You are visiting a website that is not intended for your region

The page or information you have requested is intended for an audience outside the United States. By continuing to browse you confirm that you are a non-US resident requesting access to this page or information. Switch to the US site. 

This website uses cookies

By continuing to use this website you consent to using cookies. For more information about cookies and how we use them, please see our Privacy Policy.

  1. Hjem
  2. Om os
  3. Vores strategi
  4. Arjo 2020 -back to profitable growth

Arjo 2020 – back to profitable growth

When Arjo became a standalone company in December 2017, we launched a strategy based on five focus areas to return to profitable growth. We have reached our goal of three years profitable growth through a structured approach including a number of operative measures, development projects, established market presence and launches. Today, Arjo is a stable and more efficient organization with a strong commercial focus.
We have built a solid foundation for taking the next strategic steps toward becoming a Mobility Outcome Partner for healthcare.
In 2018-2020 we:

Improved customer value

  • Launched a series of new products such as Sara® Flex, IndiGo®, Auralis® and WoundExpress ®

  • Developed solutions to meet customer needs in areas like early mobility and dementia
  • Strengthened our offering through acquisitions and partnerships, for example, ReNu Medical, Atlas LiftTech, Bruin Biometrics (BBI) and AirPal
In 2018-2020 we:

Improved customer value

  • Launched a series of new products such as Sara® Flex, IndiGo®, Auralis® and WoundExpress ®

  • Developed solutions to meet customer needs in areas like early mobility and dementia
  • Strengthened our offering through acquisitions and partnerships, for example, ReNu Medical, Atlas LiftTech, Bruin Biometrics (BBI) and AirPal
In 2018-2020 we:

Strengthened our commercial focus

  • Turned around the business to create profitable growth and a stronger position in the US – one of our most important markets

  • Established our own sales companies in several new markets, for example, Japan, China and Latin America, as well as a strong distributor network in Africa and Eastern Europe among other regions

  • Invested in the long-term care segment to resume a leading market position
In 2018-2020 we:

Strengthened our commercial focus

  • Turned around the business to create profitable growth and a stronger position in the US – one of our most important markets

  • Established our own sales companies in several new markets, for example, Japan, China and Latin America, as well as a strong distributor network in Africa and Eastern Europe among other regions

  • Invested in the long-term care segment to resume a leading market position
In 2018-2020 we:

Increased our operational agility

  • Carried out several activities to optimize the use of the Group’s resources, such as restructuring the rental operations to improve profitability

  • Established a solid basis for quality and regulatory compliance, concentrating on, for example, the forthcoming EU Medical Device Regulation (MDR)

  • Created a more agile cost base, which generated advantages, for example, in connection with the changes arising during the pandemic
In 2018-2020 we:

Increased our operational agility

  • Carried out several activities to optimize the use of the Group’s resources, such as restructuring the rental operations to improve profitability

  • Established a solid basis for quality and regulatory compliance, concentrating on, for example, the forthcoming EU Medical Device Regulation (MDR)

  • Created a more agile cost base, which generated advantages, for example, in connection with the changes arising during the pandemic
In 2018-2020 we:

Grew our business and people together

  • Built an organization and work environment characterized by diversity, equity and inclusion

  • Implemented a long-term agenda to ensure that Arjo is developing the necessary leadership and skills to meet current and future business needs

  • Introduced an annual, global People Survey to listen to our employees and ensure the commitment needed to meet our strategic objectives
In 2018-2020 we:

Grew our business and people together

  • Built an organization and work environment characterized by diversity, equity and inclusion

  • Implemented a long-term agenda to ensure that Arjo is developing the necessary leadership and skills to meet current and future business needs

  • Introduced an annual, global People Survey to listen to our employees and ensure the commitment needed to meet our strategic objectives
In 2018-2020 we:

Built a sustainable and winning culture

  • Implemented Arjo’s Guiding Principles and Leadership Behaviors – shared core values to promote a customer-oriented, winning and sustainable corporate culture, in which we together create added value for healthcare
In 2018-2020 we:

Built a sustainable and winning culture

  • Implemented Arjo’s Guiding Principles and Leadership Behaviors – shared core values to promote a customer-oriented, winning and sustainable corporate culture, in which we together create added value for healthcare
Quotes_3_ENG.jpg

Annual Report 2020

Read more