June 2025 Update
Aime chose the University Teaching Hospital of Kigali for a safe delivery, with her mother by her side. When baby Alia was born not breathing, midwife Dorcas, trained through the 50,000 Happy Birthdays project, acted swiftly. Thanks to her expertise, they soon heard Alia’s first cry.
Learn more at one-million-lives.com
At Laerdal, helping save lives has been at the heart of everything we do since 1960. It’s what drives our innovations, partnerships, and actions. This mission guides us as we work to make a tangible impact on global health. However, we recognize that this goes hand in hand with building a sustainable future. We carefully track every step of our products and services, from the heart of our supply chain to their final impact, allowing us to identify the most effective opportunities to enhance our sustainability practices.
Guided by the United Nations’ Sustainable Development Goals (SDGs), especially SDG 3: Good Health and Well-being for All, we collaborate with governments, businesses, and NGOs to reach our bold 2030 goal: to help save one million more lives, every year.
As we look towards 2030, we are committed to reducing our environmental impact. In alignment with SDG 13 - Climate Action - we have set bold sustainability targets, including a 70% reduction in carbon emissions by 2030, based on our 2019 baseline. Our approach is holistic, integrating both environmental and social responsibility to ensure that our efforts not only reduce harm but actively contribute to a healthier, more sustainable future.
As we grow, we continue to balance our mission with responsible, sustainable growth –fostering collaboration, innovation, and measurable impact. Through these efforts, we are committed to making a meaningful difference – helping save lives and building a more sustainable future for all.
This report highlights our progress, made possible by our dedicated employees and partners. Thank you for being part of this journey. To learn more, please visit: Laerdal.com/sustainability.
“We’re committed to increasing our impact –helping save more lives, and doing so in a way that is sustainable and responsible over time”
Steven Tidwell, Sustainability Director
Achieve a 70% reduction in carbon emissions by 2030.
Design sustainability into products, solutions, and sales models.
Implement UN Global Compact and OECD guidelines throughout our supply chain.
Working on sustainability requires a long-term perspective. We are genuinely committed to meeting customers’ needs by producing durable, high-quality products and solutions. We are driven with great support from our employees and suppliers who share this commitment. In 2024, significant improvements were achieved:
16%
reduction in Scope 1 and 2 emissions in 2024, following a similar reduction in 2023
16 %
reduction in scope 3 emission relative to revenue
20 %
reduction in emissions from products and components
100 %
lifecycle assessments (LCA) in place for all key products and components
19 %
reduction in logistics emissions from air freight which now accounts for just 1% of all shipments
40 %
of the executive team are women, and 39% of all leaders at Laerdal are female
At Laerdal, we’re dedicated to developing high-quality, lifesaving solutions that are built to last. As we work toward more sustainable practices, we take a careful, research-driven approach – ensuring that any new, more environmentally friendly materials meet the same high standards our customers expect. This way, we can continue to deliver reliable products while making steady progress on our sustainability journey.
Based on insights gained through our Research –Start Using – Scale Up approach, we are systematically reducing our environmental footprint by replacing virgin plastics with sustainable, low-carbon alternatives in accordance with the mass balance principle.
Since 2023, we have begun transitioning from fossil-based plastics to mass-balanced plastics –materials that maintain the same quality and production efficiency. This initiative is part of our broader effort to integrate more sustainable options by 2025 and beyond.
By following this process, we ensure new materials are thoroughly tested and validated before scaling, helping us meet both our 2030 carbon emission targets and the growing demand for environmentally responsible products.
For scope 1 and 2 emissions , where we have substantial influence, our goal is a 70% absolute reduction of emissions by 2030 compared to 2019.
For scope 3 emissions, where we have less influence, our goal is a 70% reduction in carbon intensity (carbon emissions relative to turnover) throughout our value chain by 2030 compared to 2019.
* Our previous goal was to be carbon neutral by 2030 to be achieved by offsetting any residual emissions. This in retrospect was overambitious given great uncertainty on the availability and cost of high-quality, well-validated carbon offsets in 2030. For the present, we are therefore resetting our carbon neutral target date to 2050 in line with what many other companies are doing and will revisit this timescale in 2030.
At Laerdal, we consider it important to measure scope 1 and 2 in absolute terms, and scope 3 relative to revenue, adjusted for price increases with 2019 as the base year. In doing so for scope 3, we stay focused on growing our impact of helping save lives while simultaneously reducing emission per manufactured product.
