Årsredovisning 2024

Automatiskt nyckeltalsindex

Detta är sökträffar och textkontext, inte verifierade eller normaliserade redovisningsvärden.

Fulltext

Dokumentet är delat för att hålla varje sida lätt att hämta. Del 1 · Del 2 · Del 3 · Del 4

===== SIDA 1 =====

2024
Annual and  
Sustainability 
Report
Saving More Lives

===== SIDA 2 =====

Contents
Forward-Looking Statements
Except for historical information, matters discussed in the annual report are forward-looking statements and are based on management’s estimates,
assumptions and projections. Actual results could vary materially . Please review the “Risk Factors” and “Management’s Discussion and
Analysis of Financial Condition and Results of Operations” sections in the Company’s annual report on Form 10-K for the fiscal year ended December
31, 2024, and subsequent SEC filings, for factors that could affect the Company’s performance and cause results to differ materially from
management’s expectations. The information in this report reflected management’s estimates, assumptions and projections as of January 31,
2025. Autoliv has not made updates since then and makes no representation, express or implied, that the information is still current or complete.
The Company is under no obligation to update any part of this document.
This report includes content supplied by S&P Global. Copyright © Light Vehicle Production Forecast, January 2025. All rights reserved.
Cover: Huaihai Middle Road and North-South Elevated Road, Huangpu District, Shanghai, China.
Annual and Sustainability 
Report 2024
02

===== SIDA 3 =====

This is Autoliv
Year in Brief  ......................................................................................................................................... 04
CEO Message  ..................................................................................................................................... 06
Vision / Mission / Key Behaviors  .......................................................................................................... 08
2024 Financial Summary  ..................................................................................................................... 10
Financial and Sustainability Targets  .................................................................................................... 12
Strategy for Change
 
Our Strategic Framework  ..................................................................................................................... 16
Customer Focus  .................................................................................................................................. 18
Competitive Products and Solutions  ................................................................................................... 22
Efficient Value Delivery  ........................................................................................................................ 28
The Autoliv Way  ................................................................................................................................... 32
Sustainability
Sustainability Highlights  ..................................................................................................................... 36
A Driving Force in Sustainable Mobility  .............................................................................................. 38
Sustainability Materiality Assessment  ................................................................................................. 40
Sustainability Governance ................................................................................................................... 42
Road Safety  ......................................................................................................................................... 44
Climate and Circularity  ........................................................................................................................ 47
TCFD Disclosure  .................................................................................................................................52
A Safe and Inclusive Workplace  ........................................................................................................... 54
Responsible Business  ......................................................................................................................... 56
Sustainability Appendix  ....................................................................................................................... 62
Investing in Autoliv
Creating Shareholder Value ................................................................................................................. 68
Board and Management
Board of Directors ................................................................................................................................ 72
Executive Management Team .............................................................................................................. 73
Location and Capabilites ................................................................................................................................ 75
Contacts and Calendar  ................................................................................................................................... 76 
Multi- Year Financial Summary ........................................................................................................................ 77
03

===== SIDA 4 =====

THIS IS AUTOLIV
Year in Brief
*) Non-GAAP Performance Measures. See "Non-GAAP Performance Measures" section in the 10-K filed with the SEC.
$10.4b 
net sales
9.7% 
adj. operating margin*  
$1.1b 
operating cash flow
65,000 
associates worldwide
44% 
market share
30% 
renewable electricity use
15%
improvement in GHG  
emissions intensity
$771m 
shareholder returns
Key Figures 2024
The World’s
Automotive  
Safety Supplier
37 ,000
 lives and reduced around 600,000 injuries.
Our products saved approximately  
04

===== SIDA 5 =====

A
utoliv, Inc. (NYSE: ALV; Nasdaq Stockholm: 
ALIV.sdb) is the worldwide leader in automotive 
safety systems. At Autoliv, we challenge and 
redefine the standards of mobility safety to sus -
tainably deliver leading solutions. We develop, manufacture 
and market protective systems, such as airbags, seatbelts,   
and steering wheels, for all major vehicle manufacturers 
in the world. In 2024, our products saved approximately 
37,000 lives and reduced around 600,000 injuries. 
Autonomous driving, connected cars and electric vehicles 
are transforming the automotive industry. We are well-  
positioned to sustainably adapt to these new business 
opportunities. 
By leveraging our technological expertise and opera -
tional capabilities, we are also exploring new growth oppor -
tunities, such as safety for commercial vehicles and pyro 
safety switches.
ASIA
19%
CHINA
19%
EUROPE
28%AMERICAS
33%
Share of total sales
Due to rounding effects, the illustration does not sum up to 100%.
05

===== SIDA 6 =====

2024 was a year of market fluctuations and geo-
political uncertainties. We nevertheless remained 
focused and resilient, and performed well. Chang-
ing market dynamics together with advancements 
in electrification and automation are creating both 
new challenges and business opportunities, and 
we are well positioned to leverage these trends.
Market development
The automotive industry is undergoing major changes, and we are 
responding and adapting to this new normal. Light vehicle sales have 
decreased in several regions, inflation remained high, and although the 
volatility in Light Vehicle Production (LVP) improved, it remained above 
pre-pandemic level. We are successfully navigating these challenges 
and delivered a solid performance for the year with improvements to 
our margins, our profitability , and cash flow . Our positive long-term 
outlook for LVP remains as we consider the current macro-economic 
weakness and technological uncertainty to be temporary .
Financial performance and shareholder value creation
I am proud of the significant progress and achievements we have made. 
We anticipated the current challenges in the industry at an early stage 
and implemented proactive efficiency and cost-saving initiatives with a 
particular focus on Europe and the Americas. To support our growth we 
are investing in new facilities in China, Vietnam, and India. We are opti -
mizing our footprint in Europe. Furthermore, we are continuing to seek 
the best production locations to support our customers. As a result, our 
position remains strong. 
Despite a lower LVP, we managed to improve our adjusted operat -
ing margin* through effective cost control and price management, along 
with the successful execution of strategic initiatives. Once again, we 
outperformed global LVP. We consider it strategically important that we 
significantly strengthened our position with domestic Chinese OEMs in 
2024, and that our sales in India grew considerably . Our Indian opera -
tions now account for more than four percent of our global sales.
THIS IS AUTOLIV
CEO Message
 
“The automotive
industry is undergoing
major changes, and
we are responding  
and adapting to this 
new normal.”
Mikael Bratt
President and CEO
Well-Positioned  
in the Changing  
Automotive  
Industry
*) Non-GAAP Performance Measures. See "Non-GAAP Performance Measures"  
section in the 10-K filed with the SEC.
06

===== SIDA 7 =====

Over the years, Autoliv has shown its ability to generate solid 
cash flow and regularly deliver value to shareholders using both 
dividends and share repurchases. 2024 was no exception as we 
returned a total of $ 771 million to shareholders as we increased 
the dividend per share and repurchased 5.1 million shares. The 
share repurchase mandate has been extended by one year to the 
end of 2025.
Development in the Chinese market
Autoliv is the leading automotive safety supplier to both global and 
domestic OEMs in China, and our China division contributed 19% to 
Autoliv’s global sales in 2024.
Chinese light vehicle manufacturers have become increasingly 
important contributors to Autoliv’s sales. Our market share with the 
fast-growing domestic OEMs increased significantly as our sales 
grew by 24% to this group. We see further potential for higher sales 
from market share gains as well as increasing safety content per ve-
hicle. 
Over the past decade, we have invested significantly in China, pi-
oneering innovation in safety systems supporting real-life situations. 
We work with local universities, research institutes, and leading car 
manufacturers to advance automotive safety technologies. 
In June 2024, we partnered with XPENG AEROHT, one of Asia’s 
leading flying car innovators, to develop safety solutions for future 
mobility . Combining XPENG AEROHT’s technology with our safe-
ty expertise will allow us to play a key role in this emerging field. In 
December , we also signed a new strategic collaboration agreement 
with Jiangling Motors Co., Ltd (JMC), a renowned Chinese automo-
tive manufacturer . The partnership aims to leverage our respective 
strengths to advance innovation and facilitate global expansion.
Leading through innovation and quality
We maintain our leadership by consistently delivering on our cus -
tomer commitment and achieving performance improvements 
through innovation, quality , operational excellence, and effective 
project execution. 
In a highly competitive market, it is vital that we continually evalu-
ate market dynamics and develop products and solutions to meet 
evolving demands. We not only think about what our customers 
want today but also understand what our customers will need in the 
future. Accelerated innovation is essential and we seek to improve 
our development of new safety solutions for the market, including 
safety products adjusted to new seating positions and products for 
advanced driver-assistance systems.
Innovation requires diverse perspectives. Autoliv’s Research  
Advisory Board has supported the scientific basis for our product 
development for the past 40 years. The Research Advisory Board 
includes international experts in traffic safety , vehicle technology , 
and biomechanics, who contribute their ideas to advance Autoliv’s 
technological direction.
During the year , we made further progress within the area of Mo-
bility Safety Solutions regarding new safety systems for a broader 
range of commercial vehicles and pyro safety switches for electrical 
vehicles. 
The automotive industry , characterized by complex products 
and shorter development cycles, along with a higher number of 
recalls, places a strong emphasis on quality . We prioritize quality 
throughout the entire value chain, and we focus on optimizing the fi-
nal result rather than specific tasks. Our targets are zero critical qual-
ity issues and zero recalls. 
 
Progress on our climate efforts
Sustainability is a vital part of our vision of Saving More Lives and 
we strive to integrate it into our daily decision-making. Our sustain -
ability approach focuses on four areas, with specific targets. Our 
business directly contributes to the realization of several UN Sus -
tainable Development Goals (SDGs) and, as a UN Global Com -
pact signatory , we are committed to following its principles.
In the area of Climate and Circularity , we increased our renew -
able electricity usage during 2024. There has been a significant im -
provement in recent years, from 1% in 2021 to 30% in 2024.  
We continued to increase our use of low-carbon materials, 
which requires broad cross-functional collaboration from sales, 
product design and engineering to operations and sourcing. Nota -
ble examples include an increased share of recycled magnesium 
in our products and the introduction of airbags made from 100% 
recycled polyester . 
In 2024, we completed our third supplier climate survey , de -
signed to assess the climate efforts of our various suppliers. This 
data, along with climate-related requirements, support our work 
in the supplier evaluation and dialogue processes. In addition, we 
launched the supplier climate accelerator program allowing us 
to work closely with suppliers on reducing their greenhouse gas 
(GHG) emissions.
These steps are vital to Autoliv’s commitment to reach carbon 
neutrality in our own operations by 2030 and achieve net-zero 
GHG emissions across the supply chain by 2040.
Autoliv Safety Foundation
We founded the Autoliv Safety Foundation in 2024. The purpose 
of the foundation is to promote research and development in traffic 
safety and related areas to create a better and safer world. Addi -
tionally , the foundation aims to provide assistance in humanitarian 
disasters in regions where Autoliv operates. A project supporting 
road safety in Mexico was initiated at the end of the year .
Collaboration for Saving More Lives 
I believe that our success depends on strong collaboration within 
the organization and with customers and suppliers. Identifying cus -
tomer needs and finding growth opportunities are essential for pro -
viding value and ensuring business progress.
As a market leader , we are paving the way and aim to trans -
form the industry . Market leadership is achieved by being best-in-
class when it comes to delivering on our customer commitment. 
This requires setting ambitious targets and engaging in focused 
teamwork to find efficient ways of working and optimizing the entire  
value chain. Collaborating with committed colleagues worldwide 
assures me that we can transform the industry and realize our  
vision of Saving More Lives.
Mikael Bratt
President and CEO
07

===== SIDA 8 =====

Saving  
More Lives
Our Vision
THIS IS AUTOLIV
Vision / Mission / Key Behaviors
Every day , our products save lives. Every time they do, there is a 
person and a story behind it. Autoliv aims to save 100,000 lives 
annually , supporting our overall vision of Saving More Lives. By 
contributing to safer journeys, we can help more people to live life 
to the fullest, or as we say , More Lives Saved – More Life Lived.
08

===== SIDA 9 =====

Our Key  
Behaviors
As the industry market leader , what we  
do matters. Our desired Key Behaviors 
express the essence of how we work. 
They define how we strive to achieve  
success together with colleagues,  
customers and partners.
Take 
Ownership
Be Curious Add Value Collaborate
Make it 
Easy
Providing World Class  
Life-Saving Solutions  
for Mobility and Society
Our Mission
09

===== SIDA 10 =====

Autoliv achieved record operating income and 
operating cash flow , thanks to effective cost 
reductions and commercial recoveries, despite 
continued market headwinds from high infla-
tionary pressure and a volatile Light Vehicle 
Production (LVP).
2024 Financial 
Summary 
THIS IS AUTOLIV
2024 Financial Summary
Americas  
33%
27%
China 
21%
Japan 
8%
 
Americas 33%
China 19%
Europe 28%
Asia 19%
Sales by Division
In 2024, Autoliv’s sales performance varied  
across its divisions, with strong growth in  
Europe and Asia. 
Due to rounding effects, the illustration does not sum up to 100%.
10

===== SIDA 11 =====

Return on Equity  
%
0
5
10
15
20
25
30
2423222120
Operating Cash Flow 
& Cash Conversion*  
US$ (Millions) and in %
500
600
700
800
900
1,000
1,100
2423222120
0
50
100
150
200
250
300
Operating Cash Flow
Cash Conversion*
Return on Capital  
Employed 
%
0
5
10
15
20
25
2423222120
Leverage Ratio
Net Debt/ EBITDA
0,0
0,5
1,0
1,5
2,0
2,5
3,0
2423222120
Long-Term Target: 1.0x
0.5-1.5x
Long-Term  
Range
Adjusted Operating  
Profit & Margin*
US$ (Millions) and in relation to sales %
0
200
400
600
800
1,000
1,200
2423222120
0
2
4
6
8
10
12
Adjusted Operating Income*
Adjusted Operating Margin*
Sales and Global LVP
US$ (Millions) and Units (Millions)
0
2,000
4,000
6,000
8,000
10,000
2423222120
15
35
55
75
95
Sales
LVP
Organic Growth*  
vs. LVP Change
Percentage Points
0
2
4
6
8
2423222120
Outperformance Gross Profit
Gross Margin
Gross Profit & Gross Margin
US$ (Millions) and in relation to sales %   
 
0
500
1,000
1,500
2,000
2423222120
10
12
14
16
18
20
*) Non-GAAP Performance Measures. See "Non-GAAP Performance Measures" section in the 10-K filed with the SEC.
11

===== SIDA 12 =====

100,000
lives saved per year  
Ambition
THIS IS AUTOLIV
Financial and Sustainability Targets
Leveraging Industry 
Trends for Growth  
and Profitability
Guided by our vision of Saving More Lives and 
our mission to provide world-class, life-saving 
solutions for mobility and society , we have set 
short- and long-term targets in key areas. 
Financial targets 
Our ability to consistently outperform light vehicle production 
and leverage our growth into higher profitability is rooted in our 
continuous investment in new safety technologies, a strong fo-
cus on quality , and a superior and cost-effective production and 
engineering footprint. 
Sustainability targets  
Sustainability is an integral part of our business strategy and an 
important driver for market differentiation and stakeholder value 
creation, helping to ensure that our business will continue to thrive 
and contribute to sustainable development in the long term.
12

===== SIDA 13 =====

*) Non-GAAP Performance Measures. See "Non-GAAP Performance Measures" section in the 10-K filed with the SEC.
Sustainability Key Targets  
and Ambitions
100,000
Lives saved per year 
A Safe and  
Inclusive  
Workplace
Climate and 
Circularity
Responsible  
Business
0.30 
Recordable 
Incident Rate  
by 2025
 
Carbon  
neutrality 
in own operations  
by 2030 
100% 
in target group 
completed 
Antitrust training 
1  
reported unsafe act 
or condition per 
employee per year
Net-zero  
emissions 
across our supply  
chain by 2040  
100% 
in target group Code  
of Conduct certified 
 
Year-over-year  
improvement in   
employee  
experience
Year-over-year  
improvement in   
energy  
intensity 
100% 
direct material suppliers 
sustainability audited
22%
women in senior  
management  
by 2025
Year-over-year   
improvement in  
waste 
intensity
100% 
direct material  
suppliers respond to 
conflict minerals survey
Saving  
More  
Lives
Target
Long-  
Term   
Ambition
Financial Key Targets  
and Ambition
~13%
Adjusted operating margin*
4-6%
Average annual organic growth*
~12%
Adjusted operating margin*  
13

===== SIDA 14 =====

The Autoliv Strategy
Strategy  
for Change
14

===== SIDA 15 =====

15

===== SIDA 16 =====

STRATEGY FOR CHANGE
Our Strategic Framework
Our Strategic  
Framework
 
Autoliv's Strategic Framework  
consists of four elements that  
directly support our financial and  
sustainability objectives and 
targets. Our focus areas require 
everyone's commitment in order 
to realize our strategy and meet 
our objectives and targets:
Customer Focus
• We create value for the customer by creating a  
fit between the customer need and our offering
 
Competitive Products and Solutions
• Develop competitive products and solutions to  
meet the identified customer needs
• Create efficient processes and actively manage  
our portfolio to deliver on our profitability target s 
Efficient Value Delivery
• We align our value chain to ensure value is  
delivered to our customers at the right time, in  
the right place, at the right cost and with the  
right capital intensity  
The Autoliv Way
• The Autoliv Way gives us a common view of what  
great looks like at Autoliv and how we get there
16

