely thank him for his long-standing dedication to the company as a highly regarded CEO and valued member of the Board of Directors and trusted Vice Chair since 2024.
We also strengthened our leadership team this year to support the Group's next stage of growth. In July, we welcomed Isabelle Wege as our new Chief Financial Officer. At the regional level, Alexei Costa joined us as Head of Latin America, and during the first half of the year we appointed Grant Bester as Executive Vice
President and Commercial Head for North America. All three are exceptional, passionate leaders and together, these transitions, along with other key hires, ensure we have the right talent in place to execute our strategy and sustain our performance-driven culture.
"Committed to sustainable value and impact, we pursue responsible growth."
In 2025, we continued to progress on our environmental ambitions, including maintaining close to 100% renewable electricity across all our sites globally. In parallel, we strengthened education and access-to-care, with 42% of activities in low- and middle-income countries, while reinforcing responsible business practices across our value chain, linking growth with positive social impact.
Our Smile Movement, an internal employee-led initiative, raised funds for the Straumann Group Foundation to expand access to oral care for those in need and create lasting impact.
"We are confident in our 'Go Beyond' strategy which will fuel our long-term growth ambition, barring unforeseen circumstances."
Straumann Group Annual Report 2025 Letter from the Chair and CEO 11
Key figures 2025
Letter from the Chair and CEO
Company profile Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
Five years after launching our 2030 ambition, we are proud of the progress achieved. Our revenue growth is now more balanced geographically, our portfolio more diversified, and our leadership in digital workflows and intraoral scanning firmly established.
In 2025, we entered the next phase of our strategy with Go Beyond. Our focus is to build on our leadership in implantology, expand our addressable markets, and grow our position across all core areas of the Group. We are accelerating the adoption of digital workflows with our customers and advancing chairside digital prosthetics in close collaboration with partners and laboratories.
At the same time, we are reshaping our orthodontics business to establish a stronger platform for sustainable growth and improved profitability. Across the Group, we continue to deploy technology to drive operational excellence, ensuring that growth is disciplined and consistently translates into healthy cash flow.
Today, the Group operates in an estimated global market of around CHF 20 billion. With our strong market position, resilient business model, and solid balance sheet, we are well equipped to navigate uncertainty and seize new opportunities. Our high-performance, player-learner culture remains a core strength, and we are confident in our ability to deliver on our ambition of around 10% average annual revenue growth over the mid-term. This growth strategy will be underpinned by continued investment and a clear
focus on operational excellence. We are targeting an average annual increase in our core EBIT margin of 40 to 50 basis points at constant exchange rates until
2030. We will continue to provide annual guidance and are committed to steadily increasing our gross dividend based on performance.
"We thank all our stakeholders for their continued trust."
In 2025, we were pleased to see our shareholder base grow, a sign of continued trust in our long-term strategy and direction. We demonstrated that our strategy continues to deliver tangible performance, even in the face of a demanding external environment, reinforcing our resilience and confidence in the future.
We would like to thank all our teams, who are committed to patient care and have contributed to the success of Straumann Group through their untiring efforts despite the ongoing challenges caused by the macroeconomic environment.
Our sincere thanks also go to our customers and partners for their trust and for continuously inspiring us to raise the bar and to you, our shareholders, for your ongoing support and confidence in our company.
Yours sincerely,
Petra Rumpf Guillaume Daniellot
Chair of the Board Chief Executive Officer 18 February 2026
Straumann Group Annual Report 2025 Letter from the Chair and CEO 12
Key figures 2025
Letter from the Chair and CEO
Company profile Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
Key figures 2025
Letter from the Chair and CEO
Company profile
About Straumann Group Strategy for sustainable growth Business model
Philanthropy Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
COMPANY PROFILEStraumann Group Annual Report 2025 Company profile
Key figures 2025
Letter from the Chair and CEO
ABOUT STRAUMANN GROUP
Company profile
About Straumann Group Strategy for sustainable growthBusiness model
Philanthropy Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
Founded in 1954 by Reinhard Straumann, with the support of his son Fritz, as a research institute and family business in Waldenburg, the company was shaped from the outset by a pioneering spirit and a strong commitment to science and innovation. In 1990, Thomas Straumann laid the foundation for today's Straumann Group by establishing a new Straumann company and strategically focusing the business exclusively on dental implantology.
Headquartered in Basel, Switzerland, the Straumann Group is a worldwide leader in dental implantology, orthodontics, and digital dentistry. Our mission is to improve lives through science-based, innovative solutions across the full dental care continuum, from prevention and tooth preservation to replacement and correction.
We bring together a portfolio of strong brands, Straumann, Neodent, Medentika, Anthogyr, ClearCorrect, NUVO, and others, serving diverse clinical
needs, patient segments, and healthcare systems. In collaboration with leading universities and research institutions, we develop and deliver a comprehensive range of products including implants, prosthetics, clear aligners, biomaterials, regenerative solutions, and digital equipment.
Through our global reach, entrepreneurial culture, and commitment to innovation, we empower dental professionals to transform smiles and lives around the world.
Global Regional Local
Corporate brand | |
Premium line Implantology | Prosthetics | Bio | |
Digital solutions Hardware | Software | Connectivity | |
Orthodontics | |
Challenger lines Implantology |
The Straumann Group unites various global, regional and local product brands with a number of fully or partially owned companies and independent partners providing technology and manufacturing expertise, see p. 24.