However, from an emission perspective, we also track development in absolute emission reduction. We see a positive trend from 2023 to 2024 across all scopes and have reduced from 82,5 kt (kilotons) to 72,9 kt. This is an 11,7% decrease over the last year, and a testament to the hard work happening across the organization.
Direct emissions from sources owned or controlled by a company.
Indirect emissions from purchased electricity, steam, heat, and cooling.
All other emissions associated with a company’s activities including travel, logistics, and products.
Within scope 1 and 2 , we see a positive trend from 2019 to 2024. Specifically from 2022 to 2024, we see 20% decline each year. While there is no single factor that drives all of our positive results, the accumulated activities across sites is enabling strong performance. Despite this, two specific highlights have created improved performance and we believe will drive even larger impacts in 2025.
• In Stavanger we transitioned from LNG gas to green energy in Rotational Molding as of May 2024
• Our solar panel installations in Gatesville and Monterrey continue to demonstrate positive impact
For scope 3, which accounts for 94% of our total emission, our goal is measured based on intensity. Here we have decreased by 28% from 2019 to 2024. 16% of this emission reduction was coming from 2023 to 2024.
Note: Following significant manufacturing growth from 2019 to 2022, we are now seeing strong performance driven by the implementation of emission reduction initiatives.
Based on our forecasted growth from 2019 to 2030, our goal for scope 3 emission development is set relative to revenue. We adjusted for price increases with 2019 serving as the base year. We do so because of the planned growth and reduced control in the value chain. We have reduced emissions in 2024, both in absolute and relative terms.
We’ll explore our Scope 3 reductions in more detail later in the report, but two key factors are already clear: smarter travel practices and a lower-emission product portfolio. In 2024, we saw a 39% reduction in travel-related emissions and a 20% decrease in emissions from our products and components.
We use two methods to measure our carbon emissions:
This method converts financial data into emissions data, covering scope 1, 2, and 3 emissions. It helps identify emission sources and drivers across countries and activities.
This provides insights into emission and reduction opportunities for individual products. We evaluate carbon emissions from raw material extraction to product delivery at customer site.
In 2023, we began transitioning from a spendbased to an activity-based approach for calculating emissions. This shift continued in 2024, and we now primarily assess emissions by multiplying physical data - such as quantities and units of goods and services - by relevant emission factors.
We use three methods to calculate emissions from purchased goods and services:
• Supplier data: we prioritize qualified emission data directly from our suppliers.
• EcoInvent emission factors: When supplier data isn’t available, we categorize components and apply emission factors from the EcoInvent database.
• Industry Averages: If neither is available, we use industry data from Figaro for categorization.
With emission data now available for nearly all Laerdal products and components, we can perform full life cycle assessments (LCAs), including bill of materials. This enables us to both evaluate current impacts and model future scenarios.
Our LCA model also supports sustainable material transitions. By analyzing existing components and comparing them with low-carbon alternatives, we can identify opportunities that align with our sustainability goals. For example, switching a single material grade to a biomass balanced alternative has shown measurable reductions in CO₂ emissions - demonstrating the model’s value in guiding more sustainable product decisions.
As part of our commitment to protect the environment, we are gradually shifting from a linear to a circular economy, where materials are reused and recycled instead of being wasted. We work towards increased circularity on multiple dimensions:
Raw materials
Reduce the use of virgin materials by maximizing recycled or low carbon footprint materials.
Manufacturing
Maximize energy and resource efficiency, and renewable energy in production.
Packaging
Optimize the design and size of the packaging, maximise recycled content.
Product design
Sustainable product design for improving product durability, reusability, upgradability and reparability.
Logistics
Optimize logistic routes and modes to reduce emissions.
Sales and user models
Delivering digitized and service-based solutions for more circular use models
Services
Enhancing services with more cloud-based support systems.
Recycling
Product and material recycling internally and externally. Reduce waste by take-back scheme.
Based on the work done on all manufacturing sites, we have seen a slow and steady decline in scope 1 and 2 emissions over the last three years, despite growth in overall manufacturing.
Scope 1
We experienced increased scope 1 emissions from 2019 to 2022 based on increased manufacturing and our use of natural gas. Since 2022, we have been able to reduce natural gas emission in both Monterrey and Stavanger. From 2022 to 2024, combined emissions dropped by over 35%, reflecting the effect on energy efficiency.
Scope 2
We are committed to reducing electricity consumption and increasing the use of green energy, like solar energy at our Gatesville and Monterrey manufacturing sites. From 2019 to 2024, total energy consumption for our operations has dropped by 25%.