===== SIDA 17 =====

The  
Autoliv  
Way
17

===== SIDA 18 =====

Our strategy , business priorities and targets are deeply rooted in 
the growing global demand for traffic safety . 1.2 million lives are 
lost annually on the roads according to the World Health Organi-
zation. Vulnerable road users – pedestrians, cyclists, and motor-
cyclists – make up about half of these fatalities. 
Road traffic accidents are a major cause of death among all 
age groups and the leading cause of death among children and 
young adults between the ages of 5 and 29. In addition, tens of 
millions suffer non-fatal traffic-related injuries, causing not only 
human suffering, but also estimated costs of 1-3% of global GDP. 
This underlines the importance of our commitment to save more 
lives and reduce the number of injuries on our roads. 
Market development 
The automotive safety market is driven by two fundamental fac-
tors: Light Vehicle Production (LVP) and safety content per vehi-
cle (CPV). In the long term, new technologies such as autono-
mous driving and drivetrain electrification are expected to have 
positive effects on the safety CPV . 
With advanced protective systems for new flexible seating 
positions, safety integration in seats, human-machine inter-
face in steering wheels, and protection systems outside the 
vehicle for vulnerable road users, there is an increasing need 
for innovations in safety systems. In the medium term, CPV is  
expected to grow mainly due to increased government regula-
tions and test rating requirements in growth markets, but also as a 
result of higher installation rates of knee and center airbags, more 
advanced steering wheels and seatbelt systems in more mature 
markets.
Market position
Our long-term focus on customer commitment, through quality , 
delivery and cost in everything we do, is the foundation for our 
long-term success. We have been involved in less than 2% of re-
calls of airbags and seatbelts in the last 10 years, an important 
indicator that quality is always at the core of what we do. 
Since 2018, our market share has increased by 5 percentage 
points to 44%, excluding sales of inflators and other components. 
Our market position is strong in all product categories, with 44% 
in airbags and steering wheels and 45% in seatbelts. All of our 
largest regions have increased their market shares since 2018, to 
47% in Americas, 52% in Europe, 33% in China and 45% in Asia 
excluding China. 
We consider our key competitors to be ZF Lifetec, a subsidiary 
of ZF Friedrichshafen AG, and Joyson Safety Systems, a subsi-
diary of Ningbo Joyson Electronic Corp. In Japan, Brazil, South 
Korea and China, we also compete with a number of domestic 
suppliers, often with close ties to domestic vehicle manufactu-
rers. 
Global Light Vehicle Production 
LVP has increased at an average annual growth rate of 1.8% since 
1997 . However , global LVP has declined from a peak of 92 million 
in 2017 , to 87 million in 2024. We expect that LVP will continue to 
grow both in the medium and in the long term. Most of the growth 
is expected to come from markets in Asia and South America.
Safety Content Per Vehicle
A global development towards increased safety standards with 
stricter regulations and increasingly stringent rating frameworks 
is a strong driver of safety content in vehicles. Other drivers are 
the premium vehicle trend and the increasing focus on safety in 
medium- and low-income markets. By continuously researching, 
developing and introducing new technologies with higher value-
added features, Autoliv can influence safety content per vehicle. 
In 2024, the global average CPV remained approximately 
$260, as CPV growth in most markets was offset by a significant 
negative mix effect due to strong LVP growth in low CPV markets 
and segments. This is considered a temporary effect, and we ex -
pect the automotive safety market to continue growing at an annu-
al rate of 1-2%. In recent years, India has introduced regulations  
leading to mandatory frontal airbags for all new models, and most 
vehicle manufacturers have also decided to make side airbag 
systems standard on future vehicles.
Strengthening 
Our Position in a 
Changing Market
STRATEGY FOR CHANGE
Customer Focus
18

===== SIDA 19 =====

Content per Vehicle 1)
US$ per vehicle
0
50
100
150
200
250
300
350
400
450
IndiaSAChinaEEUJapanWEUNA
Average 2024: ~$260
2024
1) Company estimates. Includes seatbelts, airbags, steering 
wheels and pedestrian safety, excluding sales of components 
such as inflators.
Market Share by  
Product Area 1)
Autoliv global market share
44%
Global Industry  
Leader 1)
44% 45%
Airbags and Steering Wheels Seatbelts
2015
19

===== SIDA 20 =====

Building on a long history of collaboration with vehicle manu-
facturers (OEMs), Autoliv has one of the industry’s most diver-
se customer bases reflecting a strong position with mass market 
brands, premium brands, and new entrants to the automotive 
industry . Technology-driven trends are disrupting the automoti-
ve industry , driving collaboration to address the challenges and 
opportunities that the industry is facing, notably connectivity , 
automation, emissions and safety . In the last two years, Autoliv 
has announced partnerships with five leading Chinese OEMs to 
address opportunities and challenges in the rapidly evolving glo-
bal automotive landscape.
Autoliv currently delivers products and solutions to about 
100 vehicle brands around the world and holds a leading market po-
sition with most major OEMs. During 2024, we launched a record 
number of products on a number of important new vehicle mo-
dels, especially in China, supporting our future growth. 
Sales by customer
In 2024, our top five customers represented 44% of sales and the 
ten largest represented 71% of sales. This reflects the concen-
tration in the automotive industry . The five largest customers in 
2024 accounted for 41% of global Light Vehicle Production (LVP) 
and the ten largest for 59%. The top ten customer list includes 
four Asian vehicle manufacturers. Asian vehicle producers have 
steadily become increasingly important, built on our strong lo-
cal presence and our global manufacturing footprint. As a group, 
Asian OEMs now represent around 47% of our global sales, 
whereof Chinese OEMs accounted for 7 percentage points. Glob-
ally , European-based brands accounted for 30% of our sales in 
2024. U.S.-based brands (including Chrysler and new EV OEMs) 
accounted for 21%.The fastest growing customer in 2024 was 
Geely followed by Mercedes and Renault.
Sales by region
With operations in 25 countries and one of the broadest customer 
bases of any automotive supplier , Autoliv has the best global foot-
print in the industry . In 2024, the total Asian market, accounted for 
39% of Autoliv’s sales. The second largest market was Americas, 
representing 33% of sales. The European market accounted for 
28% of sales in 2024, which is roughly 10 percentage points less 
than a decade ago, reflecting a weak LVP as well as our strong 
market share gains in Asia and Americas over the past few years.
~100 Brands
Autoliv delivers products to  
STRATEGY FOR CHANGE
Customer Focus
Strong and  
Diversified 
Customer Base
20

===== SIDA 21 =====

Sales by Product Sales by DivisionSales by Customer
Important 
Launches 
in 2024
 
Onvo L60
Nissan KicksSubaru Forester
Toyota 4Runner Nissan Patrol/Armada
 
Zeekr 7X
 
Mercedes G-Class
 
LEVC L380
 
Lynk&Co Z10Tank 700
 
Tata Curvv
SeatbeltsAirbags
32%
68%
BMW 4%
Hyundai 8%
 
VW 9% 
Toyota 9%
Stellantis 9% 
Honda 9% 
Ford 7% GM 6%
Nissan 5%
Suzuki 2%
EV Maker 4%
Mercedes 5%
Volvo 2%
Renault 4%
Others 13%
Subaru 2%
Geely 2%
Americas  
33%
27%
China 
21%
Japan 
8%
 
Americas  
33%
Europe  
28%
China 
19%Asia 
19%
Due to rounding effects, the illustration  does  
not sum up to 100%.
21

===== SIDA 22 =====

STRATEGY FOR CHANGE
Competitive Products and Solutions
PYRO SAFETY SWITCH
Prevents fire and  
electrocution
Pyro safety switches can disconnect 
or cut power during/after an accident.
4
ACTIVE HOOD LIFTER 
Reduces pedestrian head injuries
Active hood lifters help to mitigate the impact of a  
pedestrian's head against the structure beneath the 
hood, meaning the engine, suspension, etc.
3
5
DRIVER AND PASSENGER AIRBAG
Saves lives and reduces injuries
The driver airbag reduces fatalities in frontal crashes 
by approximately 25% (for belted drivers) and  
reduces serious head injuries by over 60%. 
1
PEDESTRIAN AIRBAG
Protects pedestrians
The pedestrian airbag aims to mitigate and 
reduce the severity of a head impact in case 
of a pedestrian-vehicle accident.
2
12
CENTER AIRBAG 
Enhances row  
protection
The center airbag can prevent
row passengers from colliding with 
each other during side impacts.
 
11
INTEGRATED CHILD BOOSTER SEAT 
Provides protection  
and comfort
The integrated booster seat is specially  
designed to provide safety for children,  
together with the car's seatbelt.
KNEE AIRBAG 
Reduces leg injuries
Knee airbags, which deploy from a vehicle’s lower dashboard, 
distribute the impact forces on an occupant's legs, thereby 
reducing leg and knee injuries. Additionally , they are designed to 
control the movement of the occupant so that the driver and pas -
senger airbags can provide optimal protection.
Based on our extensive research into  
real-life accidents, we develop and  
engineer automotive safety solutions 
to save more lives and prevent  
injuries on the roads. 
Products  
and Solutions –  
Autoliv Inside
22

===== SIDA 23 =====

MOBILITY SAFETY SOLUTIONS  
Safety Systems  
for Commercial  
Vehicles
Accidents where commercial vehicles are  
involved often result in severe outcomes  
due to their weight and size. Autoliv designs 
and sells specific safety solutions, including 
airbags, seatbelts, steering wheels, and pyro 
safety switches, for commercial vehicles  
such as trucks, buses, and more.
SIDE AIRBAG 
Protects in side  
collisions
Side airbags reduce the 
risk of chest injuries by 
approximately 25%. 
With dual-chamber side 
airbags, both the pelvis 
and the chest areas are 
protected which further 
reduces the risk of 
serious injuries in side-
impact crashes.
SEATBELT
Top life-saving  
device
Seatbelts are considered  
the primary restraint system, 
because of their vital role in  
occupant safety , and can  
reduce fatalities by as much  
as 45%.
9
SIDE-CURTAIN AIRBAG
Reduces head  
injuries
Reduces the risk of life 
threatening head injuries  
by approximately 50%.
10
STEERING WHEEL 
With the lives 
of others in 
your hands
The steering wheel 
is a vital part of the 
safety system and 
controls many of the 
vehicle’s functions. 
6
BELT IN SEAT 
Ensuring the 
effectiveness 
of the belt
Integrating the seatbelt 
in the seat supports 
improved safety in 
reclined seating posi -
tions, a feature used in 
self-driving vehicles, 
and ensuring the belt 
remains properly posi -
tioned and effective.
7 8
23

===== SIDA 24 =====

Delivering on our vision of Saving More Lives 
and maintaining competitiveness requires  
innovative strategies and solutions. As societal 
trends and technological advancements trans-
form the mobility landscape, we are dedicated 
to advancing the industry through innovation.
The rapid advancement of new technologies and shifting demo-
graphics will shape the future of our industry . Global megatrends 
such as automation, electrification, and connectivity are trans-
forming the future transport system. Our understanding of these 
trends, paired with our approach to real-life safety , enables us to 
innovate and stay competitive. 
We challenge and redefine the standards of mobility safety 
to sustainably deliver leading solutions. Our research and inno-
vation capabilities are well-equipped to deal with electrified and 
automated cars and to create specially designed safety prod-
ucts to protect vulnerable road users.
A focus for our research teams is creating innovative occu-
pant safety solutions for new interior layouts, which may arise 
as driver assistance systems advance towards automated 
driving.
Our approach to Saving More Lives in real-life situations
The Autoliv Circle of Life is our structured approach as we go be-
yond standardized test scenarios to save more lives in real-life 
situations. An important step in this approach is to conduct traf -
fic safety research to verify or develop new test methods and vir-
tual tools. By using these methods and tools we can efficiently 
evaluate the reduction in injury risks from new innovations. This 
research-based approach has enabled Autoliv to be a leader in 
automotive safety technology . 
Occupant protection in future cars
Autonomous driving will accommodate more relaxed seating 
positions and flexible interior layouts in future cars. This could 
lead to a different balance of seatbelt to airbag restraint and 
shoulder to lap belt forces. 
At the University of Virginia, researchers observed iliac wing  
fractures due to high lap belt forces during tests. Reducing 
these forces is possible with load limiting, a concept wide-
ly used for shoulder belts in standard seating positions. We  
utilized the research in virtual simulations with Human Body 
Models, to show that applying lap belt load-limiting on both 
anchor and buckle attachment points reduces pelvis forces.  
Testing prototypes of an advanced 3-point seatbelt with double 
lap belt pretensioning and load limiting showed it is technically 
feasible and can reduce injury risks. 
Innovation  
as an Enabler  
to Save More  
Lives 
STRATEGY FOR CHANGE
Competitive Products and Solutions
24

===== SIDA 25 =====

Based on our research we have developed a buckle-load limiter 
that offers a compact design that enhances efficiency and sim-
plifies implementation, while enabling our customers to achieve 
better safety system performance. This new product limits the 
load to the pelvis where necessary , for example in some reclined 
seating positions, contributing to reducing pelvis and thoracic 
injuries. 
Driver monitoring cameras integrated into steering wheels  
Another vehicle-interior innovation is a camera-based driver 
monitoring system integrated into the steering wheel. Position-
ing the monitoring system centrally enhances the detection of 
driver engagement and drowsiness, making distraction detec-
tion more efficient compared to placing the camera in other loca-
tions within the car . 
The integrated monitoring system can also detect seatbelt 
misuse and classify drivers, enabling personalized protection 
when paired with Autoliv’s expertise in restraint design.
 
Developing safety for mobility and society    
A major focus area for us is new safety solutions driven by the 
evolution of mobility and society . To expand into new markets, 
Autoliv’s Mobility Safety Solutions leverage our technologi-
cal know-how , operational capabilities, and global footprint. In 
2024, we enhanced our commercial vehicle product offerings 
Real  
Life 
Safety
Crash  
Statistics on  
a Macro Level
Start of  
Production
In-Depth  
Studies of  
Crashes and  
Incidents
Biomechanics  
and Human  
Factors Finding  
the Best 
Technology  
for Safety 
Needs
Developing 
New Test 
Methods
Validation of
New Safety 
Systems for  
Real-Life  
Traffic
The Autoliv 
Circle of Life for 
Traffic Safety
25

===== SIDA 26 =====

and expanded our electrical safety solutions with pyro safety 
switches and pyro technology for high- and medium-voltage ap-
plications. Additionally , we supplied components to customers 
in both the automotive industry and other sectors.
Motorcycle and bike riders have not experienced the same 
level of safety advancements as car occupants. Autoliv’s ex -
tensive research into motorcycle and bike riding behavior and 
crashes has led to the development of two sets of cost-effective 
airbag systems: on-vehicle motorcycle safety solutions and on-
rider safety solutions. 
The triple helix model of innovation at Autoliv    
In an ever-evolving world, we encounter numerous challenges 
that are beyond our capacity to resolve ourselves. At Autoliv , col-
laboration is a key determinant of success. We frequently operate  
according to the triple helix model of innovation, which refers 
to the cooperative relationship among academia, industry , and 
government, aiming to drive economic and social development.
Working together across various sectors can align private 
sector innovation with societal objectives, directing technologi-
cal progress towards areas that provide the greatest benefit to 
society . We strategically choose our partners to develop our in-
novation capabilities, stay ahead of the competition, speed up 
our time to market, and become more efficient in R&D. 
We collaborate with top universities, institutes, and start-ups 
globally in our core competence areas and beyond. By actively 
participating in research platforms and international projects, 
as well as partnering with regulators and policymakers, Autoliv  
supports and accelerates evidence-based safety enhance-
ments for all road users.
Collaboration
Industry partners
Academia
Policy makers
Saving  
More Lives
Ambition to save 
100,000 lives  
annually
Growth
Outgrowing  
the market
New products  
and services
New businesses
Innovative Capabilities
 Future Advantages
Operational Capabilities
Efficiency , Quality and  
Standardization
Differentiating Capabilities 
Competitive Advantages
The Bernoulli AirbagTM   
PACE Pilot  
Award Finalist
Autoliv’s revolutionary technology found within The Bernoulli  
Airbag TM Module was recognized in 2024 by Automotive News. 
From many cutting-edge technologies, The Bernoulli Airbag TM 
Module was named a PACE Pilot Finalist for 2025. The PACE Pilot 
Award recognizes advancements under development, with new 
materials, fresh ideas, creative processes and bold execution. 
STRATEGY FOR CHANGE
Competitive Products and Solutions
26

===== SIDA 27 =====

Our Real-Life  
Approach  
to Innovation 
Foldable steering wheel  
for self-driving vehicles
 Center airbag for rear seat  
passengers 
Door mounted inflatable curtain 
airbag for first and second row  
protection 
Advanced airbags for self-driving  
vehicles with foldable steering 
wheels
Steering wheels for commercial 
vehicles with hands-on-detection 
and heating
Lower cost and lower-carbon 
footprint airbags based on  
recycled materials
27

===== SIDA 28 =====

Operational Excellence
Throughout the
Product Lifecycle
We align our value chain to ensure value is delivered to 
our customers at the right time, in the right location, with 
the right quality , at the right cost and with the right capital 
intensity .
STRATEGY FOR CHANGE
Efficient Value Delivery
28

===== SIDA 29 =====

Develop product strategy , plan, and roadmap 
Our product development begins well before we receive custom-
er inquiries. We engage in safety research, innovation, and the 
development of generic technologies to ensure we are prepared 
with the right products and solutions when the market needs them. 
Upon securing a business opportunity , we tailor our solutions to 
fit the customer’s specific system and source the appropriate  
suppliers.  
Autoliv leads the automotive safety industry by consistently 
advancing through innovation, quality , operational excellence, 
and effective project execution. We maintain our top position by 
delivering exceptional value to our customers and continuously 
enhancing performance.
Our strategic product planning process strengthens cross-
functional collaboration and plays a central role in understand-
ing what our customers want and what the market needs.
Innovate and develop products and solutions
With strategic product planning in place based on our real-life 
safety approach and market insights, the product development 
process now begins. As the market evolves, we constantly chal-
lenge ourselves and reinvent the way we develop products and 
solutions.
Our end-to-end product development process is about ma-
turing the technology and ultimately ensuring that the product 
or solution is robust enough to be produced at scale and imple-
mented flawlessly into the customer system.
Sell on product plan
Commercial excellence is part of our product lifecycle, where 
value creation and customer focus are at the core. We aim to ex -
ceed our customers’ expectations throughout the entire lifecycle 
to achieve long-term profitable growth as their preferred partner . 
Commercial excellence covers the entire product lifecycle and 
requires coordination and support from divisions, functions, and 
product lines.
Managing and executing customer projects
Once we reach the stage of the product lifecycle of having secured 
new business, the next step is to carry out a customer application 
project to ensure our solutions fit into the specific customer sys-
tem. We committ to a date when serial production will start, and 
we also committed to a price. In this phase, time, cost, and quality 
are of the essence to ensure a flawless launch and delivery .
Produce, maintain, and improve
Once we have taken our product through planning, sales, and de-
velopment, it is finally time to start serial production. The Autoliv 
Production System (APS) provides a framework for managing 
our global production operations, ensuring efficiency and growth. 
It is fundamental to every single part of our company – particularly 
when it comes to manufacturing.
Autoliv has a strong history of implementing improvements  
under the APS framework, guiding us to operational excellence 
by focusing on learning, standardization, and continuous im-
provement.
29