Straumann Group Annual Report 2025 Company profile 14
Mission
Our goal is to be the most innovative customer-focused and digitally powered oral care company in the world
Vision
We believe in a world where oral health is a source of confidence
Purpose
We exist to unlock the potential of people's lives
Key figures 2025
Letter from the Chair and CEO
Company profile
About Straumann Group Strategy for sustainable growthBusiness model
Philanthropy Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
Straumann Group Annual Report 2025 Company profile
GLOBAL PRESENCE AND MANUFACTURING EXCELLENCE
The Straumann Group has a diverse, skilled team of about 12 000 employees. We operate 18 state-of-the-art production sites. The Group has an extensive network
of sales offices and partners in more than 100 countries
and is headquartered in Basel, Switzerland. 6
Headquarters Production site Served by subsidiary
Served by distributor No presence8
14 3
1
1618
9
| Global headquarters 5 Implants and prosthetics | 10 2 | 11 | ||
3 Calw/Hügelsheim | Implants and prosthetics | 7 | 17 | ||
4 Curitiba | Implants and prosthetics, CADCAM milling, clear aligners, resins | 15 | 12 | ||
5 Fremont | Thermoplastics | ||||
6 Malmö | Biomaterials | ||||
7 Mansfield | CADCAM milling | ||||
8 Markkleeberg | CADCAM milling, clear aligners | ||||
9 Mendaro | CADCAM milling | ||||
10 Montreal | Digital equipment | ||||
11 Narita/Chiba | CADCAM milling | ||||
12 New Taipei City | Implants and prosthetics | ||||
13 Pelotas | Resins | ||||
14 Rheinfelden | CADCAM milling, prosthetics | 4 | |||
15 Round Rock | Clear aligners | 13 | |||
16 Sallanches | Implants and prosthetics | ||||
17 Shanghai | Implants and prosthetics |
18 Villeret/Corgémont Implants and prosthetics, surgical instruments
See our worldwide locations online
Straumann Group Annual Report 2025 Company profile 16
Key figures 2025
Letter from the Chair and CEO
Company profile
About Straumann Group Strategy for sustainable growthBusiness model
Philanthropy Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
STRATEGY FOR SUSTAINABLE GROWTH
The Straumann Group's strategy is designed to ensure sustainable growth by combining strong performance with continuous transformation. It focuses on deepening customer relationships and advancing innovative solutions that address evolving clinical and patient needs. Long-term industry fundamentals remain solid. They are supported by demographic shifts, rising affordability, broader access to trained clinicians and growing esthetic expectations, even as economic uncertainty, regulatory change and emerging technologies such as artificial intelligence add new complexity. Our 2030 ambition, set in 2021, of helping 10 million smiles per year continues to guide our efforts, and we are making strong progress toward this goal.
A comprehensive mid-term review conducted in 2025 confirmed that the Group is on track and well positioned for the next strategic cycle. With more than
7.3 million smiles1 transformed in 2025 and continued market-share gains across key implant segments, we have a strong foundation for achieving our long-term ambition.
D
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The external landscape has evolved significantly since 2021. Geopolitical fragmentation and intensifying competition are increasing market complexity.
Meanwhile, digitalization is accelerating through cloud platforms, AI-enabled workflows and demand for connected treatment journeys, and consolidation among dental service organizations (DSOs) and dental laboratories continues to reshape care delivery models.
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1 1 ortho case sold = 1 smile and 2 implants sold = 1 smile
Growth drivers and strategic compass
In 2025, our addressable global market continued to grow; however, we refined our scope to focus. As a result, our estimated global addressable market remained broadly stable at around CHF 20 billion.
The implantology market expanded from CHF 6.0 billion to CHF 6.1 billion, with our market share increasing to above 35%, driven by innovation in the premium segment and geographical expansion in the value segment.
The regenerative market has grown in line with the implantology market. Based on our latest market insights, we have revised the market size upward to CHF 1.3 billion from the previously assumed
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CHF 0.7 billion.
Expand implant market leadership
Win strategic target
groups
Customer centricity
Transform the ortho franchise
Transform dental professionals' digital experience
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Straumann Group Annual Report 2025 Company profile
Strong market foundation remains
AGING POPULATION - aging population worldwide is driving increased demand for tooth replacement solutions
HIGHER AWARENESS - better informed patients seeking advanced implant treatment options
RISING AFFORDABILITY - expanding middle class in emerging markets is gaining access to quality dental care
INCREASED FOCUS ON ESTHETICS - a growing
preference for treatments delivering superior cosmetic outcomes
Trends with significant impact on dentistry
NEW
Shift from global to fragmented world
Shifts in the competitive landscape
ACCELERATED
Digital acceleration fueled by AI
Consolidation in dentistry continuing
17
Key figures 2025
Letter from the Chair and CEO
Company profile
About Straumann Group Strategy for sustainable growth Business model
Philanthropy Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
The clear aligner market grew year on year, below our expectations but still faster than implantology, rising from CHF 4.7 billion to CHF 4.9 billion. We adjusted the CADCAM equipment to focus on digital equipment, primarily intraoral scanners (IOS) and 3D printing systems, and excluded milling to better reflect the structural growth areas of next-generation technologies. The digital equipment market continued to show structural growth, increasingly concentrated in intraoral scanners (IOS) and 3D printing. The CADCAM prosthetics market remained broadly stable.