From 2023 to 2024, the absolute reduction from power supply was an 11% decrease.
Scope 1 and 2 relate to direct emissions from sources owned or controlled by Laerdal. In addition, it relates to indirect emission like electricity and energy consumption in general.
To monitor development and to achieve our emission reduction goal the manufacturing sites are in particular a focus area for building a sustainable future.
Stavanger
We are updating our Stavanger headquarters, with plans to move into the new space by August 2026. Our strategy for this project focuses on sustainability, with a goal to reduce greenhouse gas emissions by 60-70% compared to a new build. Additionally, the design achieves 63% circularity, according to FutureBuilt’s index, largely due to our commitment to preserving the existing concrete structure and incorporating lightweight wood in the construction.
In April 2024, we also moved our Stavanger manufacturing to a more efficient facility just 20 minutes away. This change has allowed us to increase production capacity while reducing our footprint,
Suzhou
Energy consumption in Suzhou remained relatively flat from 2023 to fall 2024. In previous years, 30% of our energy consumption has been supplied by solar panels. This share will continue moving forward, and we will further enhance efforts by complementing the remaining energy needs with certified green energy.
Operating within an industrial park has posed limitations on our ability to expand our solar panel system. As a result, starting in fall 2024, Laerdal will begin sourcing certified green electricity from the local energy provider – ensuring that our operations continue to align with our sustainability goals despite infrastructure constraints.
with the space now measuring 8,000 m² instead of 9,500 m². With upgraded machinery and a shift from natural gas to green energy, we’ve made significant strides in lowering our Scope 1 emissions from Stavanger.
For our combined office and new manufacturing, we are pleased that despite the split location and moving process, we were still able to reduce the amount of residual waste produced across sites.
Residual waste Amount in tonne
2022 68628
2023 56778
2024 54906
In 2024, we embarked on the construction of a new 45,000 square foot warehouse in Gatesville, meticulously designed to comply with local, state, and federal building codes while championing energy efficiency. This facility boasts innovative features such as motion-activated LED lighting and fully electric, energy-efficient Heating, Ventilation & Air-Conditioning (HVAC) systems, ensuring a minimal environmental impact. Simultaneously, in Monterrey, we are progressing with our shift from gas-fueled gravity molding to electric-powered injection molding, a move that significantly reduces emissions and enhances efficiency wherever feasible.
At Laerdal, we are dedicated to developing and delivering products that contribute to helping save lives, always with a deep care for our customers and their needs.
%
less CO2-emissions in 2023–2024
Continued progress toward a more sustainable product lifecycle
To ensure the highest quality and durability, we conduct thorough research on every component, ensuring that sustainability is integrated at every stage – from design and delivery to use and end-of-life.
Our process is meticulous, and while this can mean that results come more slowly than we’d like, we’re encouraged by the progress we’ve made. From 2021 to 2023, we’ve seen meaningful improvements, and with a further 20% reduction in 2023–2024, we continue to move in the right direction.
Key reasons for the strong improvement from 2023 to 2024 has been the result of:
The impact of a growing portion of bio-based material Service and and digital solutions a growing part of the sales
With the Lifecycle Assessment (LCA) now fully implemented, we can predict both the cost and environmental impact of changes to existing products, as well as estimate emissions for new product developments.
This capability allows us to make more informed decisions – and we believe it will play a key role in accelerating sustainable innovation across our portfolio. In addition to the measures outlined above, the model below helps identify alternative strategies to accelerate emission reductions.
Our Life Cycle Assessment model allows for the analysis of existing materials and components and applies sustainable alternatives to evaluate business cases. This holistic approach enables us to identify opportunities for material transitions that align with our sustainability goal. By leveraging our LCA model, we can pinpoint areas where sustainable alternatives can be integrated into our production processes, thereby reducing our environmental impact.
As part of our sustainability strategy, we are introducing an International Sustainability & Carbon Certification (ISCC) Plus-certified, biomass-balanced polycarbonate to replace fossil-based materials across our product lines. According to our Lifecycle Assessment (LCA), this single material change is projected to reduce total emissions by 46,000 tonnes of CO₂e, with 35,000 tonnes of CO₂e attributed to the SimMan product family alone.
Reducing unnecessary material, designing for durability, reusability, and refurbishment, and enabling recycling at the end of life is critical for lowering our carbon footprint.
We are working to substitute virgin materials with low-carbon, recycled, and regrinded materials. Over the last years, we have explored sustainable textile and packaging solutions, and our newly introduced polyester felt material is derived from waste bottles, plastics and textiles.