===== SIDA 30 =====

Every year , we compete in several hundred ten-
ders for new business. To remain the preferred 
partner for our customers, we work diligently 
with quality , reliability , technology , and flexibility . 
This is, and has been, instrumental in building 
our business and brand over the last 70 years. 
The trust our customers have in Autoliv is further supported by 
incorporating sustainability into everything we do. We are uniqu-
ely positioned to benefit from the industry transformation. 
Our ability to consistently outperform market growth is rooted 
in a strong focus on innovation, quality , and a superior production 
system serving around 100 car brands globally . To ensure that we 
maintain and strengthen our position as the industry leader , we 
have developed a number of strategies.
Innovation
Our ability to consistently outperform market growth is depend-
ent on our ability to provide new safety technologies. We have 
accelerated our innovation agenda, focusing on key industry 
technology and product trends. A major focus area is new pas-
sive safety solutions driven by the evolution of new interiors for 
electrical and self-driving vehicles.
Quality leadership (Q5)
Continued focus on quality is imperative for remaining the pre-
ferred partner for our customers. Accordingly , we are committed 
to delivering the highest quality , safety and performance in our 
products and services, in alignment with our vision of Saving 
More Lives. 
We continue to invest in our quality culture and Zero Defect 
mindset. We are adapting our processes to incorporate quality 
earlier in the design process and cooperate more closely with 
suppliers to further improve our Zero Defect performance by app-
lying our Q5 methodology – quality in all dimensions.
Modularization  
Modulization ensures our competitiveness by eliminating the 
need to redevelop the product for each customer request while 
minimizing complexity and optimizing our resources. 
How to  
Preserve  
Value to Our  
Customers
STRATEGY FOR CHANGE
Efficient Value Delivery
30

===== SIDA 31 =====

It involves designing and organizing a product or service into 
parts that can be combined into a final solution. Very much like 
building blocks. Each part of the product is divided into different 
functions, and each function is divided into different executions. 
This enables us to achieve economies of scale while supplying 
the highest possible value to our customers.
Autoliv Production System (APS)
APS is how we stay competitive and grow towards excellence in 
our daily work. It contributes to every single part of Autoliv and it 
is particularly central to manufacturing. APS is the backbone of 
how we drive operations across our production network.
Combined with digitalization of manufacturing and automa-
tion of processes, we are continuously progressing our operatio-
nal excellence journey .
Sustainability
The automotive industry is undergoing a major transformation, 
as sustainability becomes an important aspect for car buyers 
as well as some governments and regulators. Our sustainability 
approach of Saving More Lives, safe and inclusive workplace,  
climate and circularity and responsible business is aligned with 
and supports our customers’ broader sustainability agenda.
Brand strength
We are committed to further strengthening the visibility and rec-
ognition of the Autoliv brand. In a fast-changing world, company 
reputation and public responsibility are increasingly important to 
all stakeholders and can have a direct influence and impact on 
commercial potential. 
A strong Autoliv brand is equally important as we develop our 
new adjacent business areas. Based on our proven market suc-
cess, we are taking further steps to increase our visibility beyond 
our current customer strongholds.
31

===== SIDA 32 =====

At Autoliv , teamwork and strong leadership are fundamental 
to meet customer needs and overcome business challenges, 
today and in the future. Our workflows are oriented to support 
experience sharing and openness among colleagues. 
STRATEGY FOR CHANGE
The Autoliv Way
Commitment to  
Collaboration and 
Leadership Excellence 
32

===== SIDA 33 =====

A holistic perspective as well as considering and respecting all 
parts of the value chain are key to unlocking our potential as an 
organization. This means we always work with the end deliver-
able in mind, to ensure that the final result is optimized, not a 
specific task along the way .
By caring about the employee experience, creating an open 
and inclusive workplace, and prioritizing employee develop-
ment and growth, we stand the best chance to unlock the inher-
ent potential of our people. 
We believe that leadership applies to everyone in the com-
pany . This starts with taking responsibility for one’s growth and 
developing the skills needed to meet future challenges. Leader-
ship involves purposeful actions, authentic motivation, and gen-
uine care. Our approximately 65,000 colleagues in operations 
across 25 countries give us opportunities to leverage synergies, 
best practices, and scale.
Our leaders are guided by our shared responsibilities: ena-
bling success, shaping the future, fulfilling our potential, and  
developing a sustainable business. 
Enabling success is about making it easy for our teams and 
team members to be successful and creating the conditions for 
efficient execution. It includes how leaders support the work of 
their teams, ensuring that proper resources, systems, organiza-
tion, communication, empowerment, and accountability are in 
place.
Shaping the future is about creating the new , managing 
change and transformation, prioritizing and aligning initiatives, 
innovating, responding to the external environment, and relay-
ing an inspiring vision for the future. 
Fulfilling our potential is about the growth and development 
of our team members, and how we collaborate, provide recog-
nition, and ensure an appropriate work-life balance. This area 
captures the essence of developing people through work with an 
emphasis on helping all team members fulfill their potential and 
become the best versions of themselves. 
Developing a sustainable business is about acting with in-
tegrity , ensuring physical and psychological safety and well-
being, creating a diverse organization, and focusing on quality . 
Delivering on these responsibilities helps create an inclusive 
workplace where everyone belongs and contributes their best. 
It also strengthens employees’ health and well-being, engage-
ment, and ability to innovate. 
33

===== SIDA 34 =====

Sustainability
Sustainability
Report
34

===== SIDA 35 =====

Sustainability
Report
35

===== SIDA 36 =====

SUSTAINABILITY
Highlights
Sustainability  
Highlights
430
358
2022
2023
2024
306
306 kton
GHG emissions from own  
operations (Scope 1+2)
36

===== SIDA 37 =====

Sustainability is an integral part of our business strategy and 
an important driver for market differentiation and stakeholder 
value creation. In 2024, we made significant progress on a 
number of our key metrics and related targets related to our 
sustainability focus areas. Further information on performance 
is available in the Sustainability Appendix.
Energy intensity
(MWh per million USD, FX-adjusted)
99.7
Waste intensity
(ton per million USD sales, FX-adjusted)
10.8
Share of renewable electricity
30%
Recordable Incident Rate
(Incidents per 200,000 hours worked)
0.32
99.7100.5110.5
23%
13%
30%
2024
2024
2024
2024
2023
2023
2023
2023
2022
2022
2022
2022
0.320.380.38
10.810.811.6
37

===== SIDA 38 =====

Our sustainability approach creates long-term 
stakeholder value by focusing on the most 
material global megatrends and sustainability 
topics, supported by long-term ambitions and 
concrete targets.
Global megatrends such as climate change, circular economy 
and urbanization are shaping the automotive industry and fu-
ture transport systems. These megatrends influence policy and 
regulations, technological developments, our key stakeholders’ 
priorities and create both opportunities and risks for Autoliv . Our 
sustainability approach addresses the global megatrends in 
order to create long-term stakeholder value by focusing on the 
most material sustainability topics supported by long-term am-
bitions and concrete targets. 
Guided by our vision of Saving More Lives, our mission is to 
provide world-class, life-saving solutions for mobility and soci-
ety . Sustainability is an integral part of our business strategy and 
a fundamental driver for market differentiation and stakeholder 
value creation, helping to ensure that our business will continue 
to thrive and contribute to sustainable development in the long 
term. We engage with our customers to ensure that we are part 
of driving the transition to low-carbon and circular mobility , thus 
realizing new business potential for us and our customers.
Our sustainability approach is based on four focus areas with 
broad ambitions and more specific short-term targets defined for 
each area. These areas represent the strongest links to our busi-
ness risks and opportunities and the greatest impact on key stake-
holder groups, society and the environment. All four areas repre-
sent global challenges where we believe that our work can make a  
positive difference. We are a signatory of the UN Global Com-
pact and our work and policies, such as our Code of Conduct, 
are aligned with international frameworks such as the ILO core 
conventions and the OECD Guidelines. 
Our core business and sustainability work contribute to the 
realization of a number of UN Sustainable Development Goals 
(SDGs). Our core business contributes to reducing the number 
of road fatalities (SDG 3) and making transportation systems 
safer for everyone, including vulnerable road users (SDG 11). 
We support research and knowledge sharing that benefit devel-
oping countries (SDG 17). Over time, our climate and circularity 
agenda aims to not only reduce our own negative environmental 
impact (SDG 9, SDG 13) but also help drive green innovation 
(SDG 12) among direct material suppliers, vehicle manufactur-
ers and energy providers (SDG 7). By proactively managing 
health and safety risks and labor rights (SDG 8), promoting di-
versity and inclusion (SDG 5) and holding all employees to the 
highest ethical business standards (SDG 16), we lay the foun-
dation for a high-performing organization where every employee 
has the means to speak up and drive improvement. 
For further information about performance data and more, 
see the Sustainability Appendix.
A Driving Force  
in Sustainable  
Mobility
SUSTAINABILITY
A Driving Force in Sustainable Mobility
38

===== SIDA 39 =====

• Zero accidents
• Embrace inclusive ways of working
Saving More Lives
Focus Area Ambitions
Responsible Business
Climate and Circularity
A Safe and Inclusive  
Workplace
• Carbon neutrality in own operations by 2030
• Net zero emissions across our supply chain by 2040
• Proactively prevent corruption and other  
   unethical business practices
• Respect human rights
• Manage supply chain sustainability risks
Contribution to UN Sustainable 
Development Goals
• 100,000 lives saved per year
39

===== SIDA 40 =====

SUSTAINABILITY
Materiality Assessment
  
Sustainability 
Materiality  
Assessment
In 2024, key material topics identified included:
• Climate change
• Circularity
• Life-saving products and innovations
• Product safety
• Health and safety
• Inclusion 
• Labor rights 
• Anti-corruption
• Antitrust
• Corporate culture
Environment Social Governance
An integrated approach to assessing the im-
pacts, risks and opportunities of our business 
allows us to focus on managing the most  
material topics.
The starting point for our sustainability approach and reporting 
is understanding our most material topics. Our materiality as-
sessment process aims to identify the key sustainability topics 
in our own operations and our value chain. The process is based 
on the double materiality principle: both impact materiality (how 
Autoliv impacts people and the environment) and financial ma-
teriality (how various sustainability topics impact Autoliv) are 
considered. 
The double materiality assessment process is aligned with 
the Enterprise Risk Management process, with assessments 
carried out continuously throughout the year . During the year , 
we placed specific emphasis on further aligning our assessment 
methodology with the upcoming EU Corporate Sustainability 
Reporting Directive (CSRD) requirements. Assessment activi-
ties during the year included: 
• Market research as well as direct dialogue to understand 
our customers’ sustainability priorities, challenges and 
opportunities for collaboration
• Cross-functional workshops with internal topic experts  
and representatives from key functions to ensure a broad  
inside-out understanding of our material topics 
• Review of industry-related reports, etc. regarding  
impacts, risks and opportunities 
• Review of investor-driven sustainability/ESG assess-
ments as well as meetings with key shareholders 
• Review of employee engagement survey results and 
reports filed through the Autoliv Helpline and other  
Speak Up channels
For many topics, we also carry out topic-specific assessments 
to gain a deeper understanding of both impact and financial ma-
teriality . For example, for climate change, we have carried out 
a value chain greenhouse gas footprint assessment, identified 
emission sources and reduction levers, and identified key transi-
tion and physical risks and opportunities that could impact our 
business. 
The sustainability impacts and performance of our supply 
chain cut across most of the above topics, in particular regard-
ing climate change, circularity , product safety , health and safety , 
labor rights and business conduct.
40

===== SIDA 41 =====

Shaping the  
Industry Agenda
Autoliv is engaged in several global 
and regional associations and orga-
nizations, as well as academic and 
public-private partnerships, in order 
to contribute actively to driving pro-
gress in our sustainability focus areas.  
Autoliv is an active member of com-
mittees that shape the organizations’ 
positions and communication on key 
topics such as furthering traffic and 
vehicle safety standards in regulations 
and ratings, equity in crash safety , and 
how the automotive supplier industry 
can actively drive low-carbon mobility . 
Moreover , Autoliv actively contri-
butes to the resilience of the auto-
motive supplier sector , to encourage 
enhancements in national and inter-
national traffic and vehicle safety stan-
dards, research funding and capacity , 
advocating for greater priority to road 
traffic safety in global policy and na-
tional legislation as well as for how 
the industry can support the transition 
towards low-carbon mobility . 
 
 
Examples of some of the organiza-
tions where Autoliv is a member:
• Since 2022, Autoliv has been a 
member of the UN Road Safety 
Fund (UNRSF) Advisory Board. 
The UNRSF’s aim is to promote 
road safety in developing countries 
in order to meet Sustainable De-
velopment Goal 3.6 of halving road 
traffic fatalities by 2030. Autoliv 
advises the UNRSF on its direction 
and operational work. Through 
its partnership with the UNRSF, 
Autoliv has been able to work more 
actively at the global policy level 
and communicate its recommen-
dations, and to directly support the 
UN-funded initiatives carried out 
in low- and middle-income coun-
tries, both financially and through 
sharing our expertise. In 2024, we 
extended our collaboration with 
the UNRSF by making a targeted 
contribution to the UN project call 
aimed at enhancing motorcycle 
rider safety . 
• In the U.S., the Automotive 
Safety Council (ASC) focuses on 
promoting global deployment of 
automotive safety technology . The 
ASC is active in providing industry 
guidance on road traffic safety-
related legislation.
• In Europe, Autoliv is actively 
engaged in a number of working 
groups of the European Asso-
ciation of Automotive Suppliers 
(CLEPA). Much of the work relates 
to shaping future safety regulations 
as well as industry’s role in the 
EU sustainability agenda through 
collaboration with other automotive 
suppliers on topics such as circu-
larity , the EU Taxonomy , corporate 
sustainability due diligence and 
reporting. 
41

===== SIDA 42 =====

Autoliv’s sustainability work is managed within 
a well-defined governance structure, with 
clearly established ownership and responsibi-
lities at all levels in the organization.
The underlying principle of our governance model is integrating 
sustainability responsibilities into the ordinary course of bu-
siness and company processes. This means that the ultimate 
responsibility for executing sustainability activities and targets 
lies with the line organization and is monitored through mana-
gement reporting. According to our Key Behaviors, we expect 
every employee to take ownership of sustainability topics by 
proactively contributing improvement ideas and by following 
company policies and standards. 
Ultimate oversight of the company’s sustainability activities 
lies with the Board of Directors. The Board sets the direction 
for sustainability activities and regularly monitors progress on  
Autoliv’s sustainability strategy and targets through its Nomina-
ting and Corporate Governance Committee (NCGC). The Bo-
ard reviews and approves the Code of Conduct as well as the 
Annual and Sustainability Report and the Modern Slavery Act 
Statement. 
Implementation responsibility for sustainability lies with the 
Executive Management Team (EMT). The EMT has appointed 
a Sustainability Board charged with providing regular direction 
and oversight. The Sustainability Board consists of the CEO 
and other EMT members and meets on a quarterly basis. The 
Sustainability Board reviews and approves Autoliv’s sustaina-
bility strategy , annual and long-term plans, targets and policies 
for key topics, and monitors implementation and performance. 
Integration of sustainability into Autoliv’s business is led by 
the HR & Sustainability function. The Vice President, Sustaina-
bility , who reports to the Executive Vice President, HR & Sustai-
nability , coordinates, develops and monitors Autoliv’s sustaina-
bility agenda and facilitates the Sustainability Board meetings 
and other sustainability-related reporting to management.  
Everyday sustainability topics are managed, as appropriate, by 
the HR & Sustainability function, divisions and other corporate 
functions such as supply chain management, research, deve-
lopment and engineering, and legal and compliance. Divisions 
and corporate functions have dedicated sustainability resour-
ces such as climate coordinators, health & safety coordinators, 
eco-design/life-cycle assessment experts and supply chain 
sustainability specialists. 
Risk management 
Autoliv has a global risk management organization and utilizes 
several different tools, such as an Enterprise Risk Management 
(ERM) framework which includes annual, divisional, functional 
and corporate risk mapping activities, monitoring of risk trends, 
implementation of risk improvement plans and follow-up of the 
effectiveness of risk mitigation measures. Risk reporting is car-
ried out on a regular basis to the Board of Directors and its Audit 
and Risk Committee. With regard to sustainability-related risks, 
the ERM framework takes into consideration the double ma-
teriality perspective. This means assessing both how Autoliv’s 
operations impact people and the environment, and how vario-
us sustainability topics impact Autoliv’s business. Sustainability 
risks, such as product safety , climate change, natural resour-
ces scarcity , environmental compliance, health and safety and 
other labor rights, business ethics, business conduct and supply 
chain sustainability , are included in the ERM framework. 
We assess how sustainability relates to business risks, such 
as legal proceedings, regulatory changes, contingent liabilities, 
supply chain disruptions and operational disruptions. Furthermo-
re, there are relevant corporate standards for topics such as site risk  
management, loss prevention, emergency procedures, busi-
ness contingency planning and physical security . A more de-
tailed description of Autoliv’s material operational, strategic 
and financial risks, including sustainability-related risks, can be 
found in the “Risk Factors” and “Risks and Risk Management” 
sections of the 10-K filed with the SEC. More information on 
climate-related risks is available in the TCFD Disclosure.
SUSTAINABILITY
Governance
Sustainability  
Governance
42

===== SIDA 43 =====

Board of Directors visit Autoliv Japan Chubu facility,  
September, 2024.
Sustainability Governance
All employees
Organization
EVP, HR & Sustainability
Executive Management Team
Board of Directors
Functions
VP, Sustainability
Sustainability Board
Nominating & Corporate Governance Committee
Divisions
43