Group strategy compass to capture market potential
Our strategic compass guides how we navigate and succeed within this expanding landscape. It places customer centricity firmly at the center of our mission and defines a dual focus on performance and transformation. These enablers define the mindset, capabilities and tools we need to remain agile and innovative in a rapidly evolving environment. The compass directly links these enablers to our strategic priorities, ensuring clear alignment with our ambition.
The trends and developments described above, informed the refinement of our 2030 ambition. The former strategic framework of perform and transform has been adjusted to reflect where the greatest value creation lies. On the perform side, expanding implant market leadership remains core, and winning strategic customer groups, particularly DSOs, has shifted into this area, recognizing their role as an established growth engine. On the transform side, the previous focus on consumer presence was discontinued following the divestment of DrSmile in 2024, allowing a full return to a B2B orthodontics model. In its place, we broadened our ambition to transform the dental professional experience, driven by digital equipment, cloud workflows and AI tools that enhance efficiency, consistency and clinical decision-making. In addition,
transforming the orthodontics franchise has become a strategic priority, supported by an improved value proposition and targeted partnership.
Supporting this compass are two critical enablers:
fostering a high-performance culture and organizational excellence, and
driving digital transformation.
Together, these strategic refinements position the Straumann Group to capture growth across underpenetrated segments and take the next step toward becoming the most innovative, customer-focused and digitally powered oral care company in the world. As digital workflows become central to clinical decision-making, the Group is intentionally evolving from a product-led company to a service-led organization, delivering integrated, end-to-end solutions that enhance the entire treatment experience for clinicians and patients alike.
Strategic enablers for sustainable growth
Innovation, digitalization and education remain the foundational pillars that enable Straumann Group to deliver on its strategic ambition. Innovation drives the development of differentiated solutions across implantology, orthodontics, biomaterials and prosthetics, ensuring clinical excellence and expanding treatment options for patients. Digitalization transforms the treatment journey end to end by connecting devices, software and data into seamless AI-supported workflows, improving predictability, efficiency and ease of use for clinicians. Education continues to be a critical enabler of market expansion,
equipping dental professionals with the knowledge and skills required to adopt new technologies with confidence. Together, these three pillars form the backbone of the Group's growth strategy, advancing clinical outcomes and supporting customer success.
Straumann Group Annual Report 2025 Company profile
The Group's estimated addressable market potential of CHF 20 bn in 2025
Implantology
CHF 6.1 BN
>35%
Regeneratives
CHF 1.3 BN
<10%
Clear aligner
CHF 4.9 BN
<5%
market size
market share
market size
market share
market size
market share
Digital equipment
CHF 1.8 BN
>10%
market size
market share
CADCAM prosthetics
CHF 5.7 BN
<5%
market size
market share
18
Key figures 2025
Letter from the Chair and CEO
Company profile
About Straumann Group Strategy for sustainable growth Business model
Philanthropy Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
DRIVE A HIGH-PERFORMANCE CULTURE AND ORGANIZATIONAL EXCELLENCE
At Straumann Group, our high-performance culture is not a slogan - it is an actively managed, measured and continuously strengthened engine of our success. It is fueled by our player-learner mindset, which encourages us to take responsibility while staying curious and continuously learning and improving. Our culture enables us to navigate and stay resilient and competitive in a world characterized by volatility, complexity and rapid technological disruption. We consciously invest in talent and skills to drive growth, and we empower leaders who amplify this potential across the organization.
Culture guided by core beliefs
Our core beliefs are the foundation of our identity, shaping our culture and driving alignment across the organization. They reflect the Straumann Group DNA and define how we collaborate, serve customers and make decisions across all markets and functions consistently.
We are bold and big in our thinking. Our entrepreneurial mindsets give us the courage to seize opportunities.
Drive engagement
We empower and inspire
Entrepreneurial mindset
Our core beliefs
It
Customer obsession
We start with our customers to understand and solve their pain points - their success
is our success.
Agility & decisiveness
We strive for true impact through progress, not perfection, as speed matters in our business.
Taking ownership
We are accountable, keep
At the heart of our core beliefs lies the "I-We-It" framework, with the customer at its center. It ensures that we keep customers' needs in mind in everything we do, guiding our priorities and shaping how we create value.
everyone around us to achieve collective success.
We I
our promises and deliver on expectations.
"I" - focusing on unlocking our talent, expanding skills and learning for personal growth
"We" - elevating leadership excellence to create collective synergies to drive innovation strengthened by psychological safety of individuals and teams
"It" - fostering an entrepreneurial mindset to deliver customer-centric value and results through the high engagement of our people.
Psychological safety
We create environments where everyone has a voice and a contribution to make.
Passion for learning
We are eager to grow and develop with the humility and curiosity and learn from each other.
Straumann Group Annual Report 2025 Company profile 19
Key figures 2025
Letter from the Chair and CEO
Company profile
About Straumann Group Strategy for sustainable growth Business model
Philanthropy Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
Together, these dimensions shape an environment where individuals thrive, teams excel and the organization consistently delivers outstanding outcomes.
The "I" dimension - building strong individuals
The "I" dimension encapsulates our core beliefs of "Taking ownership" and "Passion for learning" - the iconic traits of a player-learner. For the future, in addition to nurturing our culture and leadership, we have identified three areas to bring this to life: acquiring the right talent, fostering an environment and mindset for talent development and succession planning. A high-performance organization starts with strong individuals who bring the right skills, mindset and passion for learning. For this reason, we place great emphasis on attracting and selecting talent not only for their capabilities, but also their cultural fit, initiative and learning agility.
