MBV – Air. Nothing else.

The products of MBV are used worldwide in the pharmaceutical and biotechnology sectors, food production, as well as in research institutions and hospitals. They support reliable monitoring and control of microbiological contamination. The portfolio includes proprietary developments such as the MAS-100 air sampler for active and passive air surveillance, as well as the real-time capable product Rapid-C+. MBV also offers training, technical support, and comprehensive services – ensuring full support throughout the entire product lifecycle. Through continuous research and development, MBV provides durable, precise instruments that meet the highest quality and regulatory standards. **Interview questions for Ronny Zingre, CEO of MBV AG:** **Where does MBV AG stand today, and where should the company be in five years?** MBV is a second-generation family business and a global leader in a niche market: microbiological air sampling for regulated industries such as pharmaceuticals, medical technology, food & cosmetics, and research. For over 30 years, we have been developing and producing in Switzerland, and our MAS-100 air samplers are used worldwide by our customers. Our customers operate under very high regulatory and technical requirements. With proximity, flexibility, and in-depth knowledge, we create solutions that function reliably and offer real value. We also see ourselves as partners on an equal footing and take responsibility – for quality, for our employees, as well as for the environment and society. In five years, MBV aims to be perceived even more strongly as a reliable partner internationally. Our air samplers will remain the foundation of our success. At the same time, we want to be recognized even more as a competent point of contact in biomonitoring through excellent expertise and high commitment. A key factor for success is our controlled value chain – from development to the end product. It allows us to integrate quality from the start and consistently align our solutions with our customers’ needs. And we remain committed to Switzerland as a production site: wherever economically feasible, we rely on local development and production – for precision, quality, and long-term competitiveness. **Which trends will most strongly influence your business model in the next few years?** In the pharmaceutical and biotech industries, regulatory requirements are continuing to increase, especially with regard to the EU GMP Annex 1 and the development of a comprehensive, risk-based contamination control strategy. This increases the need for consistent, validated monitoring – from classic air sampling in clean rooms and isolators to automated and integrated solutions. This results in three central directions for us: the continuous development of our established air samplers; the integration of automation and real-time technologies; and a stronger focus on service, data integration, and partnerships to build complete monitoring concepts together with customers based on regulatory requirements – rather than just delivering individual instruments. **What role does innovation play in your corporate strategy?** Innovation is a part of our daily business and a central component of our corporate strategy – from continuously improving existing products to developing new ones. We are never concerned with self-serving purposes, but always with concrete added value for our customers: fewer manual interventions, more stable processes, better decision-making bases, and more security in strictly regulated environments. Our innovations arise from dialogue. Many impulses come directly from the team and from close interaction with our customers and partners. We have two major advantages: as an SME, we benefit from short decision-making paths, and as a family business, we cultivate a culture of trust. Everyone takes responsibility, and we create the freedom to quickly test and implement new ideas – without losing our reliability. **Which markets are currently particularly attractive to you – and why?** In the pharmaceutical and biotech industries, high regulatory requirements and a strong awareness of product and patient safety come together. Here, the demand for reliable, validated air germ monitoring is growing. Internationally, markets are interesting for us where pharmaceutical production, biotech, and medical technology are growing strongly and where investments are made in modern clean room and environmental monitoring – Europe, North America, and some regions in Asia. We also see a lot of potential in hospitals and industries like food & cosmetics and research – where awareness of contamination risks and regulatory requirements is growing strongly. **Where do you currently see the greatest risks in international business?** As a strongly export-oriented SME, we are particularly sensitive to risks such as political uncertainties, new trade barriers, changing norms and requirements, or disruptions in global supply chains. And we are to some extent dependent on key markets and partners. The trust of our partners and customers is therefore central. Security and quality are key assets for MBV. Therefore, we must not compromise on product quality or compliance – even when cost pressures rise. Our entire business model is based on stability and reliability, not short-term optimization, and our communication is open and transparent. This way, we remain a predictable partner for international customers, even when the environment changes rapidly. **How do you advance digitalization and automation in the company?** For me, digitalization is a means to increase quality, efficiency, and transparency. On the one hand, it's about solutions that benefit our customers: For example, our MAS-100 Libra – a fully automatic sedimentation plate changer that significantly reduces manual interventions in the clean room. Or the Rapid-C+, with which we go one step further towards digital, networked, real-time environmental monitoring, including data connection to customer systems. On the other hand, we look internally at where digital solutions simplify routine tasks, reduce errors, and save time. Here, too, the best ideas often come from the teams. The critical question is not about tools, but about the right priorities. And we need to ensure that digitalization fits our culture and our claim as a reliable partner. **How do you combine economic success with sustainability?** Sustainability is not a project – it must underlie our daily actions. Economically sustainable means building a robust, focused business that remains reliable even in volatile times and offers durable solutions. Ecologically sustainable means developing products that make processes safer and more efficient, preventing rejects and downtime for our customers. And then there is social sustainability. It starts with MBV itself: fair working conditions, a culture of continuous improvement, and the possibility to balance work and family. For a company to succeed sustainably, all these aspects must play together. **If you could dispel one myth about your industry – which would it be?** Myth 1: Air germ monitoring in pharmaceuticals and life sciences is technical, regulated, "dry," and boring. Of course, norms, validation, and documentation play a significant role, but at its core, it’s about something very concrete: protecting people and ensuring the quality of medicines and medical products. Our employees are internationally respected specialists. They are passionate and extremely creative when it comes to making processes safer and simpler, working closely with those who use our products. This "human" side is a big part of the fascination with our industry. Myth 2: Family businesses or SMEs cannot compete with international players. In our case, the opposite is true: precisely because we are a focused niche company, we can develop very close to our customers, make quick decisions, and produce reliably for years. Even though our industry is complex, we as an SME are not, and our customers trust us because they know the people behind the solutions and know that economic responsibility, innovation, and long-term thinking converge with these individuals. **If you were to rebuild your international business – what would you do differently?** Our company founder, my father Hans Zingre, built MBV as an international company from the very beginning. He relied on strong partnerships. For example, Merck remains our reliable partner for the global distribution and service of certain products in our portfolio. Looking back, I would create structures even earlier that better support scaling and learning curves: clear processes for export, service, and market feedback, a dedicated team focused on internationalization, and an even closer integration of sales, service, and product development. Much of this has grown organically over the years. Some of it might have been easier with more conscious addressing. I would also invest more time in systematic learning from the markets from the outset: what works in which regions, which partner constellations are sustainable in the long term, where local presence is needed, where a strong network suffices. The goal would be the same as today: a lean, value-oriented setup that strengthens our role as a specialized niche supplier internationally. **Your group of companies as a holding has been a member of S-GE for over 10 years. What do you value most about your membership and the collaboration with Switzerland Global Enterprise?** Switzerland Global Enterprise is both a strategic sparring partner and practical export help for us. A partner that monitors markets, shows options, and specifically supports and helps with concrete issues – from customs to market entry – to avoid potentially costly mistakes. At the same time, through S-GE, we come into contact with other internationally active companies, experts, and the Swiss Business Hubs, which allows us to sharpen our own export strategy.