These changes will gradually contribute to emission reductions as volume and usage grows. Whenever feasible, we opt for mono-material structures to enhance energy efficiency, reduce carbon footprint, and promote product circularity.
The current LCA covers the supply chain from cradle to gate – spanning everything from the inbound logistics of raw materials and components to the outbound logistics from Laerdal’s factories to distribution centers.
Looking ahead through and beyond 2025, we plan to expand the use of biomass-balanced materials across more products – a significant step forward in our efforts to cut carbon emissions and move closer to our 2030 sustainability targets.
The dematerialization of products through creating more digital solutions is an important factor in reducing our product-related emissions.
We aim to consolidate and reuse components across our portfolio to support a modularized approach. We will expand the lifespan of products, reduce waste, and streamline our manufacturing process. This allows for more effective use of resources, faster production times, and more efficient transportation, all of which contribute to reducing our overall carbon emissions.
Delivering more solutions in shared models and improving durability and circularity through increased services and maintenance is a focus. More digitized solutions are also enhancing durability, and functionality of physical products with additional digital functions.
The transformation from SimMom to MamaAnne started with the aim to develop a product that enhances safety during birth while maintaining high standards in design and functionality. This goal prompted significant modifications in both the product and its packaging.
The total carbon footprint of a full MamaAnne is 889.34 kg CO₂e, reduced 30% from our previous product SimMom (1269 kg CO₂e). The physical parts’ footprint decreases 33% from 1152 kg CO₂e to 770.50 kg CO₂e.
MamaAnne represents the culmination of the team’s efforts to integrate elegance with practicality. Every aspect of the product was carefully considered to maximize efficiency and minimize environmental impact. The design team employed cutting-edge technologies and materials to create MamaAnne, ensuring that it met the highest standards of performance and user satisfaction.
The transition from traditional packaging materials to cardboard represents a major milestone in our journey. Cardboard packaging is fully recyclable and its production is notably less energy-intensive compared to plastic or textile alternatives. This change highlights the team’s dedication to sustainable development and their commitment to positively impacting the environment.
At the Laerdal Suzhou factory in China, 100% of the soft Polyvinyl chloride (PVC) waste generated during production is regrinded and reused for various parts. After thorough testing, it was proven that these parts maintain the same performance and functionality. This process results in material savings of approximately 5.5 tonnes each year and reduces production waste to a minimal level.
Furthermore, all runner waste from production has been collected, reused, and remelted to mold components for the Mini product line. By implementing this approach, we can achieve an annual material savings of approximately 2 tonnes. Overall, this will result in a reduction in the carbon footprint of raw materials by 5,760 kg CO 2e.
We collect and regrind leftover plastic from production, giving it a second life in new products.
NeoNatalie (pictured) and Little Baby QCPR – made in part from repurposed manufacturing materials, helping reduce waste and support sustainable production.
Chest skins from Little Baby (top) and NeoNatalie (bottom) are made from re-grinded leftover plastic from production.
Optimizing our logistics network is a key component of our emission reduction strategy. By improving the efficiency of shipping goods between suppliers, factories, and our 27 global locations, we aim to minimize our environmental footprint while ensuring smooth and sustainable operations.
Since 2019, we have achieved a 19% reduction in carbon intensity from logistics. While progress was limited between 2019 and 2021 – largely due to global component shortages during the COVID-19 pandemic, which led to increased reliance on air freight – we’ve seen meaningful improvements from 2022 onward. This positive trend reflects the impact of targeted emission reduction initiatives now beginning to deliver measurable results.
The year 2024 brought significant challenges to freight operations, particularly due to the Red Sea crisis early in the year. This disruption led to an unstable market marked by congestion, delays, and limited capacity. Despite these external pressures, we have continued to reduce our emissions. From 2022 to 2024, we achieved a 39% reduction in relative emissions – a testament to the effectiveness of our ongoing sustainability efforts, even in the face of global supply chain volatility.
Laerdal is committed to working with freight partners that provide transparency and sustainable solutions. Several of our preferred freight partners have excellent EcoVadis ratings.
Our primary container freight partner, DSV, was honored with the Laerdal Supplier Sustainability Award 2024 in recognition of their strong commitment to sustainable logistics. DSV has collaborated closely with Laerdal on several impactful initiatives - including the introduction of electric trucks in Stavanger and the identification of alternative routes to reduce road freight. Their proactive approach to developing greener transport solutions has made them a key partner in advancing our sustainability goals.