===== SIDA 44 =====

As the global leader in automotive safety we 
make a significant contribution to global road 
safety .
When the UN Sustainable Development Goals (SDGs) were 
launched, road safety was made a global priority for good rea-
son: according to the World Health Organization (WHO) global 
status report on road safety 2023, around 1.2 million people die 
in traffic incidents every year . Road traffic injuries are the leading 
cause of death among young people between the ages of 5 and 
29. As well as being a public health problem, road traffic injuries 
carry a huge cost for society: according to some estimates, the 
global macroeconomic cost of road traffic injuries is estimated 
to amount to 1-3% of global GDP. Many families are driven into 
poverty by the loss of a breadwinner or by the expenses of pro-
longed medical care. 
In August 2020, the UN General Assembly adopted the res-
olution “Improving global road safety”, proclaiming the Second 
Decade of Action for Road Safety 2021-2030. The target, repre-
sented as SDG 3.6, is to reduce road traffic deaths and injuries 
by at least 50% by 2030. According to the resolution, vehicle 
safety is a key component, and member states are encouraged 
to adopt vehicle safety regulations that make seatbelts, airbags 
and active safety systems standard equipment. In addition to 
safer vehicles, infrastructure improvements, road user behavior 
and protective equipment are also keys to achieving the target. 
Our ambition and approach
Saving More Lives is our core business and our most important 
contribution to sustainable development and the realization of  
SDG 3.6. According to our estimations, our products in use  
already save approximately 37 ,000 lives and reduce around 
600,000 injuries every year . Our long-term ambition is for our 
products to save 100,000 lives per year . Achieving this ambition 
is based on: 
• Retaining our strong market position and continuing to 
grow in our core business, including increasing content 
per vehicle, while maintaining the highest level of quality 
as our products never get a second chance
• Successfully expanding our business into new  
mobility segments aimed at motorcyclists, cyclists  
and pedestrians 
• Proactively broadening the scope of research and devel-
opment to also cover a wider range of occupant protec-
tion parameters regarding height, weight, age and gender
• Increased multi-stakeholder efforts, in particular educa-
tion to increase seatbelt use since seatbelts are the most 
effective way of reducing fatalities and serious injuries
Research and development collaborations  
We proactively engage with national and international authori-
ties as well as academia to further our impact. Below are some 
examples of our collaborations during 2024: 
• Power two-wheeler riders account for 30% of global traffic 
fatalities, making it important to continue to research and 
develop technologies for improved motorcyclist safety . 
This is carried out in close dialogue with customers and 
partners. In addition to on-motorcycle solutions, we 
also work to increase the comfort and safety of personal 
protective equipment. We explore helmets with integrated 
airbags that provide improved protection for the head and 
face and inflatable vests that improve protection of the 
thorax and shoulders.
SUSTAINABILITY
Road Safety
Road Safety  
– a Global 
Challenge
100,000
Lives saved per year
2024 outcome:  
Our products saved approximately 37 ,000 lives
and reduced around 600,000 injuries
Ambition:
44

===== SIDA 45 =====

• Public transport safety has been placed on the global 
agenda by SDG 11.2, which calls for safer and expanded 
public transport. Although public transport is considered 
to be one of the safest modes of transport of today , relat-
ed injuries and fatalities still remain an issue and deserve 
attention. We have identified safety concerns related to 
public transport and suggested potential passive safety 
systems that could mitigate injuries both to pedestrians 
and to bus occupants. 
• SDGs 1, 3 and 11 promote cycling, and choosing cycling 
as a mode of transport holds many advantages. However , 
heavy goods vehicles and buses are a major threat to 
cyclists as they are large vehicles. A bicycle is small and 
fast to maneuver , making it hard for other road users to 
predict where it is going as the intention of a bicyclist can 
easily be misjudged. The results from an internal study 
provided detailed and actionable insights for manu-
facturers and agencies that can help to address safety 
concerns – to make cycling safer .
• In a collaboration with Virginia Tech and the Swedish 
Transport Administration we analyzed and published Ger-
man data on injury risk for front and side impacts using a 
new method to account for underreporting of crashes with 
uninjured persons. A comparison with Swedish data was 
also undertaken. The results could help policy makers in 
Sweden to regulate the speed limits on Swedish roads 
based on injury risk.
Further information about our engagement in industry associa-
tions and other organizations is available in Sustainability Mate-
riality Assessment.
Collaboration with universities
To ensure real-life benefits and to develop evidence-based test 
methods for product development, Autoliv engages in collabo-
ration with universities globally . 
Current helmet standards and ratings do not consider the 
complexity of facial impact protection performance or Traumatic 
Brain Injury (TBI). For this reason, we are continuing the collab-
oration with the Royal Institute of Technology in Sweden, Impe-
rial College London, and a Swedish helmet manufacturer with 
the aim of influencing helmet standards and ratings. Both vir-
tual and physical test methods are being developed and newly 
developed brain injury assessment tools and injury-specific risk 
functions will be used for evaluation and optimization of safety 
systems. We have refined the brain-skull interface modelling to 
enable better prediction of prioritized TBI types and identified 
the needs for new brain injury risk assessment criteria through 
in-depth accident databases.
In 2024, Autoliv started working on a four-year European re-
search project under the Horizon Europe framework. IMPROVA 
(Injury Mitigation to Promote Vision-Zero Achievement) will fo-
cus on the conditions and mechanisms leading to serious inju-
ries of all road user types, and both physical and psychological 
long-term consequences (LTC). Human body models will be up-
graded to create better capabilities to depict LTC-relevant injury 
mechanisms, and virtual testing procedures will be developed 
and demonstrated for future application environments. Com-
munication with regulatory authorities, NCAPs, industrial part-
ners, rescue teams and end-users will provide better awareness 
of the topic and enable implementation of appropriate counter-
measures.
The countries most successful in curbing road  
traffic injuries apply a Safe System Approach  
– a combination of five critical factors underpinned 
by collaboration between key stakeholders:  
Safe System  
Approach
• Safe vehicles
• Safe speeds
• Safe roads
• Safe road user behavior
• Post-crash care
45

===== SIDA 46 =====

SUSTAINABILITY
Road Safety
Equity 
in Vehicle 
Safety
Autoliv is a forerunner in the emer-
ging area of equity in vehicle safety . 
Current occupant substitutes used 
for estimating injury risk in crash tes-
ting are limited to three crash-test 
dummy sizes representing small, 
mid-size and large occupants, based 
on 1970’s U.S. population height and 
weight distributions. The mid-size 
male dummy has historically been 
the one most frequently used in rating 
and regulatory testing. However , over 
the past decades, there has been a 
consistent trend of increasing popula-
tion weight. Car crash injury statistics 
highlight that obese occupants, both 
male and female, are at increased risk 
of injury and death when compared to 
average weight males. Beyond sex 
and size, injury and fatality risks in-
crease substantially with age. 
Autoliv researchers have looked 
at seatbelt fit as an important safe-
ty aspect for many years, along with 
how seatbelts distribute forces on the 
human body . Our hypothesis is that 
the belt system and how it distribu-
tes load across the body to protect 
people can still be developed further , 
provided that next generation tools 
and evaluation methods become 
ready to use and widely accepted. 
For this reason, to enable the deve-
lopment of safety systems that are 
as effective as possible for everyone, 
Autoliv is actively researching tools 
and methods that can be used to re-
present the contemporary population 
in a wide range of crash scenarios. 
This year , Autoliv joined new resear-
ch projects aiming to further enhance 
state-of-the-art injury risk prediction 
with virtual human body models re-
presenting males and females of dif -
ferent ages and sizes. Targeted body 
regions include chest, hip and neck, 
which are commonly injured in cras-
hes, indicating an opportunity for fur-
ther enhanced protection.
The Global  
Burden of  
Road Traffic 
Deaths
x3
There were an estimated 1,19 million road traffic deaths in 2021; this 
corresponds to a rate of 15 road traffic deaths per 100 000 population.
As of 2019, road traffic injury remains the leading cause of death for 
children and young people aged 5-29 years as is the 12 th leading cau-
se of death when all ages are considered.
Motorcyclists and other powered two- and three-wheeler riders repre-
sent 30% of global road traffic deaths. Four-wheeled vehicle occu-
pants make up 25% of fatalities.
Pedestrians account for 21% of fatalities and cyclists account for 5% 
of fatalities.
92% of deaths occur in low- and middle-income countries.
The risk of death is three times higher in low-income countries than 
high-income countries despite these countries having less than 1% of 
all motor vehicles.
Source: WHO global status report on road  
safety 2023.
46

===== SIDA 47 =====

Autoliv aims to reduce greenhouse gas (GHG) 
emissions and increase circular use of mate-
rials throughout the value chain, supporting 
customers’ transition to low-carbon, sustain-
able mobility .
Ambition and approach
We are committed to operating our business in an environmental-
ly sustainable manner , taking into account our environmental im-
pact throughout the lifecycle of sourcing, design, production and 
end of life. Our environmental policy , updated in 2024, lays out our 
commitments in areas such as GHG emissions reduction, renew-
able electricity , circularity and resource efficiency . With particular 
emphasis on climate action, we actively engage with customers,  
suppliers and other stakeholders to take on the environmental 
sustainability challenge across the value chain.
Environmental management system
Autoliv’s environmental management system (EMS) empha-
sizes continuous improvement and is aligned with ISO 14001 
requirements. The EMS establishes the requirements for a 
standardized approach to environmental management, includ-
ing identification of material environmental aspects, objective 
setting, competence development, performance follow-up and 
standardized reporting. At year end, 96% of all manufacturing 
facilities were externally certified in accordance with ISO 14001.  
Climate action
Launched in 2021, our climate strategy is based on two long-term 
climate targets:
• Carbon neutrality in own operations by 2030 
• Net-zero emissions across our supply chain by 2040 
 
These targets, aligned with the Paris Agreement ambition of lim-
iting global warming to 1.5°C, help ensure our competitiveness 
now and in the future. In addition to these ambitions, we have 
adopted separate Science Based Targets for 2030 covering our 
own operations (Scope 1+2) as well as our supply chain (Scope 3 
upstream). Further information about the targets and our environ-
mental performance is available in the Sustainability Appendix.
Our GHG footprint  
To fully understand our GHG footprint as well as key climate-  
related risks and opportunities, we have carried out a value chain 
GHG footprint assessment and scenario analysis. The assess-
ment was carried out in accordance with the GHG Protocol Scope 
3 Calculation Guidance. Scope 1+2 emissions were calculated 
based on actual operational data covering energy consumption 
and fugitive emissions, while Scope 3 emissions were modelled 
based on actual and estimated sourcing data and generic emis-
sion factors. 
The assessment showed that the largest sources of emis-
sions covered by our long-term ambitions were materials used in 
our production (in particular steel, textiles and other plastics, and 
SUSTAINABILITY
Climate and Circularity
Climate and  
Circularity
Carbon neutrality  
in own operations  
Net-zero emissions  
across our supply chain
Ambition:
Carbon neutrality in own operations by 2030  
2024 Outcome: 306 kton CO2e
Year-over-year improvement in energy intensity: Continuous
2024 Outcome: 1% improvement
Year-over-year improvement in waste intensity: Continuous  
2024 Outcome: No change
Targets
47

===== SIDA 48 =====

magnesium), followed by emissions from logistics, and electricity 
used in our own operations. Downstream Scope 3 emissions, in 
particular use-phase emissions, constituted the largest share of 
the total GHG footprint but since we consider our possibility to re-
duce downstream Scope 3 emissions to be greatly limited (such 
reductions are mainly driven by our customers’ work on electrifi-
cation), they are excluded from our long-term ambitions and Sci-
ence Based Target covering Scope 3.
Autoliv’s climate program
Based on the outcome of the GHG footprint assessment, we 
have designed a climate program organized into a number of 
operational initiatives focusing on the most impactful decarboni-
zation levers and value creation activities. Supporting the opera-
tional initiatives are a number of cross-cutting initiatives related to 
governance, performance tracking, business strategy integration, 
risk management and competence development. Guided by our 
1.5°C-aligned long-term targets, the climate program and related 
processes such as risk assessments represent Autoliv’s low-  
carbon transition plan.
Below is a summary of some of the work and key achieve-
ments within the program during the year .
Low-carbon supply chain
Key decarbonization levers identified to reach net-zero emissions 
across our supply chain (Scope 3 upstream) include:
• Transitioning to recycled, bio-based and other low-carbon 
materials in our products as well as in packaging
• Improving materials efficiency
• Requiring suppliers to use low-carbon electricity
• Reducing the GHG footprint of our logistics through 
route, capacity and footprint optimization as well as a shift 
towards low-carbon transportation modes and vehicles 
 
Further information about metrics and targets related to the cli-
mate program is available in the TCFD Disclosure.
GHG emissions from the materials used in our products 
and packaging (Scope 3 category 1) account for around 75% of  
Autoliv’s Scope 3 upstream emissions, meaning effective man-
agement and reduction is crucial in achieving our 2040 net-zero 
ambition.
To increase the use of low-carbon materials, we actively col-
laborate with our existing supply base and other partners to as-
sess and introduce solutions with a reduced carbon footprint. 
Focus areas include increasing the use of magnesium and alu-
minum with high recycled content, and testing and customer 
validation of low-carbon materials. Examples of specific material 
initiatives to reduce our Scope 3 emissions related to key direct 
materials include:
• Textiles: continue validation of emission-reduced vari-
ants, and increase usage of lower-carbon polymers such 
as PET
• Non-ferrous metals: increase use of high-quality scrap 
sources to further increase recycling content, and en-
gagement with startups for low-carbon solutions, utilizing 
new technologies and alternative feedstocks
• Steel: collaboration with strategic partners including 
Arvedi, Shougang, SSAB, and ThyssenKrupp to develop 
and source low-carbon steel
 
Autoliv’s GHG footprint across own operations and supply chain¹ 2024 (kton CO2 e)
TotalScope 1 Scope 2 Scope 3¹:
Purchased goods  
and services
Scope 3¹:
Upstream  
transportation
GHG emissions  
from fossil fuels and 
fugitive emissions in 
operations
GHG emissions  
from purchased  
electricity , heat and 
steam in operations
GHG emissions  
from materials used  
in products and  
packaging  
(Scope 3 Category 1)
GHG emissions  
from upstream 
transportation  
(Scope 3 Category 4)
GHG emissions 
from business travel, 
employee commuting 
and more (Scope 3  
Categories 2, 3, 5, 6, 7)
Scope 3¹:
Other upstream
Own operations Upstream activities
4,073 (100%)
 
242 (6%)
 
449 (11%)
 
231 (6%)
 
3,076 (75%)
 
75 (2%)
1) Considering the challenges related to accurately modelling upstream Scope 3 emissions, such as the accuracy of historical data and the availability and applicability of emission factors, actual up -
stream Scope 3 emissions may differ materially from those modelled. The modelling primarily aims to identify the major sources of Scope 3 emissions across the value chain, which supports Autoliv in 
developing specific activities for improvement and implementing the relevant measures. Autoliv aims to, over time, increase the accuracy of reported upstream Scope 3 emissions by addressing mate-
rial uncertainties. The illustration above does not include modelled downstream Scope 3 emissions, which include emissions from the use phase of vehicles where Autoliv's products are installed. 
SUSTAINABILITY
Climate and Circularity
48

===== SIDA 49 =====

Low-carbon electricity in the  
supply chain
Low-carbon materials sourcing
Low-carbon logistics
Renewable energy for operations
Energy and resource efficiency
Phase-down of natural gas usage
Phase-down of fugitive emissions
Low-carbon product design
Low-carbon sales strategy
Program governance and  
performance tracking
Business strategy  
integration
Risk management Organization and  
competence development
Cross-cutting Initiatives 
Low-Carbon 1) Supply Chain Low-Carbon1) and Efficient Operations Low-Carbon1) Product Offering
1) Low-carbon is generally understood as referring to actions/solutions that reduce carbon emissions aligned with limiting global warming to 1.5 degrees Celsius.
49

===== SIDA 50 =====

In 2024, we launched a collaboration and engagement program 
with our direct material suppliers to drive the low-carbon electrici-
ty transition and overall GHG emissions reductions in the supply 
chain. The program consists of workshops with selected strategic 
supplier groups, as well as webinars reaching all direct material 
suppliers. The program addresses the main areas of our climate-  
related sustainable sourcing requirements:
• GHG emissions tracking and target setting
• Renewable electricity transition
• Product carbon footprint calculations
• GHG emissions reductions in the value chain
 
In late 2024, we hosted several workshops in China and Romania 
with strong engagement from the suppliers attending, and a will-
ingness to develop and learn from both Autoliv and from other  
suppliers. The program will continue in 2025 with workshops in Ko-
rea, Japan and the U.S., and webinars targeting all direct material  
suppliers as well as Autoliv’s supply chain organization.
To track progress and support supplier prioritization, we imple-
mented climate-related KPIs such as renewable electricity shift, 
and introduced a supplier climate maturity status that we consi-
der in the sourcing process. Performance and maturity status are 
based on suppliers’ responses to our annual climate survey . 
In the low-carbon logistics program, we introduced several 
new initiatives to continuously improve operational efficiency in 
transportation by reducing air freight transport, shifting to sea 
transport, optimizing routes, and enhancing vehicle capacity uti-
lization. Our packaging initiatives aims to eliminate unnecessary 
packaging, reduce usage, and increase use of returnable options, 
achieving both cost and emissions reductions. We developed 
sustainable sourcing requirements for logistics and packaging 
suppliers, to be rolled out in early 2025. 
Low-carbon and efficient operations 
Key decarbonization levers identified within our own operations 
(Scope 1+2) include:
• Transitioning to low-carbon electricity at our facilities
• Improving energy efficiency
• Phasing down natural gas usage
• Phasing down fugitive emissions
Electricity consumption at our facilities is by far the largest contri-
butor to our Scope 1+2 emissions. We aim to cover majority of our 
renewable electricity needs via long term power purchase agre-
ements (PPAs), complemented in priority order with: on-site so-
lar , green tariff and RECs, in those places where we have limited 
or no PPA options. 
During 2024, we expanded use of renewable electricity through 
various “green tariffs” and renewable electricity instruments, and 
continued formalizing our long-terms plans to secure renewable 
electricity through large-scale PPAs. In 2024, 30% of our total 
electricity consumption came from renewable electricity instru-
ments, up from 23% in 2023. In addition to renewable electric-
ity instruments and contracts, several production facilities have 
installed or are in the process of installing on-site solar generation 
capacity .
Sulfur hexafluoride (SF 6 ) used in steering wheel production 
has been our largest source of fugitive emissions, making up 
around 6% of Autoliv’s total Scope 1+2 emissions in 2023. We 
launched an action plan in 2022 to fully phase out the remain-
ing use of SF₆, and concluded the phase-out in the first quarter 
of 2024.
To reduce our GHG emissions from natural gas used in pro-
duction processes, we conducted several trials and projects to 
assess the potential for energy efficiency improvement, e.g. from 
process optimization and heat recovery , and electrification of pro-
duction equipment. We achieved positive results from several 
trials and projects and will look to implement or scale up these 
solutions where possible. 
As part of our Green Factory Program, we set targets for 
GHG emissions reduction and energy intensity improvement 
for all manufacturing sites and regularly conduct assessments 
covering energy , water and waste in order to continuously im-
prove environmental performance and efficiency in our opera-
tions. Green factory assessment is an integral part of Autoliv’s 
overall operational excellence assessment that is conducted 
in each production facility on a quarterly basis.During the year , 
we implemented a number of energy efficiency projects tar-
geting areas such as air compressor leaks, waste heat re-
covery , LED lighting, HVAC improvement and replacing older  
equipment with new , more efficient equipment. We also conduct-
ed energy management workshops and trainings in different divi-
sions. 
Compared to 2023, total energy consumption decreased by 
2% and energy intensity decreased by 1%. 
Low-carbon product offerings
Autoliv’s products are generally powertrain-agnostic and can be fit-
ted in electric vehicles and plug-in hybrid vehicles with only model- 
specific adjustments needed. Around 14% of sales in 2024 came 
from battery electric vehicles with zero tailpipe emissions, and we 
estimate that our global EV market share is in line with our total 
global market share of 44%.
Utilizing Autoliv’s competence from our core business, we have 
developed several products for electrical safety , with the com-
mon denominator being utilization of pyrotechnics. The products 
range from high volume, off-the-shelf products, primarily the Pyro 
Safety Switch, to tailor-made solutions.
We aim to develop attractive, low-carbon product offerings 
to support our customers in their transition to zero-emission, low  
environmental impact vehicles. During 2024, all product lines 
continued implementation and refinement of their low-carbon 
product roadmaps. We already offer our customers specific prod-
SUSTAINABILITY
Climate and Circularity
50

===== SIDA 51 =====

ucts that support their carbon footprint reduction strategies, such 
as products with lower weight and higher content of recycled 
non-ferrous metals and low-carbon polymers. Examples include 
increased use of recycled magnesium in steering wheels and 
switching to airbag fabrics with a significantly lower GHG foot-
print.
We continued evaluating our products’ overall environmental 
footprint throughout their lifecycle, with a focus on understand-
ing the main sources of GHG emissions. These lifecycle assess-
ments (LCAs) help prioritize actions in product development. The 
LCAs also allow us to proactively engage with customers, high-
lighting the carbon footprint of our products and how embedded 
emissions can be reduced. We also provide LCA support to our 
suppliers, to help them understand their GHG emissions “hot 
spots” and actions to prioritize. We implemented sustainable de-
sign guidelines for engineering, and started to introduce low GHG 
emissions and circularity criteria in our production development 
standards.
 