Once onboard, development becomes a priority. We invest in upskilling for today's needs while preparing our people for tomorrow's opportunities through structured talent management initiatives. A key part of this is building digital readiness, a capability that is increasingly essential. One example is our EDGE!UP program, launched in 2023, which strengthens digital skills across the organization. Thousands of employees have participated in workshops, labs and learning experiences, resulting in a digital readiness score of 78 in our 2025 global engagement survey.
Through carefully designed talent development and internal talent practices, we are further strengthening our internal succession pipeline and already have robust succession plans for all critical roles. When necessary, this is complemented with external talent identified by our talent acquisition teams.
The "We" dimension - leadership as a catalyst
Strong individuals alone are not enough; high performance also requires a strong collective. This is where leadership excellence becomes essential. Through programs such as "I&We", "Manager Essentials" and the "Leadership Academy", we equip leaders to be self-aware and create environments where collaboration, psychological safety, transparent communication and collective intelligence can thrive.
Our manager effectiveness score helps us track progress in this area and has shown steady improvement, with an aspiration that 85% of managers surpass the internal benchmark score of 70 required performance threshold. Setting clear goals, providing ongoing feedback, holding regular development conversations and ensuring alignment with the Group's strategy remain core elements of our leadership standards.
This year, we have had great success in piloting a new Leading Leaders 9-month development program, in addition to our Leadership Horizons program. These programs help us ensure our senior leaders are ready to perform and manage today's challenges while shaping the future for tomorrow.
The "It" dimension - driving results and customer value through high engagement
When strong individuals and strong leadership come together, they generate strong results. The "It" dimension represents our ability to deliver tangible value for customers and stakeholders. High engagement, collaboration and people and organizational readiness directly translate into enhanced customer experience and sustained performance today and in the future.
Our engagement score measured annually through our WeEngage survey helps us to measure the success of our efforts. With an engagement score of 80, Straumann Group is one point above the Glint top-25th-percentile benchmark, demonstrating the strength of our culture and the commitment of our people.
For a deeper understanding of the Straumann Group's key performance indicators (KPI), please see the sustainability report on pp. 64 - 65.
DRIVE ORGANIZATIONAL EXCELLENCE
In 2025, Straumann Group continued to strengthen the foundations that enable sustainable and profitable growth. Our commitment to organizational excellence, an essential pillar of our strategic compass, guides how we scale, invest, and build resilience in a rapidly evolving global environment. It is through organizational excellence that we translate strategic ambition into consistent execution and long-term value creation.
Straumann Group Annual Report 2025 Company profile 20
Key figures 2025
Letter from the Chair and CEO
Company profile
About Straumann Group Strategy for sustainable growth Business model
Philanthropy Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
Over the past few years, we have significantly diversified our business across products, geographies, and customer segments. Our product mix has become more balanced through strong growth in both premium and challenger brands, enabling us to serve a broader range of clinical needs and price points. Geographically, we have strengthened our presence beyond mature markets, with particularly strong momentum in Latin America and Asia Pacific, creating a more resilient and globally balanced footprint. At the same time, we have evolved our customer mix by expanding into high-growth segments such as dental service organizations (DSOs), while continuing to support independent practices and specialists. This diversification has made our business more resilient, scalable and well positioned to capture growth across multiple dimensions.
As we look ahead, growth alone is not enough. Our focus is on turning that growth into lasting value by improving profitability, simplifying complexity, and increasing efficiency across the organization. In 2025, we advanced this ambition with the launch of "Unlocking value", our Group-wide initiative focused on executing consistently and driving performance across the income statement and cash flow. Our agenda is built around four strategic priorities: commercial excellence, operations excellence, procurement and operational leverage, and working capital together with capital expenditures (CAPEX) management, all central to our strategic compass and long-term value creation.
Commercial excellence
We place a strong emphasis on commercial excellence to ensure we not only grow faster than the market but also more profitably. This includes sharpening our multi-brand strategy and innovation pipeline to meet the evolving needs of a diverse global customer base, while
expanding in high-potential enterprise segments such as DSOs. Across markets, we continue to improve revenue quality through stronger gross-to-net management, harmonized pricing practices and more disciplined commercial execution.
Operations excellence
Supporting this is our commitment to operations excellence, aimed at driving cost efficiency and scalable growth. We continue to develop a smarter, more resilient global manufacturing and supply chain infrastructure. Our local-for-local production strategy reduces logistics costs, shortens lead times, and creates a natural hedge against currency fluctuations. We expanded our production footprint in China to prepare for regulatory developments such as VBP 2.0. In orthodontics our partnership with Smartee (see p. 30) enables cost-effective manufacturing at scale, while in digital dentistry, the launch of our internally developed intraoral scanner (IOS) SIRIOS X3 has contributed to margin improvement. Enhancements in global supply chain planning and inventory management further strengthen our ability to deliver reliably and efficiently.
Procurement and operational leverage
To unlock further efficiencies and improve margins, we are also leveraging our scale through centralized procurement and shared services. These initiatives help reduce costs and complexity, align processes and improve transparency across the organization. In parallel, we are investing in digital enablers such as SAP S/4 HANA to streamline systems and increase process automation. These combined efforts support our goal of reducing operating expenses (OPEX) intensity and sustaining an expansion in the earnings before income and taxes (EBIT) margin over time.
