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
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Annual Report 2020

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