Cross-cutting initiatives
Sustainability topics, including climate, is part of employee on-
boarding training. We continued specific climate training in par-
ticular in China where employees were provided with training 
as part of a “Sustainability Month” campaign. We continued the 
implementation of our Sustainability Guidelines for Capex invest-
ments which specific climate impact guidance and assessment, 
with particular focus on improving assessment process efficiency . 
The guidelines aim to ensure that all investments are aligned with 
our 2030 climate ambitions and specify exclusion criteria for in-
vestments that could lead to increased GHG emissions above 
certain emission thresholds beyond 2030. The guidelines also 
encourage investments with a positive climate impact, such as, 
installation of solar panels, improvements to energy efficiency , 
and replacement of fossil-fuel equipment with electric alterna-
tives.
Read more about climate-related governance and risk man-
agement in the TCFD Disclosure.
Circularity and natural resources
Waste and circularity
During the year , we took further steps to develop our circularity 
strategy and roadmap. Our circularity strategy builds on three 
keys areas: 
• Materials recirculation, including closed-loop and open-
loop recycling of our raw materials as well as the share of 
recycled content in raw materials
• Materials efficiency , including materials utilization, light-
weighting of components, packaging optimization and 
reuse 
• Cross-cutting initiatives, such as design for circularity , cir-
cularity in operations, and data, systems and governance
We continuously manage and monitor waste management prac-
tices at site level through the Green Factory program, in which 
waste management is part of the quarterly assessment. Directing 
waste away from landfill remains a priority at our production si-
tes. The rate of reuse, recycling and energy recovery increased to 
92% (91% in 2023) of total waste reported. 
 
Water
Our most water-intensive operations are associated with the 
production of airbag fabrics, accounting for around 60% of water 
withdrawal. Based on the WRI Aqueduct Water Risk Atlas, around 
20% of Autoliv’s facilities are located in regions with high or ex -
tremely high water stress levels. However , only one of the ten most  
water-intensive production sites is located in a high water stress 
region. To improve water efficiency , we set a water-related target 
of continuous improvement in the Green Factory program.
Biodiversity
In 2023, we carried out a biodiversity risk screening based on the 
LEAP approach and the recommendations of the Taskforce for  
Nature-related Financial Disclosures (TNFD). In 2024, based 
on the findings, we developed a biodiversity action roadmap for 
our own operations as well as the supply chain. In our own opera-
tions, we included biodiversity assessment as part of our stand-
ard guidelines for footprint planning. To manage supply chain 
impacts, we have included biodiversity in our Supplier Code of 
Conduct and work with our leather suppliers to ensure that those 
in scope of upcoming EUDR requirements will be prepared to 
meet those requirements.
Materials management and substances of concern
As a global automotive component manufacturer , compliance 
with chemical and material regulations is essential. At the core 
is our standard that defines Autoliv’s requirements for material 
data reporting and substance use restrictions, applicable for both 
Autoliv and its suppliers. This standard is updated twice a year 
to reflect the latest legal and customer requirements. Through re-
porting to the automotive industry databases IMDS and CAMDS, 
we trace the content in our components delivered to customers 
and confirm compliance regarding applicable legal and customer 
requirements.
We follow up continuously with our suppliers to find alternative 
materials in case a substance needs to be phased out. In 2024, 
particular effort was devoted to assessing how to meet increasing 
legal requirements regarding the phase-out of PFAS.
51

===== SIDA 52 =====

Autoliv considers the management of climate-
related risks and opportunities to be a key com-
ponent of ensuring long-term business success. 
This disclosure is aligned with the Task Force on 
Climate-Related Financial Disclosures (TCFD) 
recommendations.
Governance  
The underlying governance principle of the climate program is 
close integration into existing governance structures. The Board 
of Directors is ultimately responsible for the oversight of sustain-
ability-related matters, including climate change, and has del-
egated certain responsibilities to its committees. The Board of 
Directors and its Nominating and Corporate Governance Com-
mittee (NCGC) receive regular updates on climate-related mat-
ters and performance. In 2021, the Board of Directors endorsed 
Autoliv’s current long-term climate targets as well as the strategic 
direction for reaching the targets. Throughout 2024, the Board 
and NCGC received updates on progress related to the climate 
program and our plans for 2025 and beyond. 
The Executive Management Team (EMT) is responsible 
for implementation of sustainability-related matters, including  
climate change. The Sustainability Board, which consists of the 
CEO and several EMT members, has overall operational oversight 
of Autoliv’s climate program. Other relevant Management Boards, 
such as the Industrial & Product Board, Innovation Board and 
Commercial Board, focus on specific climate program initiatives 
such as low-carbon product design and low-carbon sales strategy . 
Performance against climate-related targets is reviewed regularly 
by the EMT, divisional and other functional management teams 
and followed up in monthly business reviews. 
The Executive Vice President HR & Sustainability , supported 
by the VP Sustainability , is ultimately responsible for the overall 
direction and governance of the program, and for ensuring imple-
mentation progress. Further information is available in Sustain-
ability Governance.
 
Strategy 
Scenario analysis 
In 2021, as part of the development of the current climate strat-
egy , we carried out our first climate scenario analysis. The analy-
sis, which covered both transition and physical risks, was based 
on a 2°C scenario (equivalent to RCP 4.5 or SSP2) and a 3-4°C 
scenario (equivalent to RCP 8.5 or SSP5). Transition risks were 
assessed on a 2030-2040 timeframe, while physical risks were 
assessed on a 2050 timeframe. 
From a financial impact perspective, the most material transi-
tion risks identified were: 
• The risk of a global decrease in overall vehicles sales 
• Increasing prices for certain raw materials as a result of 
carbon pricing mechanisms (such as CBAM)
• Potential revenue loss if Autoliv fails to meet increasingly 
strict supplier requirements from OEMs who themselves 
have set strict GHG emissions reduction targets
 
The most material physical risks identified, generally connected 
to a 3-4°C scenario, were factors that would lead to significant 
production disruptions. These include wildfires, flooding and ex -
treme heat. These risks were seen as particularly high in coun-
tries and regions such as southwest U.S., Mexico, India and 
China. These risks are also expected to impact suppliers and 
customers in these regions. 
The most material opportunities identified pertained to build-
ing a strong position among climate-progressive OEMs including 
electric vehicle (EV) manufacturers as a supplier of low-carbon 
components as well as opportunities to increase operational en-
ergy and materials efficiency .
Strategy and business impact integration  
Climate change-related risks and opportunities are integrated into 
Autoliv’s business strategy and cascaded through established 
steering mechanisms such as annual business planning and  
target setting.
 
SUSTAINABILITY
TCFD Disclosure
TCFD  
Disclosure 
52

===== SIDA 53 =====

Climate-related opportunities
To realize key climate-related business opportunities, we are 
continuously working on low-carbon product offerings and form-
ing partnerships with customers to help them reduce the carbon 
footprint of their products. In addition, efforts to increase the en-
ergy and materials efficiency of our operations will support in re-
ducing related operational expenditures. As part of our climate 
transition plan, we aim to further develop and use climate sce-
narios as a supporting tool in quantifying the financial impacts 
of climate-related risks and opportunities. We are closely moni-
toring the ongoing development of guidance regarding the use of 
carbon offsetting and elimination as well as carbon markets and 
related pricing and take them into account as relevant in our deci-
sion making.
Autoliv’s strategic plan was updated in 2022, covering the 
years 2023-2025. Climate is included as one of the focus areas in 
the strategic plan. During 2024, we focused on further integrating 
climate considerations into the company’s strategic product plan-
ning process and other key processes, such as product design 
and materials sourcing.
In 2021, we published our Sustainable Financing Framework 
aligned with the ICMA Green Bond Principles. In March 2023, we 
issued our inaugural €500M green bond, with all proceeds allo-
cated to Clean Transportation. The number of electric vehicles 
estimated produced with products supplied by Autoliv for the al-
located proceeds was around 3.8 million. In February 2024, we 
issued our second €500M green bond, with the same allocation 
and estimated impact as the first bond.
Risk management  
Climate-related risks are generally integrated into the Enterprise 
Risk Management (ERM) process. For further information about 
ERM and management of sustainability risks, see Sustainability 
Governance. 
We consider transition risks as generally mitigated through 
continuous activities in the climate program. Physical risks are 
generally considered mitigated through site risk and impact  
assessments, footprint planning as well as ongoing business 
continuity management processes. We did not experience any 
significant climate-related disruptions to business in 2024.
Metrics and targets  
In addition to Autoliv’s long-term targets and Science Based 
Targets, the climate program covers a number of more detailed 
performance metrics and related targets. These cover the most 
important emissions reduction levers such as sourcing of low-
carbon raw materials, low-carbon logistics and a transition to-
wards renewable electricity use. We set annual division-level 
Scope 1+2 and Scope 3 targets as part of Autoliv’s Policy Deploy-
ment, a process to translate the company’s overall strategic plan 
into concrete execution steps. Reporting on progress is done in 
various forums such and Board of Directors’ Nominating & Cor-
porate Governance Committee, Executive Management Team, 
Sustainability Board and various function and division level man-
agement forums.
Since 2022, GHG emissions from own operations (Scope 
1+2) is a performance component of the long-term equity incentive  
program. The program covers around 300 participants, including 
the CEO and all EMT members. 
For more information on GHG emissions and target outco-
mes, see Sustainability Appendix.
Transition risks Most material risks Potential financial impacts
Policy and legal Carbon pricing mechanisms leading to increasing 
prices for raw materials with a large carbon footprint
Increased operational expenditures
Technology Decrease in overall vehicle sales Loss of revenue
Market Higher demand for renewable electricity and 
low-carbon raw materials
Increased operational expenditures 
Reputational Increasing stakeholder requirements or expectations 
on Autoliv to aggressively reduce GHG emissions in 
its own operations and/or supply chain
Loss of revenue, reduced  
access to capital
Physical risks
Acute/short-term Wildfires
Extreme heat
Flooding
Loss of revenue related to production disruptions
Chronic/long-term Extreme heat
Water stress
Costs related to the need of relocating production
Climate Risk Assessment
53

===== SIDA 54 =====

Health, safety , and inclusion are pillars of our 
people strategy , ensuring that we create value 
from and for our most valuable asset - our  
employees.
Health & Safety
Our ambition and approach 
Autoliv is committed to a safe and healthy workplace. We start 
with the principle that work-related injuries and illnesses are pre-
ventable and seek to operate our business to avoid causing injury 
or ill health to employees, contractors and other stakeholders. Ac-
countability for occupational health and safety (H&S) rests with 
Autoliv’s leadership. Managers have the primary responsibility for 
ensuring compliance with Autoliv’s occupational H&S standards. 
Every employee, at each level of the organization, is responsible 
for ensuring their own and others’ health and safety by following 
our Standards, identifying and helping to eliminate unsafe condi-
tions and unsafe behaviors, and speaking up as appropriate.
Health and safety management system
We integrate H&S into everyday business by incorporating it into 
our production system and those projects and processes that 
may affect the working environment of our employees. All produc-
tion sites are required to implement Autoliv’s health and safety  
management system (HSMS), which in turn is aligned with the re-
quirements of the ISO 45001 Standard. Assurance of compliance 
is provided through the common global safety assessment that 
is an integrated part of the operational excellence assessment. 
These quarterly assessments identify the maturity of each site’s 
safety management system, and enable us to focus on further re-
ducing risk in the more hazardous activities in our business, and 
support ongoing continuous improvement in safety across the 
business.
The HSMS is supported by local leadership teams who en-
courage operators and visitors to engage in and proactively speak 
up about health and safety concerns and to take responsibility for 
safety . Implementation of the system is monitored through inter-
nal compliance audits and external certification audits. At year-
end, 66% of production sites were ISO 45001 certified.
In 2024, to support our ongoing focus on proactive accident 
prevention and continuously improving safety in our workplaces, 
we revised the criteria for recording unsafe acts and conditions 
to include only which where some form of containment or cor-
rective action followed their identification. Using a process al-
ready integrated into our quality management system, we have 
adopted the term Contained Safety Jidoka to identify this very 
specific activity . We report this metric in our monthly manage-
ment reporting, and during 2024 the reporting of unsafe acts and 
conditions significantly surpassed our target of 1 per employee,  
reflecting an ongoing awareness of the importance of reporting 
and addressing safety concerns.
H&S training and awareness building 
During 2024, H&S remained a key topic at EMT and Divisional  
Management Team meetings, and leadership safety training  
SUSTAINABILITY
A Safe and Inclusive Workplace
A Safe and  
Inclusive  
Workplace
0.30 Recordable Incident Rate by 2025 
2024 Outcome: 0.32
1 reported unsafe act or condition per employee per year  
2024 Outcome: 1.3 per employee
Year-over-year improvement in Employee experience: Continuous  
2024 Outcome: Improvement
22% women in senior management by 2025  
2024 Outcome: 19%
Zero accidents
Embrace inclusive  
ways of working
Ambition:Targets
54

===== SIDA 55 =====

continued throughout the year . All employees working in produc-
tion are trained in relevant H&S topics and H&S is included as a 
standard item in daily team meetings. In the annual employee en-
gagement survey , 88% responded that they felt safe at work and 
over 80% responded that they felt empowered to stop unsafe work 
without fear of retaliation.
Focus on high-risk activities 
Throughout 2024, we maintained strong focus on high-risk activi-
ties within our operations. To better control these risks, we consoli-
dated the application of our revised internal high-risk Standards, 
which cover:
• Working at height •    Lock-out/tag-out 
• Traffic safety •    Machine safety 
• Lifting and rigging •    Contractor safety 
 
We continue to focus on incidents that could have resulted in a 
serious injury or fatality . All such incidents are thoroughly inves-
tigated and reviewed by the responsible management team and 
shared globally so that measures can be put in place to prevent 
repeat incidents.
Inclusion
Our ambition and approach
Inclusive ways of working are an asset and a fundamental part of 
the Autoliv Key Behaviors. Including a multitude of perspectives 
is an integral aspect of successful decision-making in all parts of 
the organization and helps drive innovation and create long-term 
sustainable shareholder value in a rapidly changing industry . We 
believe that everyone should be respected and treated fairly , and 
we are committed to providing an inclusive workplace where eve-
ryone can be themselves, deliver results and bring their authentic 
selves to work. Our efforts to represent the communities in which 
we operate are supported by our use of competence-based crite-
ria for recruiting. 
Activities during the year
During 2024, we continued to deliver on our inclusion efforts by 
increasing opportunities to create equal access for consideration 
into senior management positions. Action taken during the year 
included:
• An inclusion summit for all top leadership
• Introduced training, best practices, and initiatives related to 
inclusive recruitment
• Initiated a special project on how to provide equal access to 
senior management
Measuring employee experience
We conducted a major update of our employee listening strat-
egy , created a new framework for the employee experience, and 
launched a company-wide employee experience survey . In 2024, 
the listening program was expanded to include all Autoliv em-
ployees including production associates. The updated survey in-
cludes statements that measure key aspects of an inclusive work 
environment including whether employees feel that they can be 
themselves at work (“ Authenticity”), whether they have the same 
opportunity to advance in the organization (“Perceived fairness”), 
and belongingness. Together , these measures constitute our “In-
clusion Index,” one of 5 critical KPIs in the survey . 
Perceived fairness was among the most improved areas com-
pared to 2023, improving by 14 percentage points and above the 
global average. Authenticity remained stable from 2023 with a 1 
percentage point increase but below the global average.
People development
We want all colleagues to achieve professional success and 
reach their full potential. Key components of this ambition include 
fostering a Speak Up culture, strategic workforce planning where 
we identify talent requirements, and our Key Behaviors which re-
mind us how to act to bring the best version of Autoliv to life every 
day . Dialogue between managers and team members, which in-
cludes all of these components, is a cornerstone of everyone’s 
growth. This dialogue is summarized in an annual Performance 
and Development Dialogue (PDD). In 2024, 99% of targeted 
employees conducted a PDD with their managers. To further sup-
port our employees’ growth, we use several development chan-
nels, such as facilitated and self-paced development programs, 
technical and specialist career paths, international assignments 
and continuous on-the-job training.
 