Historically, specific products were manufactured at only one of our four factories, often resulting in excessive transport distances. In 2024, we began shipping raw and bulk materials directly from suppliers in the EMA region to our factory in China - bypassing Stavanger and eliminating over 1,000 km of transport per shipment. This change has reduced road transport by more than 150 tonnes of plastic materials annually. Our next step is to expand our network of local suppliers to further decrease transportation demand and emissions.
Today, the majority of our products are shipped by sea from manufacturing sites to regional distribution centers. This shift allows us to better align production with customer planning and make full use of our regional warehouse network, reducing the need for long-haul and high-emission transport.
We’ve made significant strides in reducing our reliance on air freight. In 2023, air freight accounted for just 1.3% of product transport, down from 8.2% in 2019. By 2024, we reached our goal of reducing air freight to below 1% –two years ahead of schedule. This achievement was made possible through better inventory management and extended lead times, enabling more sustainable transport planning.
To increase efficiency and reduce emissions, we aim for a 75% fill rate in all container shipments. This is achieved by optimizing the use of shipping boxes, pallets, and containers. Most shipments are now floor loaded directly to regional hubs, improving space utilization and reducing the total number of shipments needed.
In 2023, we introduced electric vehicles (EVs) for container transport at our Stavanger factory, eliminating diesel-related emissions. In 2024, we expanded EV use to include supplier pickups and began collaborating with partners to introduce electric trucks at additional sites. By 2027, we plan to transition to electric or biogas-powered trucks for last-mile deliveries to customers in three Norwegian cities, further supporting our path toward low-emission logistics.
“Optimizing logistics is not just about improving efficiency - it’s about aligning our entire supply chain with our sustainability goals. By working closely with our suppliers, customers, partners and embracing innovation, we’re paving the way for sustainable logistics that can support our mission while minimizing our environmental footprint.”
Björn Hensvold, Logistics Director
We recognize the importance of reducing travel-related emissions. Through targeted initiatives – while maintaining a customer-centric approach that values face-to-face meetings – we have successfully optimized and reduced travel in 2024.
%
reduction in travel related emissions compared to 2023
Thanks to strong leadership focus and commitment, travel was significantly decreased this year, contributing meaningfully to our sustainability goals.
Travel related emissions represented 21% of total emission in 2019, in 2023 it was down to 16%. In 2024 it was further reduced and today accounts for 11% of total emissions.
In relative numbers we see a significant reduction in emission from 2019, to 2020 and 2021. This due to extraordinarily low emission from travel due to the COVID pandemic. As the model shows, the reduction in 2024, indicates a 39% reduction compared to 2023 and 52% compared to 2019.
From 2024, we will report travel emissions using an activity-based approach, estimating emissions based on actual distances traveled. From 2019 to 2023, we used a spend-based methodology, which is less
precise. To put this into perspective, if 2024 emissions were calculated using the previous spendbased method, the reduction would have been estimated at only 15%. Moving forward, all travelrelated emissions will be measured exclusively using the more accurate distance-based method.
On our journey to reduce emissions from travel, we will continue to look for and explore opportunities. This will include more environmentally friendly and effective transportation means. We see that customer needs and interaction opportunities are changing and that tools for effective interactions are further developing.
We will keep looking for options and take advantage of those opportunities to the extent possible. While at the same time assure we remain customer needs focused in our approach.
Effective business travelling
What we have done
Next step activity
Executive leadership requires better documentation before travelling
Reduce number of people per trip
Combine activities at the location when travelling is needed
Virtual communication internally and externally
Invested in and further developed communication tools
Train employees to use the tool confidently for meetings beyone face-to-face
Create more and better meeting rooms for online meetings
Virtual training
Remote assisted installation
Developed rooms and trained employees to conduct effective virtual training sessions
Host webinars to develop interest in our solutions
Released first version of remote supported installation where we do not travel out to customers but support them virtually through installation
Based on assessed experiences consider and define next steps
Further development of tools for effective meetings
Further develop online learning programs
Automatic configuration and update
Our mission is helping save lives. This mission guides everything we do and is an integral part of our dedication to social responsibility. And through inclusive and ethical policies and practices, we work hard to ensure equity and respect for all.
8,000+
birthing simulators donated
For every MamaNatalie or MamaBirthie simulator purchased, Laerdal Medical donates one to a low-income country through the Buy One Gift One program. This initiative has provided over 8,000 simulators to strengthen maternal and newborn care where it’s needed most.