Working capital together with capital expenditures
Finally, capital effectiveness remains a key pillar of this initiative. After several years of substantial investment to scale production and digital capabilities, we are now entering a period of lower CAPEX intensity. With implant production capacity set to double by 2026, our current infrastructure is well positioned to support future growth. We are also implementing targeted measures to reduce working capital intensity and maintain a strong focus on cash conversion across all businesses. These actions ensure we maintain a strong focus on cash conversion and are able to reinvest efficiently in our strategic priorities.
With a well-diversified business and a clear strategic direction, Straumann Group is well positioned to sustain strong organic growth across products, geographies, and customer segments. Through our disciplined focus on commercial excellence, operational efficiency, scale, and cost management, we are targeting an average EBIT margin improvement over the years. At the same time, we are increasing free cash flow conversion by lowering capital intensity and improving working capital management. These foundations enable us to consistently transform growth into sustainable value creation, ensuring we remain agile, profitable, and well equipped to invest in the future.
Sustainability: embedding responsibility into growth
The Group places a high importance on sustainability and continuously strengthens its performance across the Group. Our sustainability strategy is anchored in our strategic compass and the risk management framework, enabling the systematic identification, prioritization and management of material environmental, social and governance impacts, risks and opportunities. Clear
Straumann Group Annual Report 2025 Company profile 21
Key figures 2025
Letter from the Chair and CEO
Company profile
About Straumann Group Strategy for sustainable growth Business model
Philanthropy Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
targets, defined accountabilities and regular performance reviews at the highest levels of the Group underpin this approach, supporting organizational resilience, responsible innovation, regulatory readiness and long-term value creation. Further details are provided in the dedicated sustainability report
(see p. 57).
DRIVE DIGITAL TRANSFORMATION
Digital transformation is one of our two strategic enablers, alongside building a high-performance culture and strengthening organizational excellence. Together, they ensure customers remain at the center of every decision and help us progress toward our 2030 ambition of becoming a digitally powered oral care company that delivers a unique customer experience and strong, sustainable performance.
Digital technology has long been part of our business, but it is now central to our evolution. We are investing in the capabilities and systems that will elevate our operational excellence and support a fully digital way of working. This transformation spans the entire organization - far beyond IT - and reinforces a customer-centric approach in everything we do.
Digitalization will streamline operations, improve cross-functional effectiveness and drive efficiency across all areas of the Group.
Our strategy links outcomes, technology and people, recognizing that success depends on empowered teams supported by the right digital foundations. EDGE!UP, our global culture program, strengthens this by equipping employees with digital mindsets and skills, fostering innovation and encouraging new ways of working aligned with our player-learner culture (see also the high-performance culture chapter on p. 19).
We are also boosting efficiency and capability in our commercial and operational activities through advanced data analytics, cloud-based technologies and continued enhancement of our digital infrastructure.
Key focus areas include
transforming core operations with SAP S/4HANA and our CRM platform
scaling smart factory solutions and the digital supply chain
advancing analytics adoption, strengthening cyber security, and accelerating the efficiency impact of AI
embedding digital ways of working in advanced data analytics and cloud-based technologies company-wide through EDGE!UP
"Digitalization is how we remove friction, connect the organization, and unlock efficiency at scale."
EXPAND IMPLANT MARKET LEADERSHIP
Market opportunity and position
Implantology remains the core of the Straumann Group's business and a central driver of sustainable long-term growth. With an estimated addressable global implant market of CHF 6.1 billion and an estimated 220 million potential patients who need and can afford implant treatment each year, the structural growth opportunity is substantial. Yet only around
16 million implant treatments are performed annually, leaving more than 90 percent of patient needs unmet. This underlines the significant headroom for continued expansion.
In 2025, the Straumann Group strengthened its position as the global leader in implantology with an estimated market share of above 35%. Building on this momentum, the Group is pursuing a clear strategy to grow ahead of the market by combining innovation leadership, a strong digital ecosystem and comprehensive education with a multi-brand approach that increases access to high-quality implant dentistry worldwide.
Innovation driving clinical excellence and efficiency
Innovation remains the foundation of Straumann's premium leadership. The iEXCEL implant system, one of the most significant system innovations in the company's history, has surpassed one million implants sold in 2025, with around 20 percent of users being new customers. By bringing four implant geometries together under a single connection, one surgical kit and one prosthetic platform, iEXCEL reduces treatment complexity, supports immediate protocols and enables a more streamlined and efficient workflow for clinicians.
Straumann Group Annual Report 2025 Company profile 22
Key figures 2025
Letter from the Chair and CEO
Company profile
About Straumann Group Strategy for sustainable growth Business model
Philanthropy Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
Advanced surface and material technologies such as SLActive (a hydrophilic surface that accelerates bone healing) and Roxolid (a high-strength titanium-zirconium alloy) enhance Straumann's clinical performance by enabling faster osseointegration and minimally invasive treatment approaches. In addition, workflow innovations, including the Straumann Fast Molar protocol, EXACT full-arch scanning and Straumann Falcon dynamic navigation, improve efficiency and reduce chair time.
The Straumann Group places strong emphasis on scientific research and clinical evidence to ensure the safety, effectiveness and long-term performance of its implant solutions. A global clinical research program is integral to validating products, materials and workflows for the benefit of patients and clinicians. In 2025, the Group supported more than 180 ongoing clinical studies worldwide, leading to the publication of over
20 scientific articles in international, peer-reviewed journals. This robust research foundation generates high-quality clinical evidence and plays a central role in advancing innovation and supporting predictable, evidence-based treatment outcomes.