 
Leadership  
Commitment 
Leaders at all levels of the 
organization are actively 
involved in creating a behavior 
that supports and promotes 
strong H&S performance and 
continuous improvement.
Employee  
Involvement 
Employees are actively 
engaged in all aspects of 
H&S performance, including 
establishing goals, identifying 
and reporting hazards/risks, 
investigating incidents and 
tracking progress.
Workplace Safety  
is a Condition for 
Employment 
Every employee is respon -
sible for contributing to their 
own workplace safety .
Recognition and  
Control of Risks 
Processes and procedures 
are implemented to proac -
tively identify , prevent, reduce 
and/or control potential 
hazards/risks.
Continuous  
Improvement 
Processes and procedures 
are implemented to monitor 
H&S, verify implementation, 
identify defects and provide 
opportunities for improve -
ment.
Autoliv's Health & Safety  
Work Principles
55

===== SIDA 56 =====

Responsible business practices are key in 
ensuring that we understand the impacts of our 
business operations, comply with laws and reg-
ulations, and meet stakeholder expectations.
Our Responsible Business strategy 
Responsible Business is a fundamental element of Autoliv’s sus-
tainability framework. To recruit and retain the best talent and to 
build enduring relationships with our customers and suppliers, it 
is essential that Autoliv is known for the quality and integrity of 
its conduct as well as its products and services. Through our ap-
proach to Responsible Business, we work to continually strength-
en how we: 
• Proactively prevent corruption and other illegal or  
unethical business practices wherever we operate 
• Respect human rights across our value chain 
• Manage sustainability risks and impacts across our  
supply chain
Compliance and Corporate Integrity 
Autoliv’s Compliance and Corporate Integrity Program
Autoliv’s compliance program is designed in accordance with best 
practice guidance, such as guidelines for effective compliance 
programs under the Organizational Guidelines issued by the U.S.  
Department of Justice. The program serves to ensure that ad-
equate procedures are in place to prevent Autoliv from taking part 
in any anti-competitive activities, any corrupt business practices, 
or other illegal and unethical behavior , and that the company ad-
heres to applicable laws and regulations. The program also drives 
compliance with relevant corporate standards including the Auto-
liv Code of Conduct.
 
Leading with Integrity
Leading with Integrity is at the core of Autoliv’s Compliance Pro-
gram. The purpose is to enable, inspire, and make it easy for all 
employees to make the right decisions and to foster an open and 
transparent culture where all employees feel safe and encouraged 
to speak up.
In 2023, we launched a number of initiatives under the “Lead-
ing with Integrity” umbrella, aimed at strengthening the culture 
SUSTAINABILITY
Responsible Business
Responsible  
Business 
Targets
100% of target group completed Antitrust training: Continuous  
2024 Outcome: 92% 
100% of target group Code of Conduct certified: Continuous  
2024 Outcome: 94%
100% direct material suppliers sustainability audited: Continuous  
2024 Outcome: 100%
100% direct material suppliers respond to conflict minerals survey:  
Continuous. 2024 Outcome: 99%
Proactively prevent corruption and  
other unethical business practices
Respect human rights
Manage supply chain  
sustainability risks
Ambition:
56

===== SIDA 57 =====

of integrity within the organization by equipping leaders and em-
ployees with skills to make responsible decisions daily . One no-
table example was the development of an interactive game, “In-
tegrity Check – The Autoliv Code of Conduct Game,” designed 
to increase employees’ awareness of our Code of Conduct in a 
playful and engaging manner . Throughout 2024, the game was 
rolled out globally . Additionally , we conducted “Listen Up” work -
shops for leaders, focusing on how they can support and promote 
a Speak Up Culture.
The Autoliv Code of Conduct 
The Autoliv Code of Conduct is our fundamental guide for how 
to do business. It guides our actions and decisions to ensure we 
uphold the highest standards in all aspects of our business. The 
Code of Conduct is readily available on our website and has been 
translated to 19 languages. 
In November , a new Code of Conduct e-learning pro-
gram was rolled out to all non-production employees. The 
program is designed to be adaptive and specific to each role 
and function. It begins with a pre-assessment to evaluate ex -
isting knowledge. Participants who demonstrate a thorough 
understanding of the Code by answering all questions cor-
rectly will proceed directly to the end of the course. Those 
who miss any questions will be guided through relevant  
scenarios and questions to address areas needing improvement 
in terms of awareness and knowledge. This approach ensures  
efficient use of time for those already familiar with the Code while 
providing essential training for those requiring further instruction.
In addition, Autoliv’s onboarding process for new employees 
includes an introduction to the Code of Conduct through team-
based discussions on its role, our Integrity Check, mutual expec-
tations, and the importance of speaking up. In 2024, an online 
version of the Code of Conduct onboarding was created and 
integrated into the global onboarding program. Specific Code of 
Conduct training tailored for production staff was also provided.
Annual Code of Conduct certification
Each year , all Autoliv employees in a leadership role must com-
plete a Code of Conduct certification. This process includes dis-
closing any known violations and affirming that leaders actively 
promote the Code within their teams. At year-end, 94% of target 
group leaders had successfully completed their certification.
Anti-corruption  
At Autoliv , we compete vigorously and effectively while always 
complying with applicable anti-corruption laws. We have zero 
tolerance for any form of corruption in our business dealings 
and expect the same standards from our business partners. Our  
anti-corruption program is intended to support the princi -
ples in the Autoliv Code of Conduct and internal anti-corrup -
tion policy by providing employees guidance pertaining to:  
Compliance Program Elements
Is it legal  
and consistent  
with our  
Code?
Do I  
have all the 
information to 
support a good 
decision?
Do I still  
feel proud of 
myself and 
Autoliv?
Do I know  
how to explain 
the decision 
to those 
impacted?
Have I  
discussed  
with the right  
people?
Autoliv's 
Integrity Check
Autoliv’s Integrity Check is a tool designed to help employees navigate 
conflicts, dilemmas, and difficult decisions in the workplace. It involves 
a series of simple but useful questions that help individuals or teams 
pause and reflect on the situation. The goal is to avoid rushed judg-
ments and make more thoughtful, unbiased decisions.
57

===== SIDA 58 =====

• Avoiding corruption and bribery  
• Proper interaction with public officials
• Guidance on gifts and hospitality
• Charitable donations and sponsorships
• How to manage risks relating to third parties 
 
We use a combination of face-to-face workshops and virtual 
training to maintain anti-corruption awareness and knowledge for 
certain employees in functions with an increased risk exposure. 
Anti-corruption training is mandatory for selected employees in 
functions with a high corruption risk exposure. 
Antitrust and Fair Competition
We will always thrive best in fair and open markets. Therefore, we 
rigorously follow all competition and antitrust laws that apply to 
our operations. Our Antitrust and Competition Policy provides 
detailed guidance on how to ensure compliance with competition 
and antitrust laws. 
In 2024, supported by external expertise, we initiated a 
comprehensive review of our antitrust compliance program. 
This review is part of a proactive effort to continuously improve 
our Antitrust compliance program and involved a review of ex -
isting policies and procedures, a risk assessment based on in -
terviews, and a survey . An updated antitrust policy , along with 
updated procedures and guidelines, will be communicated to 
all employees in early 2025.
To further increase knowledge about Antitrust and Fair 
Competition, face-to-face training sessions were conducted 
throughout the year in several divisions. These sessions were 
specifically designed for functions and roles with an increased 
exposure to antitrust risks, ensuring that employees received 
training tailored to their job responsibilities and work contexts. 
This initiative will continue in 2025.
Speaking Up 
Autoliv has embraced a broad definition of Speaking Up: “any 
communication or discussion with the intent to bring positive 
change, show encouragement, or highlight an issue for improve -
ment”. To help ensure that our broad definition of Speaking Up is 
consistently referenced and promoted across workstreams and 
strategic initiatives, implementation of the Speak Up policy is the 
joint responsibility of several functions such as Compliance & 
Corporate Integrity , Health & Safety , Quality , and HR. Although 
we believe this broader definition benefits our business in all  
aspects, we make it clear that Autoliv employees are responsible 
for immediately reporting suspected or known violations of the 
Code of Conduct, the law , or Autoliv’s policies. All employees are 
frequently informed of the multiple channels available for raising 
such issues.
Throughout the past year , we emphasized the importance 
of Speaking Up across the organization through various chan-
nels. This included a series of “Speak Up Stories” articles which 
shared real-life examples of how employees can contribute to  
fostering an environment where everyone feels safe and en-
couraged to Speak Up. In addition, for the first time, a speci-
fic Speak Up Award was handed out as part of Autoliv’s 2024 
Awards and Recognition Program, under the category Leading 
the Autoliv Way . This award was given to the Autoliv Japan Qu-
ality Compliance Program team for its exceptional contributions 
and commitment to promoting a culture of openness and spea -
king up within their function.
Awareness of Speak Up channels and confidence in speaking 
up are measured in employee surveys. In the 2024 Employee En -
gagement Survey , 69% of participants gave a favorable response 
to the question “I can report unethical practices without fear of re -
taliation”. While many teams report that they can report unethical 
practices without fear , we recognize that this sentiment is not yet 
universal across all parts of Autoliv . 
The Code of Conduct and Speak Up policy firmly state that 
no employee or third party should be adversely affected for report -
ing in good faith or for refusing to carry out a directive believed to 
constitute a violation of the Code or other Autoliv policies, laws, or 
regulations.
Autoliv Helpline - our grievance mechanism
The Autoliv Helpline is a third-party operated reporting service 
available to all employees and third parties, allowing reports to be 
made without fear of retaliation. Stakeholders can raise questions 
or concerns about any suspected misconduct within Autoliv’s op -
erations, including violations of the Code of Conduct, Supplier 
Code of Conduct, laws, or policies under which we operate.
In 2023, we established a new Helpline and Case Manage-
ment System. The new system includes significant improve-
ments for both the reporter and for the process for functions con-
ducting investigations.
Reports can be made anonymously and/or confidentially in 
the language of any country where Autoliv operates. All reports 
are investigated to determine whether there is any violation of the 
law , the Code of Conduct, or other Autoliv policies.
SUSTAINABILITY
Responsible Business
58

===== SIDA 59 =====

Speak Up reporting
In 2024, a total of 245 reports were received by the Compliance 
team. Around 87% were received via the Helpline reporting sys -
tem (phone or online) and the other reports were raised internally , 
meaning reported directly to management, HR, Legal, or Compli -
ance teams. Of the reports received, 50% were opened for a com -
pliance investigation. Of the investigations closed in 2024, 35% of 
the allegations or cases were found to be substantiated or partially 
substantiated. Substantiated cases are presented to the appropri -
ate management for decision on remediation activities and other 
disciplinary action. All high-risk cases are presented to Executive 
Management and the Audit and Risk Committee of the Board on 
a regular basis.
Tax Policy
At Autoliv , tax planning is carried out in compliance with the Tax 
Policy approved by the Board of Directors. The basic principle is to 
respect all relevant laws, disclosure requirements and regulations, 
while safeguarding shareholder interests and the Autoliv brand. All 
tax planning must be in line with Autoliv’s business purpose and no 
baseless organizational structure is permitted. All Autoliv affiliates 
are required to pay all tax obligations and meet relevant payment 
deadlines, to fully comply with all relevant tax laws and accounting 
rules and regulations in the tax jurisdictions in which the business 
operates, and to be open and transparent with tax authorities about 
their tax liability . When disputes arise, Autoliv will proactively seek 
to work cooperatively with full transparency .
Human Rights
Human rights are an integral part of Autoliv’s sustainability agen -
da and cut across all sustainability focus areas. We are commit -
ted to respecting the UN Universal Declaration of Human Rights 
as well as human rights-related commitments laid out in the UN 
Global Compact Principles and OECD Guidelines for Multinational 
Enterprises. Human rights commitments are included in our Code 
of Conduct and Supplier Code. Our commitments are supported 
by topic-specific policies that cover specific human rights, such as 
our Health & Safety Policy , Respect in the Workplace Policy and 
Conflict Minerals Policy . Implementation of our commitments is 
ensured through various tools such as management attention and 
reporting, management systems, internal standards, audits, risk 
assessments, and training. Read more about our health & safety 
work in A Safe and Inclusive Workplace and conflict minerals work 
in Supply Chain Sustainability .
Key human rights-related issues and commitments for Autoliv  
include: 
• Our products save lives, and we need to ensure the  
quality and safety of our products as they never get a  
second chance
• We are committed to offering a safe and inclusive  
workplace and respecting labor rights
• Our climate ambitions are aligned with the Paris  
Agreement goal of limiting global warming to 1.5°C,  
thereby mitigating the most severe climate change  
impacts on societies and the environment
• Our supply chain sustainability risk management  
processes consider human rights risks and impact
In 2024, we continued to further develop our human rights due 
diligence processes with particular emphasis on including human 
rights considerations into our footprint planning and new facility 
project standards, continuing to build a systematic risk-based 
due diligence approach, as well as improving transparency in our 
supply chain.
 
Labor rights 
Autoliv is committed to offering fair terms and conditions of em-
ployment to all employees regardless of employment type, sta-
tus, or location. These commitments extend across our supply 
chain and include third-party employees at our sites. We support 
the International Labour Organization’s Fundamental Principles 
and Labor Standards and are committed to: 
 
 
Human Rights  
in the Automotive  
Industry 
As laid out in the “Shifting Gears, An Assessment of Human 
Rights Risks & Due Diligence in the Automotive Industry” 
report, published by the Automotive Industry Action Group 
(AIAG), the industry’s most salient human rights risks and  
issues include:
Child labor and forced labor
Workplace health and safety , discrimination  
and harassment
Working conditions, wages and freedom  
of association
Conflict minerals
Climate change and environmental degradation  
59

===== SIDA 60 =====

• Providing fair and equitable wages, working hours,  
benefits, and other conditions of employment in  
accordance with applicable laws
• Recognizing and respecting employees’ right to  
freedom of association and collective bargaining
• Providing decent and safe working conditions
• Prohibiting child, forced, and bonded labor
• Promoting a safe workplace free from any form of  
discrimination or harassment 
Autoliv is committed to engaging in open and transparent dialogue 
with all employees and, where applicable, with representatives of 
organized labor groups and unions. Approximately 55% of our 
workforce is covered by collective bargaining agreements. In ad-
dition, we have a number of different mechanisms through which 
employees can raise topics with management. These include  
Autoliv’s Speak Up channels (including the Autoliv Helpline), 
employee engagement surveys and related feedback sessions, 
employee suggestion programs, local health and safety commit-
tees, and operational committees. The major unions representing  
Autoliv employees in different regions are disclosed as part of the 
10-K filed with the SEC.
The headcount reductions to accelerate structural cost reduc-
tions first communicated in 2023, continued throughout 2024.  
Autoliv is committed to managing any workforce reductions  
responsibly . In all cases, negotiations were carried out with local 
unions and authorities in accordance with local laws and regula-
tions. Depending on the circumstances, certain employees were 
offered relocation, severance pay , early retirement packages, or 
other additional compensation.
Community Engagement  
As a large employer and important part of many communities 
where we operate, we strive to create positive impact wherever 
we can. Community engagement initiatives are generally decided 
and carried out locally , most often focusing on road safety activi-
ties or engaging on other topics close to our core business. Ex -
amples during the year include a traffic safety day for children at 
our tech center in Japan, and the ‘Autoliv Safety Day’ in Romania, 
engaging not only Autoliv volunteers but also partners such as the 
Romanian police, local authorities and NGOs. On the corporate 
level, Autoliv together with several other companies have a long-
standing collaboration with the NGO Pratham to ensure effective 
education for 30,000 children in Assam in India.
Autoliv Safety Foundation
Autoliv Safety Foundation was founded in 2024, with the purpose 
of supporting scientific research and development in the field of 
road safety and related areas to promote a better and safer world. 
The foundation also aims to aid in the event of humanitarian dis-
asters in the proximity of locations where Autoliv conducts opera-
tions.
Autoliv Safety Foundation made a donation to YOURS (Youth 
for Road Safety), a global organization led by and for young pe-
ople, empowering them to tackle road safety challenges and pro-
mote sustainable mobility . This donation will support initiatives in 
2025 aimed at improving road safety in Mexico, with a focus on 
engaging young people to create a lasting impact, especially in 
motorcycle safety . Furthermore, the foundation extended its sup-
port to communities affected by a typhoon in Vietnam and floo-
ding in Spain, where Autoliv has operations. 
Supply Chain Sustainability
Our ambition and approach 
Through responsible sourcing practices and supplier collabora-
tion, Autoliv aims to create positive social and environmental 
value across our supply chain. We expect suppliers and third par-
ties to enact the same standards and processes as we do when 
it comes to proactively managing key sustainability impacts and 
risks such as GHG emissions, labor rights, and anti-corruption. 
To manage our global supply chain in a responsible manner , 
we focus on integrating sustainability into relevant supply chain 
management processes. Suppliers are monitored in a live risk 
tool covering such factors as natural disasters, financial status, 
reputation, risks, and responsible sourcing practices. Autoliv’s 
lead buyers are updated regularly with information related to their 
suppliers, allowing them to take immediate action when necessa-
ry . Our approach is to work with suppliers, to the greatest extent 
possible, to resolve issues before determining to potentially pha-
se out the supplier .
We perform due diligence on high-risk third-party relations -
hips and apply risk-based controls to support our third parties in 
applying our anti-corruption commitments. In 2024, work conti -
nued to strengthen the framework for the due diligence process 
for suppliers. As part of this work, a new Standard on Third Party 
Due Diligence was developed. This Standard clarifies Autoliv’s 
commitments to practice due care when doing business with third  
parties. 
Further information related to supply chain risks is available in 
the 10-K filed with the SEC. 
SUSTAINABILITY
Responsible Business
60