Our One Million Lives goal was set in 2020 with the UN Sustainable Development Goal 3, Good Health and Well-being, as the guiding star. Our focus is on the 30 million preventable deaths that occur every year from unexpected cardiac arrest, trauma, at birth, sepsis, and stroke, and on helping reduce preventable deaths in hospitals from medical errors.
Together with partners, we are developing and implementing programs that can have a sustainable and long-term impact. We do not just focus on the numbers of lives saved but
– just as important – the quality of those lives, equating to 50 million more quality life years saved every year by 2030.
By leveraging the programs described at one-million-lives.com , we believe this ambitious impact goal is possible to achieve. While it will require significant scale-up of training programs and may initially increase carbon emissions, we are dedicated to doing this in as sustainable a way as possible and remain committed to our 2050 goal of becoming carbon neutral.
Explore more at one-million-lives.com
200,000
football fans trained
At the UEFA European Football Championships 2024, Laerdal partnered with UEFA and the European Resuscitation Council (ERC) to bring CPR training to fans. Across 10 fan zones, 55,000 people took part in 5-minute CPR sessions using Laerdal’s interactive manikins and customized CPR competition —averaging an 87% performance score. With digital outreach, the campaign reached over 200,000 people.
Described by ERC and UEFA as a campaign that “redefined how CPR training can be made accessible, engaging, and relevant, setting a new standard for integrating public health into cultural events” (ref) UEFA now plans to expand the initiative to the Women’s EURO 2025 and local club communities.
We are devoted to upholding international human rights standards. Our commitment aligns with the Universal Declaration on Human Rights, alongside implementing the United Nations Guiding Principles (UNGP) on Business and Human Rights (UNGPs) and the OECD guidelines throughout Laerdal and our supply chain by 2030. National legislations are increasingly reflecting these standards, including the UK’s “Transparency Act” and Norway’s “Åpenhetsloven.”
To ensure compliance, we have developed a Corporate and Social Responsibility (CSR) policy coupled with other relevant internal policies, setting clear expectations for Laerdal and our suppliers.
Through various tools we identify and address adverse impacts on human rights, the environment, and anti-corruption in Laerdal and our suppliers. We engage with our suppliers on UNGP and OECD guidelines through EcoVadis. com to assess standards and risks within our supplier base.
To monitor our progress and drive continuous improvement in Human Rights, Labor Rights, Environment, and Anti-corruption, we have established a CSR Leadership Forum, including the CEO, in ensuring our commitments are met and sustained.
We believe diversity, equity, inclusion, and belonging create a collaborative and innovative environment, driving better decisions, a stronger culture, and improved outcomes for our partners and customers. Ultimately, it strengthens our mission of helping save lives.
Women now make up 44% of our total workforce, with 39% in leadership roles – a growing trend. In 2024, we reached a milestone of 40% female representation in our executive leadership team.
female representation in our Executive Leader team 40 %
We are committed to equal pay for equal roles. Our latest analysis shows that women earn 97% of men’s pay in equivalent positions, and we continue to take action to close this gap.
To further strengthen awareness and accountability, we have integrated active leadership expectations into our leadership principles and introduced dedicated workshops on fostering inclusion and driving change. Insights from our employee perspective survey – which ranks in the top quartile – help guide our ongoing improvements.
MamaAnne, our maternal and birthing simulator, has been thoughtfully designed with sustainability, durability, and inclusivity in mind. It’s built to support many years of training, backed by a strong service and support network that helps extend product life and reduce waste through maintenance and repair.
We’ve prioritized the use of more sustainable materials and localized production – much of it taking place in the U.S. – to help lower emissions and environmental impact.
Inclusivity is central to MamaAnne’s design. By reflecting diverse patient populations, it supports training that can help address implicit bias and promote more equitable care. With realistic, high-quality simulation, MamaAnne aims to give healthcare teams the tools they need to provide safe, respectful, and effective care for all mothers and newborns.
With offices in 27 countries and distributors in even more locations, we place a strong emphasis on ethics and anti-corruption, upholding clear standards across all our operations.
The Laerdal code of conduct provides guidance on:
Awareness and training
We prioritize a values-driven culture thorough onboarding that emphasizes our values and Code of Conduct for all employees. In 2024, comprehensive training will further reinforce our commitment to ethical conduct and integrity.