Straumann's innovation is supported by a strong intellectual property portfolio that protects key technologies across implant design, surface science and digital workflows. Continuous investment in research and patents ensures long-term differentiation and enables the Group to bring clinically validated solutions to market at scale.
Over the past year, our dedicated team of researchers, scientists and engineers has worked to develop solutions that not only meet the needs of today but also anticipate the challenges of tomorrow.
Expanding access through Neodent as our global challenger brand
Neodent, the Group's largest global challenger brand, plays a key role in expanding access to high-quality implant treatment in the fast-growing challenger segment. Its clinically proven solutions are supported by a strong innovation pipeline, helping clinicians deliver reliable treatment across a wide range of indications. Its portfolio supports a broad spectrum of clinical needs, from full-arch rehabilitations to straightforward single-unit cases, offering high-quality solutions and services at a cost-effective price point. Through ILAPEO (the Latin American Institute of Dental Research and Education), a leading center for clinical education and research, Neodent continues to drive adoption among general practitioners and specialists globally, including in emerging markets. This positions Neodent to capture a growing share of the global value implant market, which continues to expand rapidly across all major regions.
Straumann Group Annual Report 2025 Company profile
Implantology market potential
The global estimated implantology market remains significantly underpenetrated: around 220 million patients could benefit from implant treatment each year, yet only about 16 million are treated. This gap highlights the substantial longterm growth potential of the estimated current CHF 6.1bn addressable market.
Patient Potential
~220M
Potential patients per year
Treated patients
~16M
Treated patients with implants per year
23
Key figures 2025
Letter from the Chair and CEO
Company profile
About Straumann Group Strategy for sustainable growth Business model
Philanthropy Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
The Group's brands and partially owned partner companies1
Digital solutions | Tooth alignment | Prevention and tissue regeneration | Tooth replacement and restoration |
Main brands
Controlled by Straumann Group
Partially owned by Straumann Group
Alliedstar Anthogyr
Bay Materials ClearCorrect Createch GalvoSurge Medentika Neodent NUVO
Straumann Straumann Ceramic T-Plus
Yller
botiss biomaterials CareStack DentalMonitoring Impress2
Rapid Shape SmileCloud
As of 31 December 2025
Following the agreement signed on 13 August 2024 to sell the Group's DrSmile business to Impress Group, which was subsequently completed in September 2024
Straumann Group Annual Report 2025 Company profile 24
Key figures 2025
Letter from the Chair and CEO
Company profile
About Straumann Group Strategy for sustainable growth Business model
Philanthropy Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
Leading the innovation in implantology
FULL INNOVATION PIPELINE
DESIGN
SURFACE
WORKFLOWS
AND MORE
Innovation is a core driver of our growth: 64% of Straumann premium implant revenue comes from innovations introduced over the past decade, reflecting the strength and breadth of our continuously evolving portfolio.
LEGACY TISSUE LEVEL & BONE LEVEL IMPLANTS
ROXOLID/ SLACTIVE
BLT
BONE LEVEL IMPLANTS
SOLUTIONS FOR ANATOMICAL CHALLENGES
METAL FREE IMPLANTS ESTHETIC
DESIGNED FOR IMMEDIACY
THE NEXT GENERATION OF IMPLANTS
Straumann Group Annual Report 2025 Company profile 25
Key figures 2025
Letter from the Chair and CEO
Company profile
About Straumann Group Strategy for sustainable growth Business model
Philanthropy Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
Digitalization enabling predictable and efficient workflows
Digitalization is a key accelerator for Straumann Group's implantology business. The Straumann AXS open, cloud-based platform connects data, devices and services across the entire treatment journey from capture and diagnosis to planning, surgery, restoration and monitoring. AI-powered tools, automated planning support and seamless integration of intraoral scanning, cone beam computed tomography (CBCT), Smile in a Box and prosthetic workflows, improve precision, standardize quality and increase practice efficiency.
Education to expand access and clinical confidence
"Combining innovation, digital workflows and education enables Straumann Group to expand access to high-quality implant dentistry worldwide."
Education remains a central component in expanding access to implantology and supporting clinicians throughout their journey. Through the Group's global education network, including partners such as International Team of Implantology (ITI) and ILAPEO, more than 10 700 education programs were delivered worldwide, reaching over 370 000 dental professionals and supporting adoption, customer success and longterm relationships (for more information see pp. 64, 72, 108, 113). These initiatives create clinical confidence, support adoption of new technologies and strengthen Straumann's position as the partner of choice for dental professionals worldwide.
Multi-brand strategy and geographic expansion
The Group's multi-brand portfolio enables clinicians to choose from a broad range of treatment solutions across different clinical preferences and price points. While Straumann and Neodent anchor the global premium and value segments, the Group also benefits from strong regional challenger brands. Medentika is preparing the introduction of its new China eco-line implant to meet specific local market needs, and Anthogyr continues to strengthen its presence across Europe and Asia. Together, these brands enhance Straumann's ability to serve diverse customer segments and support geographic expansion in both established and emerging markets.
Positioned for continued market leadership
With its innovation pipeline, digital capabilities, educational platforms and multi-brand reach, Straumann Group is well-positioned to capture the significant underpenetrated demand in implantology. The combination of product excellence, simplified workflows and geographic expansion will continue to drive market share gains and strengthen the Group's global leadership.