===== SIDA 61 =====

Supplier Code of Conduct and Sustainable   
Sourcing Requirements 
We expect our suppliers to comply with the laws and regulations 
in the areas where they operate and to follow Autoliv’s policies 
and procedures, including our Standards of Business Conduct 
and Ethics for Suppliers (Supplier Code of Conduct). In situa-
tions where an Autoliv requirement may differ from local laws or 
regulations, we expect our suppliers to follow the most stringent 
requirements. 
The Supplier Code conveys our expectation that suppliers will 
uphold our social, ethical and environmental standards in condu-
cting their businesses in areas including human rights and wor-
king conditions, environmental protection, and business conduct 
and ethics. For direct material suppliers, the Supplier Code is in-
cluded in the Autoliv Supplier Manual (ASM). All direct material 
suppliers are required to acknowledge their compliance with the 
ASM as part of our general terms and conditions and by signing 
a separate acknowledgement letter for the ASM. In the case of 
indirect suppliers, a reference to the Supplier Code is included in 
the general terms and conditions attached to purchasing orders. 
In 2024, the Supplier Code was updated to cover new topics and 
with stricter requirements related to environment and health and 
safety . 
Autoliv’s Sustainable Sourcing Requirements contain further 
detailed requirements and expectations related to the four focus 
areas of the Supplier Code of Conduct. In 2023, the document 
was released to our direct material suppliers, and in 2024 require-
ments for indirect suppliers were developed, to be released in 
early 2025.
Supplier quality and sustainability audits 
Autoliv has dedicated teams responsible for the quality manage-
ment of our supply base, including mandatory steps such as pre-
qualification audits of new direct material suppliers. Sustainability 
criteria are included as a module in pre-qualification audits and 
must be met before becoming an Autoliv supplier . These audits 
ensure that our suppliers adhere to Autoliv’s standards as well as 
to applicable local laws and regulations, and establish a process 
for working with suppliers that fail to meet our policies and stand-
ards. If audited suppliers don’t meet our requirements, an internal 
escalation process is in place to ensure that non-conformities are 
corrected. At year-end, 100% of active direct material suppliers 
within audit scope had undergone a sustainability audit. Our audit 
practices are aligned with the AIAG guidelines. 
We carry out additional qualification of sub-suppliers for spe-
cial processes, such as heat treatment, to ensure our quality re-
quirements are met. Using a risk-based approach, we also ensure 
technical qualification of raw material suppliers.
Conflict minerals and extended minerals  
Pursuant to U.S. Securities and Exchange Commission (SEC) 
rules, conflict minerals include certain minerals (tin, tantalum, 
tungsten and gold, also known as 3TG) that originated in the 
Democratic Republic of Congo or an adjoining country and are 
sold to benefit groups financing armed conflicts in those re-
gions. We recognize the need to end the illegal extraction and 
trade of natural resources, and the human rights violations, 
conflicts and environmental degradation that result from this 
trade. We have designed our conflict minerals approach in ac-
cordance with the internationally recognized OECD Due Dili-
gence Guidance for Responsible Supply Chains of Minerals 
from Conflict-Affected and High-Risk Areas, specifically as it 
relates to our position as a downstream purchaser . The OECD 
Due Diligence Guidance has a broader scope and covers more 
minerals than 3TG. Our Conflict Minerals Policy provides fur-
ther clarification regarding conflict minerals, and its principles 
are incorporated into our Supplier Code of Conduct and the  
Sustainable Sourcing Requirements.
To comply with the SEC’s conflict minerals rules and regula-
tions and to ensure responsible sourcing of components, parts or 
products containing conflict minerals, we continuously review our 
supply chain and work with our suppliers to identify and improve 
the traceability of potential conflict minerals. We support indus-
try initiatives, such as the Responsible Minerals Initiative (RMI), 
and utilize external expert guidance to validate that the metals 
used in our products come from sustainable sources and do not 
contribute to conflicts. In cases where we find potential risks and 
conflicts with smelters identified within our supply chain, we take 
immediate action to mitigate the potential risks. In some cases, 
this means discontinuing sourcing from suppliers that are in viola-
tion of our requirements to ensure sourcing from designated RMI 
active or conformant suppliers.
To ensure our understanding of the potential use of conflict 
minerals, we have implemented an annual conflict minerals 
campaign covering our direct material suppliers. The scope of 
the annual campaign includes all direct material suppliers that 
have conducted business with us during the current calendar 
year and have listed 3TG in their Bill of Materials. This informa-
tion is extracted from the automotive industry standard reporting 
platform IMDS. The response rate to the latest completed cam-
paign, which ended in May 2024, was 99%. Most non-responding 
suppliers were customer-directed suppliers. We are working with 
these customers to mitigate this issue for future conflict minerals 
campaigns. We publish an annual report on our conflict minerals 
campaign on our website.
In addition to conflict minerals, we also have an annual report-
ing campaign in place related to tracing extended minerals (co-
balt and mica) used in components supplied to us. Autoliv does 
not permit the sourcing of cobalt or mica from high-risk smelters. 
Suppliers must be able to trace the cobalt and mica content in 
components or raw materials by part number from their facility 
back to the supplier sourcing from the identified smelters, and to 
remove any high-risk smelters.
61

===== SIDA 62 =====

Sustainability 
Appendix
SUSTAINABILITY
Appendix
Reporting scope
The report covers Autoliv Inc. and all companies over which  
Autoliv Inc. directly or indirectly exercises control (operational 
control approach). Reported information is based on actual data 
and covers the full calendar year . Exceptions to this scope:
• Health and safety reporting excludes office locations
• Environmental reporting excludes offices and other loca-
tions that have an individually insignificant impact (annual 
energy consumption <1 GWh) and that continue to be 
insignificant when aggregated
• Scope 1+2 market-based emissions for 2024 are based 
on actual activity data for January-November and esti-
mated activity data for December . Estimations are based 
primarily on historical activity data (Q4 2023 and Q1-Q3 
2024) 
GHG emissions and energy
All GHG emissions are reported as CO₂e. Due to their nature or 
to availability , some emission factors used may only cover CO₂, 
however the difference has been assessed as non-material. 
Energy consumption and GHG emissions are based on activity 
data reported in volume or quantity in an internal reporting system. 
The data is based primarily on invoices, but may be estimated if 
exact measurements or invoices do not exist.
 
Scope 1+2 emissions
Autoliv applies the GHG Protocol Corporate Accounting and 
Reporting Standard. Autoliv’s primary Scope 2 GHG accounting 
approach is market-based, and GHG emissions targets and other 
related metrics are based on market-based Scope 2 emissions. 
Emission factors are updated annually and previous years’ emis-
sions are not recalculated using the latest emission factors. The 
following emission factor sources were used to calculate 2024 
GHG emissions:
• Scope 1 energy fuels 1) : Defra 2023
• Scope 1 fugitive emissions 2, 3) : Defra 2023, IPCC AR5, 
producer-stated GWP
• Scope 2 market-based electricity: provided by supplier , 
or regional/national grid average for the locations where 
suppliers were unable to provide a specific emission factor
• Scope 2 market-based district heating/steam: IEA 2023, 
China Development and Reform Commission
• Scope 2 location-based electricity: IEA 2023
• Scope 2 location-based district heating/steam: IEA 2023, 
China Development and Reform Commission
1) Gasoline, diesel, fuel oil, LPG. 2) SF6, fugitive CO2, N2O and various refrigerants. 3) The emission 
factor for SF6 at one facility has been adjusted down by 20% to account for not all gas being released 
into the atmosphere. The adjustment is based on tests at the facility and is a best estimate associ-
ated with inherent uncertainty as the exact reduction has not been established.
2022 scope 1+2 emissions have been calculated using mainly old-
er sets of the same emission factor sources. Notably , the updated 
emission factors for 2023 represented around a 40 kton reduction 
in Scope 1+2 emissions, impacting in particular market-based 
electricity emissions. The impact of updated 2024 emission factors 
compared to 2023 emission factors was negligible.
Scope 3 emissions
Reported Scope 3 emissions have been modelled in accordance 
with the GHG Protocol Scope 3 Calculation Guidance and is based 
on a combination of spend data (e.g. logistics spend) and activity 
data (e.g. materials purchased). Generic emission factors have 
been applied as supplier-specific emission factors are generally 
not available. Reporting is limited to Scope 3 upstream categories 
as those are considered material for Autoliv and are covered by Au-
toliv’s supply chain climate ambition and Scope 3 Science Based  
Target. 
 
62

===== SIDA 63 =====

Science Based Targets
In January 2022, the Science Based Targets initiative (SBTi) 
approved Autoliv’s Science Based Targets (SBTs):
• Reduce absolute Scope 1+2 emissions by 75% from a 
2018 base year 
• Reduce absolute Scope 3 upstream emissions by 15% 
from a 2018 base year
The Scope 1+2 SBT is 1.5°C aligned and has a baseline of 423 
kton. 2024 Scope 1+2 emissions of 306 kton is a 28% absolute 
reduction compared to the baseline. The scope 3 SBT is 2°C alig-
ned and has a baseline of 3,100 kton. 2024 Scope 3 upstream 
emissions of 3,767 kton is a 22% absolute increase compared to 
the baseline.
Energy
Energy conversion factors for energy fuels come from public 
sources. The same energy conversion factors have been applied 
to all reported energy consumption 2022-2024 with the exception 
of a lower conversion factor for natural gas for 2022.
Changes and corrections
In 2024, there were no material changes in reporting scope, and 
no material recalculations. Material recalculations for 2022 and 
2023 reported figures are explained in the 2023 report. Scope 3 
emissions for 2024 are rounded off to the closest kton instead of 
closest 10 kton. Share of employees covered by collective barga-
ining agreements for 2024 has been reported rounded off to the 
nearest 5% rather than 10%.
External reporting frameworks
The following external reporting frameworks have been consi-
dered for the structure and content of this Sustainability Report:  
• We consider the Sustainability Report aligned with the 
general requirements of the EU Non-Financial Reporting 
Directive (NFRD). Autoliv’s assessment, supported by 
third party legal expertise, is that for the year 2024, Auto-
liv Inc. was not required to report in accordance with the 
EU Non-Financial Reporting Directive (NFRD) or the EU 
Corporate Sustainability Reporting Directive (CSRD)
• This Sustainability Appendix includes references to the 
voluntary SASB Auto Parts Sustainability Accounting 
Standard
• A TCFD Disclosure is included in this report
• A statement prepared to comply with the disclosure obli-
gation of California’s Voluntary Carbon Market Disclosure 
Act (VCMDA) is available on autoliv .com
External assurance
Scope 1+2 emissions for 2023 and 2024, reported in accordan-
ce with the GHG Protocol Corporate Accounting and Reporting 
Standard, have been subject to limited review carried out by EY . 
The limited review has been conducted in accordance with the 
ISAE 3410 assurance standard. The auditor’s reports are availa-
ble on autoliv .com. An additional statement prepared to comply 
with the disclosure obligations of the VCMDA is available on the 
Climate Action page on autoliv .com.
UN Global Compact Communication on Progress
This Sustainability Report serves as Autoliv’s Communication on 
Progress related to the UN Global Compact. The following sec-
tions demonstrate our commitment to implementing the Global 
Compact principles:
• Road Safety - a Global Challenge: Principle 1
• A Safe and Inclusive Workplace: Principle 6
• Climate and Circularity: Principles 7-9
• Responsible Business: Principles 1-6, 10
63

===== SIDA 64 =====

SUSTAINABILITY
Appendix
Saving More Lives
Targets & Metrics 2024 2023 2022 Comments
100,000 lives saved per year 37 ,000 35,000 Close to 
35,000
We estimate that in addition to lives saved,  
our products reduced more than 600,000  
injuries in 2024.
Share of global recalls (%) 1 ~2% ~2% ~2% The share is calculated as a ten year rolling average based on infor -
mation from national official databases.
1) SASB TR-AP-250a 1.
A Safe and Inclusive Workplace 
Targets & Metrics 2024 2023 2022 Comments
Health and Safety
0.30 Recordable Incident Rate by 2025 0.32 0.38 0.38 Number of reportable injuries, i.e. injuries  
that require treatment beyond first aid or results in one or more days 
of lost time, per 200,000 employee hours of exposure.
Work-related fatalities 0 0 2
Share of production sites  
ISO 45001 certified (%)
66% 61% 56%
Inclusion
Year-on-year improvement in Employee 
experience. Continuous
- Authenticity
- Perceived fairness
74%
74%
73%
59%
80%
73%
22% women in senior management  
by 2025
19% 19% 18% Senior management consists of around  
110 employees and include the Executive  
Management Team.
Share of women in the workforce (%) 49% 49% 49%  
Share of women in the Executive  
Management Team (%)
8% 8% 0%
Climate and Circularity
Targets & Metrics 2024 2023 2022 Comments
Carbon neutrality in own operations   
by 2030
306 kton 
CO2e
358 kton 
CO2e
430 kton 
CO2e
Scope 1+2 market-based  
emissions.
Year-on-year improvement in energy 
intensity Continuous
1% 
improve-
ment
3%  
improve-
ment
2%  
improve-
ment
MWh per million USD sales (FX adjusted).
Year-on-year improvement in waste 
intensity Continuous
No change 5% impro-
vement
5% impro-
vement
Ton per million USD sales (FX adjusted).
64

===== SIDA 65 =====

Climate and Circularity
Targets & Metrics 2024 2023 2022 Comments
GHG Emissions
GHG emissions intensity (Scope 1+2) 29.5 34.2 48.5 Ton CO2e per million USD sales (FX adjusted).
Direct Scope 1 GHG emissions  
(kton CO2e)
- Natural gas
- Other energy fuels
– SF6
- Other fugitive emissions  
Total 
56
7 
7
5
75
57
9 
22
7
95
52
10
35
5
102
Phase-out of SF6 was completed in the the first quarter of 2024,  
significantly contributing to lower scope 1 emissions in 2024.
Indirect Scope 2 GHG emissions  
(kton CO2e)
- Electricity , market-based
- District heating/steam, market-based  
Total, market-based
- Electricity , location-based
- District heating/steam, location-based
Total, location-based
220
11
231
298
11
309
247
16
263
290
16
306
311
17 
328
299
17
316
Upstream Scope 3 emissions (kton CO2 e)
- Purchased goods and services (category 1)
- Upstream transportation (category 4)
- Other upstream (categories 2, 3, 5, 6, 7 , 8)
Total
3,076 
449
242
3,767
3,070 
460
240
3,770
3,000
510
190
3,700
Energy1
Energy intensity 99.7 100.5 110.5 MWh per million USD sales (FX adjusted).
Energy use (GWh)
- Direct - natural gas
- Direct - other energy fuels
Direct total 
- Indirect - electricity
- Indirect - district heating/steam
Indirect total
Total
276
29
305
704
27
731
1,036
282
39
321
704
28
732
1,053
250
40
290 
661
29
690
980
Included in total direct energy use but not  
part of the breakdown is around 340 MWh  
of on-site solar PV generation.
Share of renewable energy/electricity (%)
- Renewable energy
- Renewable electricity
20%
30%
15%
23%
9%
13%
Renewable electricity is calculated as as the share  
of purchased electricity covered by a 'green tariff', EAC/REC/GO or  
PPA and may come from any renewable source. 100% of direct energy  
is considered non-renewable.
 1) SASB TR-AP-130a 
Waste1
Waste (kton) 112 113 101
Share of waste by type (%)
- Non-hazardous
- Hazardous
89%
11%
89%
11%
89%
11%
Share of waste by treatment (%) 
- Reuse, recycling, energy recovery
- Landfill
92%
8%
91%
9%
90%
10%
1) SASB TR-AP-150a 
65

===== SIDA 66 =====

SUSTAINABILITY
Appendix
Climate and Circularity
Targets & Metrics 2024 2023 2022 Comments
Other
Water withdrawal (thousand m3 ) 2,225 2,294 2,361 100% of water withdrawal is reported as  
coming from municipal or third party sources.
Share of production sites  
ISO 14001 certified (%)
96% 92% 96%
Number of significant spills,  
and related fines
0 0 0 A significant spill is defined as having a financial  
impact of USD 100,000 or more.
Responsible Business 
Targets & Metrics 2024 2023 2022 Comments
Business Ethics
100% in target group completed  
antitrust training 
Continuous
92% 98% 99% Target group is based on the risk exposure  
of certain employee groups. 
100% in target group Code of  
Conduct certified 
Continuous
94% 93% 99% Target group is employees in a leadership role.
Supply Chain Sustainability
100% direct material suppliers 
sustainability audited
Continuous
100% 99% 98% Percentage is based on active direct material suppliers within audit 
scope that have undergone a sustainability audit.
100% direct material suppliers respond 
to conflict minerals survey
Continuous
99% 97% 89%
Compliance Speak Up
Number of Compliance Speak Up reports
– Reported through Autoliv Helpline (%)
– Reported through other channels (%)
245 426 318 Other channels include internal reports directly to management, 
HR, the Legal or Compliance teams.
87%
13%
89%
11%
89%
11%
Compliance Speak Up reports  
per 100 employees
0.38 0.61 0.46
Labor Rights
Share of employees covered by collective 
bargaining agreements (%)
~55% ~50% ~50% Around 80% of the countries where Autoliv has  
employees have collective bargaining agreements. 
66

===== SIDA 67 =====

67

===== SIDA 68 =====

By ensuring customer satisfaction, maintaining  
tight cost control and developing new products, 
we generate cash for long-term growth, financial 
stability and competitive returns to our share-
holders. 
Autoliv has a strong cash flow and cash generation focus. Our op-
erating cash flow has always exceeded our capital expenditures. 
On average, our continuing operations have generated $871 mil-
lion in cash per year over the last five years, while our capital ex -
penditures, net, have averaged $482 million per year during the 
same period. 
Capital efficiency
Our strong cash flow reflects both Autoliv’s earnings performance 
and our capital efficiency . In 2024, our capital turnover rate, mean-
ing our sales in relation to average capital employed, was 2.7 ,  
significantly better than our 5-year average capital turnover rate 
of 2.4.
Our cash flow model
When analyzing how best to use each year’s cash flows from op-
erations, Autoliv’s Executive Management and the Board of Di-
rectors use a model for creating shareholder value that considers 
variables such as the marginal cost of borrowing, the return on 
marginal investments and the price of Autoliv shares. When eval-
uating the various uses of cash, the need for flexibility is weighed 
against acquisitions and other potential uses of cash.
Investing in operations
To create long-term shareholder value, cash flow from opera-
tions should only be used to finance investments in operations 
until the point when the return on investment no longer exceeds 
the cost of capital. Our historical weighted average cost of capi-
tal has been approximately 10% to 13% in the past ten years.  
Autoliv’s pre-tax return on capital employed has generally ex -
ceeded this level, except during the COVID-19 pandemic in 2020. 
In 2024, Autoliv generated a high return on capital employed 
(ROCE) of 25%, reflecting its strong financial performance and 
effective cost management. Over the past five years, Autoliv has 
consistently improved its ROCE, driven by strategic initiatives  
INVESTING IN AUTOLIV  
Creating Shareholder Value 
Creating  
Shareholder  
Value
$771 m
Shareholder  
Returns
Ownership  
distribution of  
institutional  
investors 
Company estimates, end of 2024.
Rest of World 3%
Rest of Europe 7%
United Kingdom 10% 
Sweden 33%
United States 47% 
68

===== SIDA 69 =====

and operational efficiencies. During this period, the return on 
capital employed has been about one to two times the pre-tax 
cost of capital. In 2024, $563 million was reinvested in the form 
of capital expenditures, net, 53% of the year’s operating cash 
flow of $1,059 million. Capital expenditures, net, were 45% 
higher than depreciation and amortization as we invest in foot-
print optimization, capacity increases and flexible automation to 
drive increased efficiency and to support sales growth. 
 