Whistleblower line
To enhance transparency, we maintain a whistle-blower line operated by independent consultants, PWC, ensuring anonymity and protection for those who raise concern. Read more here
Be missiondriven
Collaborate
Engage
Think long-term
Base decisions on what impact they have on our mission, vision, and goal.
Work together to deliver well-designed lifesaver solutions.
Be curious and a good listener with users, and each other.
Build trust, and secure a sustainable future.
Our values have always been built on a solid foundation laid by our founder, Åsmund S. Lærdal. While they have evolved slightly over the years, shaped by feedback from employees, leadership, and owners, the core essence has remained unchanged.
Whether you visit our locations or meet with our representatives, you’ll experience how deeply these values are embedded in our actions, decisions, priorities, and partnerships.
These values are the true guiding force behind all our activities, fostering open dialogue and ensuring alignment with shared principles.
We prioritize clear standards and open dialogue to uphold our mission and values. Regular surveys and feedback help us assess progress and identify areas for improvement. We also encourage employees to contribute to society, including through internal awards for sustainability ideas.
For employees to feel connected at all level, employee wellness is an important element and a key focus across our global locations. Our wellness program offers a wide range of activities, including social, cultural, and sports initiatives. Employees actively participate in wellness clubs and play a role in shaping the variety of opportunities and interests available to them.
In January 2025, we partnered with Ennova to conduct an employee survey, achieving a 91% response rate. Results placed us in the top quartile for engagement, satisfaction, loyalty, values, and reputation.
While we celebrate these strong results, we also focus on continuous improvement. Leaders are expected to take active ownership, supported by training and resources to enhance team development and impact.
91%
of employees took part in our annual employee perspective survey
At Laerdal, we’re committed to working closely with our suppliers and partners to ensure they share our vision for a more sustainable and responsible future. Together, we strive to reduce emissions and uphold strong social standards – because making a difference starts with the way we work, every step of the way.
With over 600 suppliers across different regions, we’re committed to ensuring they meet international sustainability standards and responsible business practices. To support this, we use EcoVadis, a trusted independent platform that assesses suppliers against key sustainability criteria. Since launching our platform in 2022, we’ve welcomed more and more suppliers into our network - working together to build a more ethical and sustainable supply chain.
Moving forwards, we aim to expand our Ecovadis network considerably both in our direct and indirect supply chain.
Our partners are at the heart of our success, which is why we take a long-term approach when selecting suppliers – focusing on building strong, lasting relationships. In fact, 64% of our top suppliers from 2014 are still with us today. These enduring partnerships allow us to work together toward our shared goals of reducing emissions and increasing circularity, making a real impact over time.
At Laerdal, we’re committed to lowering CO₂ emissions in Scope 3 as part of our sustainability goals. A key part of this effort is the materials we use in our products. To gain access to lowercarbon alternatives, we’ve chosen to certify our facilities under the ISCC PLUS standardstarting with our Stavanger manufacturing plant in 2025. We’ve already begun using bio-mass-balanced raw materials, making us one of the leaders in this field. This is just the beginning of our journey toward a more sustainable future.
Over the next years we plan to substitute a considerable volume of raw materials with more sustainable alternatives.
To ensure long-term and sustainable progress across multiple areas, we follow this framework:
Supplier CSR evaluations
CO2 emission data collection
Our focus areas
Supplier Corporate & Social Responsibility (CSR) evaluations
Since 2022, we have been recognizing outstanding suppliers in the areas of environmental protection and social responsibility. In 2024, the awards were presented to DSV for environmental protection and Kitron for social responsibility. DSV has demonstrated exceptional commitment to providing sustainable transport solutions tailored to our needs, while Kitron has impressed us with their remarkable social outreach initiatives. We are already looking forward to the awards in the coming years.
“We’re truly impressed by Laerdal’s commitment to sustainability - not just talking about it, but making it happen. Facilitating the first electric truck in Stavanger was a very proud moment for us, and it shows what’s possible when we work together toward shared goals.”
Espen Hansen, DSV
Sustainable Sourcing Policy
Sustainable Sourcing
Long term partnerships
Supplier sustainability awards
Sustainable raw materials
At Laerdal we believe clear commitment and defined policies will drive performance and create results. We believe in making them transparent internally and externally so that employees, customers, and other stakeholders can hold us to them.
Our solutions are used for lifesaving training and clinical care. We are committed to delivering solutions with high quality, and ensuring they come from a highly ethical, and sustainable value chain.
We encourage our employees, customers, and other stakeholders to challenge us on the policies so that we continuously evolve. We accept that we, as others, have blind-spots and need alternative perspectives to develop continuously. We have established a CSR forum with senior management, including CEO, to discuss where we are and the way forward.