Straumann Group Annual Report 2025 Company profile
Efficient workflows through digitalization
Straumann's Fast Molar solution, in conjunction with the Anatomic Healing Abutments (AHA) and the iEXCEL implant technology, significantly reduces time-to-teeth by enabling a streamlined, fully integrated workflow. By combining extraction, implantation, placement of the anatomical healing and intraoral scanning in a single appointment, the solution eliminates multiple treatment steps and shortens chair time. Through its seamless integration into the Straumann AXS platform, the workflow becomes even more predictable, efficient and easy to execute for surgeons, supporting faster restoration and an improved treatment experience for both clinicians and patients.
26 WEEKS
Patient time saved
50 MINUTES
of clinical chair time saved
26
Key figures 2025
Letter from the Chair and CEO
Company profile
About Straumann Group Strategy for sustainable growth Business model
Philanthropy Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
Key Straumann Group launches in 2025 -
tooth replacement and restoration/regenerative solutions
Brand Solution name Benefit and added value for customers and their patients
Tooth replacement and restoration
Anthogyr X-Bases New titan bases portfolio for Axiom platform: improved accuracy, laser texturing for a better cementation of the crown, angulated access
and a full digital readiness for dental software
Ready to smile Unique CAD solution, that makes historically conventional workflows fully digital, enabling the quick and easy creation of provisional prosthesis on Axiom BL, TL and multi-unit with straight or AA channels
Healfit SH An anatomical, biomimetic-designed healing solution that is scannable and seamlessly integrated into the digital workflow: a valuable ally in immediate protocols
Medentika In-house milling workflow registration (USA)
CADCAM-CS laboratory implants
Enables dental laboratories to process the entire digital prosthetic restoration process fully in-house Ensure precise, stable positioning in digital workflows with an integrated "click" function for dual security
Titanium base SSC Flex Provides versatile solutions for single and bridge restorations, featuring enhanced flexibility, customizable gingiva heights, broad implant compatibility, and a dedicated molar version
New Titanium Scanbody and MedentiWings
Delivers precise, spray-free scanning with clear implant identification and simplified handling for edentulous cases using MedentiWings
Neodent DirectFIT screw It enables full arch restorations directy on mini conical abutment, allowing an end-to-end digital workflow (no need for physical models/
cementation steps), ultimately, that increases efficiency by scaling up the business by less lab steps and less chair time
Customized abutment GM/ HS/NGM Straight & GM ASC
Patient-specific abutments with angled-solution feature, and extended for Helix Short, and Narrow GM implant lines; they optimize fit, superior esthetics, and more efficient digital workflows
Straumann Dental Implant System
Attachment TiN 30° Expansion of Attachment TiN with new angulation of 30°, enabling the angulation correction of tilted implants, leading to better adhesion of denture to the attachments, improved prosthesis fit and long-term performance
iEXCEL Continuous rollout of the new Straumann iEXCEL system, including a fully global market release of the new premium implant system for both bone and tissue-level treatments (C-line - Straumann BLC and TLC); benefits from four distinct implant designs with the simplicity of one prosthetic TorcFit connection and one instrument set
Straumann Falcon Dynamic navigation system with a small and ergonomic design for easy and comfortable use, providing guidance during implant surgery in real-time
Straumann Fast Molar solution Global launch of the Straumann Fast Molar solution, introducing a streamlined workflow for predictable single-crown restorations. This workflow innovation addresses the most common indication in implant dentistry and is designed to significantly reduce clinical chairtime for clinicians and patients.
Straumann Group Annual Report 2025 Company profile 27
Key figures 2025
Letter from the Chair and CEO
Company profile
About Straumann Group Strategy for sustainable growth Business model
Philanthropy Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
Key figures 2025
Letter from the Chair and CEO
Company profile
About Straumann Group Strategy for sustainable growth Business model
Philanthropy
Brand Solution name Benefit and added value for customers and their patients
Straumann iGuide The new static guided surgery system designed for the Straumann iEXCEL implant line, offering streamlining planning-to-placement with a straightforward, intuitive workflow and seamless digital integration.
Straumann EXACT Straumann EXACT enables a fully digital workflow for full-arch restorations, eliminating verification jigs and physical models for faster, more efficient treatments. It delivers high accuracy using connected scanbodies without costly photogrammetry hardware. This provides dental professionals with time savings, cost-effectiveness, and greater flexibility in scaling cases. Patients ultimately benefit from quicker, more predictable, and comfortable full-arch implant outcomes.
Custom Abutment ASC The titanium custom abutment with angled screw (AS) channel offers up to 25 degrees of angle correction. Roughly 1 in 3 screw-retained cases require angle correction, making the custom abutment AS an essential component of the Straumann UN!Q custom prosthetics portfolio.
Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
Straumann regenerative solutions
NOVAMag Shield NOVAMag Shield is a mechanically stable, easily adaptable magnesium membrane that fully resorbs - it is ideal to regenerate the buccal bone wall while eliminating the need for a second removal surgery.
Maxgraft +HyA Maxgraft + HyA's sticky consistency enables better handling for clinicians and supports favorable soft tissue healing for the patients.
White Label botiss portfolio The expanded white-label portfolio of seven proven botiss biomaterials gives clinicians greater choice and flexibility through standardized, reliable solutions that integrate seamlessly into daily practice. Patients benefit from a broader range of clinically validated biomaterials supporting predictable, long-term treatment stability.
Expanding market access through education
Education is a key enabler of market expansion. Through the ITI, ILAPEO (see pp. 26, 114) and our global Straumann Group education network, we train more than 370 000 clinicians annually across thousands of courses and study clubs, helping build clinical confidence and expand access to high-quality implant dentistry worldwide.
+209K
Doctors trained
per year
+5K
Education
activities
+1000
Study clubs
globally
26K
Doctors trained
per year
+1.1K
Education
Activities
+1 100
Smiles created
ILAPEO
Straumann Group Annual Report 2025 Company profile 28
WIN STRATEGIC TARGET GROUPS
The oral healthcare sector is undergoing significant consolidation, driven by multiple forces: the pursuit of operational efficiency, rapid technological advances, shifting demographics of dental professionals seeking more flexible career and succession options, rising patient expectations and an increasingly complex regulatory environment. These dynamics are accelerating the decline of independent single-owner practices as many merge or are acquired by larger organizations.
Dental service organizations (DSOs) face operational challenges that set them apart from traditional practices and labs. They must deliver consistent, high-quality patient experiences at scale, attract and retain top clinical talent, and optimize efficiency across multiple locations with varying systems and workflows.
Implant dentistry, orthodontics and esthetics remain the key growth drivers for DSOs. These areas are fully aligned with the Straumann Group's value proposition, reinforcing our position to become the partner of choice. Today, we estimate that roughly 20% of implants are placed by DSO-affiliated practitioners. By 2029, this share is expected to rise to as much as 30% in major markets.
Deepening customer segmentation
Customer segmentation is becoming increasingly important as the DSO landscape matures. Our top-tier DSOs represent around 45% of total market value, mid-sized DSOs account for about 30%, and the broad
base of smaller DSOs represents roughly 25%. Each tier has distinct needs, decision-making structures and growth dynamics, requiring tailored engagement models and differentiated value propositions.
Building integrated end-to-end solutions for DSOs
Our ambition is to be the preferred business partner for DSOs, enabling them to unlock the full potential of oral healthcare by:
ensuring clinical excellence
enhancing operational efficiency
unlocking growth potential
Digitalization is a key enabler for DSOs. Their ability to scale consistently, manage complex operations across multiple sites, ensure standardized clinical outcomes and generate actionable insights depends heavily on digital workflows, connected systems and data-driven processes. Digitalization is central to supporting growth, improving patient journeys and driving operational efficiencies, making it a foundational element of our partnership model.
To deliver on this ambition, the Straumann Group is strengthening its go-to-market capabilities with the following initiatives:
a tiered DSO coverage model, aligned with customer segmentation
enhanced consultative selling skills
strengthened processes and collaboration across regions and functions
disciplined account management
targeted regional expansion
"By partnering closely with DSOs, we scale innovation and expand access to high-quality care for more patients."
bespoke consulting support
tailored educational offerings
At the same time, we continue to expand and refine our integrated, end-to-end solutions, extend our service offering to enterprise-level operations and develop new business models. With an iterative approach of piloting, learning, scaling and improving, we adapt our offerings to the evolving needs of DSO customers. By combining clinical, educational and business expertise with a comprehensive digital solutions portfolio, the Group is strongly positioned to support DSOs in achieving sustainable, scalable success.
Straumann Group Annual Report 2025 Company profile 29
Key figures 2025
Letter from the Chair and CEO
Company profile
About Straumann Group Strategy for sustainable growth Business model
Philanthropy Development of business Sustainability report Corporate governance report Compensation report
Financial report Straumann Group Financial report Straumann Holding Points to note
TRANSFORM THE ORTHO FRANCHISE
Attractive market opportunity with low penetration
We believe orthodontics is one of the most attractive and structurally underpenetrated segments in dentistry. With an estimated 21 million orthodontic case starts per year and an estimated global market size of
CHF 4.9 billion, demand continues to grow, driven by rising esthetic expectations, broader affordability and increasing adoption among general practitioners.
Despite this momentum, penetration remains low, particularly in the general practitioners (GPs) channel, which represents the largest long-term opportunity.
Transform the ortho franchise to lead in general practice
Building on this foundation, the Straumann Group is transforming its orthodontic business to become a leading global player with a clear ambition: to be the preferred orthodontic partner for general practitioners and dental service organizations (DSOs) worldwide.
This ambition is rooted in three pillars: a stronger value proposition and digital workflow integration, manufacturing for scale and profitability, and a high-performance go-to-market engine.
A strengthened value proposition through digital innovation
ClearCorrect has evolved into a comprehensive, digitally enabled orthodontic ecosystem that integrates advanced materials, broad indication coverage and next-generation planning tools. New capabilities such as the upgraded ClearPilot planning suite, AI-based case complexity assessments (2026), the clinical outcome simulator (2026) and enhanced remote monitoring tools will support more predictable treatments and increase clinical confidence. These innovations strengthen ClearCorrect's relevance for everyday dentistry and make orthodontics more accessible for practitioners who are new to the modality.
Straumann Group Annual Report 2025 Company profile
Accelerating scale and efficiency with Smartee
Smartee is a leading digital orthodontics company with advanced treatment-planning technology and high-scale automated aligner manufacturing. Through this partnership, Straumann Group gains enhanced digital planning capabilities, regional production agility and improved cost efficiency.
Integrating Smartee's technology into ClearCorrect strengthens clinical versatility, shortens lead times and supports the scalable, profitable growth of the orthodontics franchise.
High-scale, automated aligner manufacturing enabled through the partnership with Smartee supports efficiency, quality and regional production agility.
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Key figures 2025
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