At Laerdal, our commitment to Corporate Social Responsibility (CSR) is grounded in internationally recognized principles for sustainable development, covering human rights (including labor rights), the environment (including climate), and anti-corruption. These principles, outlined by the UN Global Compact, serve as the foundation for our policies and operations, guided by the UN Guiding Principles on Business and Human Rights (UNGPs) and the OECD Guidelines for Multinational Enterprises.
This is reflected in our active support of global initiatives like the UN Global Compact, the world’s largest sustainability initiative, where we adhere to its ten guiding principles on human rights, labor, environment, and anti-corruption. We are also proud to be part of Skift, a Norwegian business-led climate initiative focused on transitioning to a low-carbon economy, further demonstrating our dedication to creating positive change.
Through these commitments and partnerships, we continue to work toward a more sustainable and ethical future, both within our company and in the world around us.
Policy: Laerdal’s commitment to Corporate Social Responsibility
Laerdal has established a leadership forum, including the CEO, to assure we constantly assess performance and strive for improvements within Human rights, Labour rights, Environment and Anti-corruption. Laerdal’s leadership forum for Corporate Social Responsibility
We work across many diverse cultures where concepts for appropriate business conduct can vary widely. We believe ethical conduct and standards are about values and integrity as well as compliance and risk mitigation. We believe a proactive approach to ethical business conduct will increase trust and nurture relationships with key stakeholders. Our focus will be to comply with local and international anti-corruption laws, principles, standards, and codes and being transparent on interactions.
Policy: Policy commitment on Business ethics and anti-corruption
The Laerdal Code of Conduct formulates our minimum requirements of ethical behaviour for our leaders, employees, as well as consultants and contract workers who provide products or services to our organizations on a global basis. Policy: Laerdal Code of Conduct
We expect that our business partners work according to the same international standards as us. The expectation includes utilizing the same tools and methodology or documenting that any alternatives selected ensure compliance with the standards and can be used to adequately assess the impact of their activities, especially those that are directly linked to us. We will collaborate with our partners in this process of meeting the internationally agreed standards for responsible business conduct and assessing their impact.
Policy: Laerdal Medical Code of Conduct for Business Relationships
Transparency Act
We work actively to address risks related to human rights in our own operations and across our supply chain.
Policy Norwegian (signed): Transparency Act
Policy English (translation): Transparency Act
Whistle blower line
Employees and external stakeholders have the possibility and duty to report concerns on negative human rights impacts in a secure and confidential manner without risk for retaliation. Reporting will be through an external partner.
Laerdal Whistle-blower channel
Equal opportunities
We strive for diversity and inclusion at all levels of our organization and understand its impact on our mission to save lives. Laerdal believes all voices should be heard, regardless of gender, nationality, education, experience, age, personality, or other characteristic. We prioritize equality in key decision-making processes.
Policy: Laerdal on diversity and inclusion
Anti-slavery
In accordance with national laws and international principles on antislavery we take steps to assure we live according to these principles. We recognize that modern slavery including human trafficking, forced labour, bonded labour, child slavery, and hazardous child labour can occur in every industry and sector.
Policy: Anti-slavery
Sustainable sourcing policy
At Laerdal Medical, we are committed to making a positive impact—not only through our life-saving products but also in how we source the materials that go into them. Sustainable sourcing is at the core of our global operations, ensuring that we uphold ethical, environmental, and social responsibility standards throughout our supply chain. Policy ; Sustainable sourcing policy
As a global producer of training and medical products, we promote the traceability of these minerals and the transparency of the supply chain. We firmly believe that our customers should be fully informed about the products they purchase. Policy statement: Conflict Minerals Policy Statement
Environment
We work to be a sustainable business with environmental considerations included in everything we do. We audit our policies, measure, and report on our environmental performance. We work to control the use of resources and we consider CO₂e emission and waste to be our most material impacts on the environment across our value chain.
Policy: Commitment on Environment
DNSH Statement
Laerdal Medical is committed to adhering to the European Union’s Do No Significant Harm (DNSH) principle, ensuring that our operations and products do not cause significant harm to any of the six designated environmental objectives. Attached is our DNSH statement, which outlines our dedication to sustainability across our business practices.
Statement: DNSH Statement
“If we can create value to the society at large, and do our job well, satisfactory economic results will follow – and allow us to build a stronger company with time.”
Åsmund S. Lærdal Founder