Acquisitions, divestments and investments in assets  
In order to accelerate company growth and create shareholder 
value over time, we may use some of the cash flow generated for 
acquisitions and for investments in assets such as joint ventures 
and intellectual property . These investments are typically made 
to consolidate our position in the industry , increase our vertical 
integration or expand into new markets. In the near future, we do 
not consider acquisitions as a high priority .
Shareholder returns 
Autoliv has historically used both dividend payments and share 
repurchases to create shareholder value. Autoliv does not have 
a set dividend policy . Instead, the Board of Directors regularly  
analyzes which method is most effective in order to create share-
holder value. For the full year 2024, the dividend was increased 
from $2.66 to $2.74 per share. In total, $219 million was used to pay 
dividends to shareholders in 2024. Historically , the dividend has 
usually represented a yield of approximately 2-3% in relation to  
Autoliv’s average share price, except in 2020, when a dividend 
was only paid for one quarter as a response to the effects of 
the COVID-19 pandemic. In 2024, this yield was around 2.6%. 
Repurchases of shares can create more value for shareholders 
than dividends, if the share price appreciates over the long term. 
During 2024, Autoliv repurchased 5.1 million shares, equal to 
$552 million, under the current stock repurchase program au-
thorized by the Board. The program authorizes repurchases 
of up to $1.5 billion, or 17 million common shares (whichever 
comes first), until the end of 2025. At end of 2024, the total num-
ber of shares repurchased under the program was approximate-
ly 10.2 million for a total of $1,019 million.
Capital structure 
Our debt limitation policy is to maintain a financial leverage 
Autoliv's model for creating  
shareholder value
US$ (millions)
200
400
600
800
1,000
1,200
2024 2023
CASH IN
CASH OUT
Cash IN Cash IN Cash OUT Cash OUT 
1,059
563
219
552
275
982
569
225
352
164
Operations
Increase in net debt and other
Total dividends paid
Stock repurchases
Capital expenditures, net
69

===== SIDA 70 =====

commensurate with a “strong investment grade credit rating”. Our 
long-term target is to have a leverage ratio (Net Debt, including 
pension liability , in relation to EBITDA) of around 1 time and to 
be within the range of 0.5 and 1.5 times. In addition to the above, 
the objective is to provide the Company with sufficient flexibility 
to manage the inherent risks and cyclicality in Autoliv’s business 
and allow the Company to realize strategic opportunities and 
fund growth initiatives while creating shareholder value. In 2024,  
Autoliv remained within the target range as cash flow remained  
solid and EBITDA improved. On December 31, 2024, the lever-
age ratio was 1.2 times. Autoliv holds a long-term credit rating of 
“Baa1” from Moody’s and “BBB+” from Fitch, both with a stable 
outlook. We aim to maintain a strong investment grade rating as 
our current capital structure should provide flexibility to generate 
further shareholder returns and the funding of our capital require-
ments.
Shareholder information
Autoliv’s common stock is traded on the New York Stock  
Exchange (NYSE) while Autoliv’s Swedish Depository Receipts 
(SDRs) are traded on the NASDAQ Stockholm. As of Decem-
ber 31, 2024, Autoliv estimates that approximately 36% of 
shares outstanding were SDRs (vs. 49% two years earlier) 
while 64% were common stock. In 2024, approximately 90% 
of the total volume was traded on the NYSE. During 2024, the 
number of shares outstanding decreased by more than 4.9 mil-
lion to 77 .7 million (excluding treasury shares). Stock options (if 
exercised) and granted restricted stock units and performance 
shares could increase the number of shares outstanding by 0.5 
million shares in total. Combined, this would add 0.6% to the  
Autoliv shares outstanding.
INVESTING IN AUTOLIV  
Creating Shareholder Value 
1. Cevian Capital 12%
2. Fidelity Management & Research Company 9%
3. BlackRock 6%
4. Alecta 6%
1) Shareholders holding more than 5% at the end of 2024, based on the 13-D/G filings and 
company estimates, of outstanding shares.
The largest shareholders, December 31st, 20241)
70

===== SIDA 71 =====

Operating cash flow
Capital expenditures, net
0
200
400
600
800
1,000
1,200
2423222120
Cash flow vs. Capex
US$ (Millions)
Capital Turnover Rate
Times, sales in relation to average  
capital employed
0
1
2
3
2423222120
Share buybacks
Dividend
0
100
200
300
400
500
600
700
800
2423222120
Shareholder Returns
US$ (Millions)
Return on Capital Employed  
%
0
5
10
15
20
25
2423222120
Trade working capital *
0
1,000
2,000
3,000
4,000
5,000
2423222120
Property , plant and equipment
Goodwill and other intangible assets
Assets by Category 
US$ (Millions)
Capex and D&A  
US$ (Millions) and in relation to sales %  
150
300
400
500
600
700
2423222120
0
1
2
3
4
5
6
7
Capex, net
Capex, net % of sales
D&A % of sales
*) Non-GAAP Performance Measures. See "Non-GAAP  
Performance Measures" section in the 10-K filed with the SEC.
71

===== SIDA 72 =====

BOARD AND MANAGEMENT
1. Jan Carlson 
Chairman since 2014.  
Director since 2007 .
2. Mikael Bratt
President and CEO of Autoliv Inc. 
Director since 2018.
3. Laurie Brlas
Director since 2020. Member of 
the Audit and Risk Committee and 
the Nominating and Corporate 
Governance Committee.
4. Hasse Johansson  
Director since 2018. Member of the 
Audit and Risk Committee. 
5. Leif Johansson  
Director since 2016. Chair of  
the Nominating and Corporate 
Governance Committee. Member 
of the Leadership Development 
and Compensation Committee.
6. Franz-Josef Kortüm 
Director since 2014. Member of 
the Nominating and Corporate 
Governance Committee.
7 . Frédéric Lissalde
Director since 2020. Chair of 
the Leadership Development 
and Compensation Committee. 
Member of the Nominating and 
Corporate Governance Committee.
8. Xiaozhi Liu  
Director since 2011. Member of 
the Leadership Development and 
Compensation Committee. 
9. Gustav Lundgren
Director since 2022. Member of the 
Audit and Risk Committee.
10. Martin Lundstedt
Director since 2021. Member of 
the Leadership Development and 
Compensation Committee.
11. Thaddeus “Ted” Senko  
Director since 2018. Chair of the 
Audit Committee. 
12. Adriana Karaboutis  
Director since 2024.
Board  
of Directors
1
4
11
123
5
10
2
7
9
8
6
72

===== SIDA 73 =====

1. Mikael Bratt
President and CEO. 
2. Petra Albuschus  
Executive Vice President,
Human Resources & Sustainability .
3. Kevin Fox 
President, Autoliv Americas.
 
4. Magnus Jarlegren
President, Autoliv Europe.
5. Fabien Dumont
Executive Vice President,  
Chief Technology Officer .
6. Jonas Jademyr 
Executive Vice President, Quality  
and Program Management. 
7 . Colin Naughton 
President, Autoliv Asia. 
8. Anthony Nellis  
Executive Vice President,  
Legal Affairs; General  
Counsel & Secretary . 
9. Staffan Olsson
Executive Vice President,  
Operations. 
10. Christian Swahn
Executive Vice President,  
Supply Chain Management.
11. Fredrik Westin 
Executive Vice President,  
Finance and Chief  
Financial Officer . 
12. Sng Yih
President, Autoliv China.
Executive  
Management Team
73
1
12
10
279
8
6
4
53
11

===== SIDA 74 =====

Location and  
Capabilities
74

===== SIDA 75 =====

Headquartered in Stockholm, Sweden. Incorporated in Delaware, United States
 
Location Employees Tech center
Production
Sales support
 Other 2)
BRAZIL1) 1,290    
CANADA 477 
CHINA1) 8,725      
ESTONIA1) 769     
FRANCE 1,519     
GERMANY 572  
HUNGARY1) 1,517 
INDIA1) 4,253      
INDONESIA1) 175           
JAPAN 1,986     
MALAYSIA1)          
MEXICO1) 13,988        
PHILIPPINES1) 1,218 
POLAND1) 2,137        
ROMANIA1) 9,297       
SOUTH AFRICA1) 231  
SOUTH KOREA 476        
SPAIN 419          
SWEDEN 474         
SWITZERLAND 40   
THAILAND1) 4,427      
TUNISIA1) 4,350 
TURKEY1) 2,536     
UNITED KINGDOM 222 
USA 3,957    
1) Defined as a best-cost country . 2) Includes weaving and sewing of textile cushions and seatbelt webbing, inflators, and components for airbag
and seatbelt products. 
75

===== SIDA 76 =====

AUTOLIV , INC.
Visiting address:  
Klarabergsviadukten 70, Section D,  
5th Floor , Stockholm, Sweden  
Postal address: 
P.O. Box 70381, SE-107 24 Stockholm, Sweden  
Tel: +46 (0)8 587 20 600  
E-mail: info@autoliv .com  
www .autoliv .com
CONTACT OUR BOARD 
Autoliv , Inc.
P.O. Box 70381, SE-107 24 Stockholm, Sweden 
Tel: +46 (0)8 587 20 600 
E-mail: legalaffairs@autoliv .com
The Board, individual directors and the committees of  
the Board can be contacted using the address above.  
Contact can be made anonymously and communication  
with individual directors is not screened. The relevant  
chairman receives all such communication after it has  
been determined that the content represents a message  
to such chairman.
STOCK TRANSFER AGENT AND REGISTRAR  
www .computershare.com
INVESTOR REQUESTS
Autoliv , Inc.,
P.O. Box 70381, SE-107 24, Stockholm, Sweden 
Tel: +46 (0)8 587 20 600 
E-mail: ir@autoliv .com  
2025 PRELIMINARY FINANCIAL CALENDAR
April 16, Financial Report Q1
May 8, Annual Stockholders Meeting
July 18, Financial Report Q2
October 17 , Financial Report Q3
Concept and Design: PCG
Photos: Getty Images, PCG, Shutterstock,  
Spectrum Digitale Medien GmbH,  
Autoliv colleagues
Contacts  
and Calendar
76

===== SIDA 77 =====

UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 10-K
☒ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
For the fiscal year ended December 31, 2024
or
☐ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
For the transition period from  _________  to _________
Commission file number: 001-12933
AUTOLIV, INC.
(Exact name of registrant as specified in its charter)
Delaware 51-0378542
(State or other jurisdiction of
incorporation or organization)
(I.R.S. Employer
Identification No.)
Klarabergsviadukten 70, Section D5,
Box 70381, SE-107 24
Stockholm, Sweden (Zip Code)
(Address of principal executive offices)
+46 8 587 20 600 
(Registrant’s telephone number, including area code)
Securities registered pursuant to Section 12(b) of the Act:
Title of each class: Trading Symbol(s): Name of each exchange on which registered:
Common Stock (par value $1.00 per share) ALV New York Stock Exchange
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.   Yes  ☒   No  ☐
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act.   Yes  ☐   No  ☒
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 
during the preceding 12 months (or for such shorter period that the registrant was required to file such reports); and (2) has been subject to such filing 
requirements for the past 90 days.    Yes:  ☒   No:   ☐
Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of 
Regulation S-T (§ 232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files).    
Yes:   ☒   No:   ☐
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, smaller reporting company or an 
emerging growth company. See the definitions of “large accelerated filer,” “accelerated filer,” “smaller reporting company” and “emerging growth company” 
in Rule 12b-2 of the Exchange Act.
Large accelerated filer  ☒   Accelerated filer  ☐
Non-accelerated filer  ☐   Smaller reporting company  ☐
Emerging growth company ☐
If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new 
or revised financial accounting standards pursuant to Section 13(a) of the Exchange Act. ☐
Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal 
control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262 (b)) by the registered public accounting firm that prepared 
or issued its audit report. ☒
If securities are registered pursuant to Section 12(b) of the Act, indicate by check mark whether the financial statements of the registrant included in the 
filing reflect the correction of an error to previously issued financial statements. ☐
 
Indicate by check mark whether any of those error corrections are restatements that required a recovery analysis of incentive-based compensation received 
by any of the registrant’s executive officers during the relevant recovery period pursuant to §240.10D-1(b). ☐
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act).    Yes:  ☐   No:  ☒
The aggregate market value of the voting and non-voting common equity of Autoliv, Inc. held by non-affiliates as of the last business day of the second 
fiscal quarter of 2024 amounted to $8,568 million.
Number of shares of Common Stock outstanding as of February 12, 2025: 77,714,402.
Auditor Firm Id: 1433                       Auditor Name: Ernst & Young AB                  Auditor Location: Stockholm, Sweden

===== SIDA 78 =====

DOCUMENTS INCORPORATED BY REFERENCE
Portions of the registrant’s definitive Proxy Statement for the annual stockholders’ meeting to be held on May 8, 2025, to be dated on or around March 25, 
2025 (the “2025 Proxy Statement”), are incorporated by reference into Part III of this Annual Report on Form 10-K. The 2025 Proxy Statement will be filed 
with the U.S. Securities and Exchange Commission within 120 days after December 31, 2024.

===== SIDA 79 =====

1
AUTOLIV, INC.
Index
PART I
Item 1. Business 3
Item 1A. Risk Factors 10
Item 1B. Unresolved Staff Comments 22
Item 1C. Cybersecurity 23
Item 2. Properties 25
Item 3. Legal Proceedings 28
Item 4. Mine Safety Disclosures 28
PART II
Item 5. Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities 29
Item 6. [Reserved]
Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations 31
Item 7A. Quantitative and Qualitative Disclosures about Market Risk 51
Item 8. Financial Statements and Supplementary Data 53
Item 9. Changes in and Disagreements with Accountants on Accounting and Financial Disclosure 87
Item 9A. Controls and Procedures 87
Item 9B. Other Information 88
PART III
Item 10. Directors, Executive Officers and Corporate Governance 89
Item 11. Executive Compensation 89
Item 12. Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters 89
Item 13. Certain Relationships and Related Transactions, and Director Independence 89
Item 14. Principal Accountant Fees and Services 89
PART IV
Item 15. Exhibit and Financial Statement Schedules 90

===== SIDA 80 =====

2
NOTE ABOUT FORWARD-LOOKING STATEMENTS
This Annual Report on Form 10-K contains statements that are not historical facts but rather forward-looking statements within the 
meaning of the Private Securities Litigation Reform Act of 1995. Such forward-looking statements include those that address activities, 
events or developments that Autoliv, Inc. (“Autoliv,” the “Company” or “we”) or its management believes or anticipates may occur in the 
future. All forward-looking statements are based upon our current expectations, various assumptions and/or data available from third 
parties. Our expectations and assumptions are expressed in good faith and we believe there is a reasonable basis for them. However, 
there can be no assurance that such forward-looking statements will materialize or prove to be correct as forward-looking statements are 
inherently subject to known and unknown risks, uncertainties and other factors which may cause actual future results, performance or 
achievements to differ materially from the future results, performance or achievements expressed in or implied by such forward-looking 
statements.
In some cases, you can identify these statements by forward-looking words such as “estimates,” “expects,” “anticipates,” “projects,” 
“plans,” “intends,” “believes,” “may,” “likely,” “might,” “would,” “should,” “could,” or the negative of these terms and other comparable 
terminology, although not all forward-looking statements contain such words.
Because these forward-looking statements involve risks and uncertainties, the outcome could differ materially from those set out in the 
forward-looking statements for a variety of reasons, including without limitation: general economic conditions, including inflation;   changes 
in light vehicle production; fluctuation in vehicle production schedules for which the Company is a supplier; global supply chain disruptions, 
including port, transportation, and distribution delays or interruptions; supply chain disruptions, and component shortages specific to the 
automotive industry or the Company; geopolitical instability, including the ongoing war between Russia and Ukraine and the hostilities in 
the Middle East; changes in general industry and market conditions or regional growth or decline; changes in and the successful execution 
of our capacity alignment, restructuring, cost reduction, and efficiency initiatives and the market reaction thereto; loss of business from 
increased competition; higher raw material, fuel, and energy costs; changes in consumer and customer preferences for end products; 
customer losses; changes in regulatory conditions; customer bankruptcies, consolidations or restructuring or divestiture of customer 
brands; unfavorable fluctuations in currencies or interest rates among the various jurisdictions in which we operate; market acceptance 
of our new products; costs or difficulties related to the integration of any new or acquired businesses and technologies; continued 
uncertainty in pricing and other negotiations with customers; successful integration of acquisitions and operations of joint ventures; 
successful implementation of strategic partnerships and collaborations; our ability to be awarded new business; product liability, warranty 
and recall claims and investigations and other litigation, civil judgments or financial penalties and customer reactions thereto; higher 
expenses for our pension and other postretirement benefits, including higher funding needs for our pension plans; work stoppages or 
other labor issues; possible adverse results of pending or future litigation or infringement claims, and the availability of insurance with 
respect to such matters; our ability to protect our intellectual property rights; negative impacts of antitrust investigations or other 
governmental investigations and associated litigation relating to the conduct of our business; tax assessments by governmental authorities 
and changes in our effective tax rate; dependence on key personnel; legislative or regulatory changes impacting or limiting our business, 
including changes in trade policy and tariffs; our ability to meet our sustainability targets, goals and commitments; political conditions; 
dependence on and relationships with customers and suppliers; the conditions necessary to hit our financial targets; and other risks and 
uncertainties identified in Item 1A -“Risk Factors” of this Annual Report on Form 10-K, Item 1A, and Item 7 - “Management’s Discussion 
and Analysis of Financial Condition and Results of Operations” in this Annual Report.
For any forward-looking statements contained in this or any other document, we claim the protection of the safe harbor for forward-looking 
statements contained in the Private Securities Litigation Reform Act of 1995, and we assume no obligation to update publicly or revise 
any forward-looking statements in light of new information or future events, except as required by law.

===== SIDA 81 =====

3
PART I
Item 1. Business
General
Autoliv, Inc. (“Autoliv”, the “Company” or “we”) is a Delaware corporation with its principal executive offices in Stockholm, Sweden where 
it currently employs approximately 110 people. The Company functions as a holding corporation and owns two principal subsidiaries, 
Autoliv AB and Autoliv ASP, Inc. The Company's fiscal year ends on December 31.
The Company is a leading developer, manufacturer, and supplier of passive safety systems to the automotive industry with a broad range 
of product offerings. 
Passive safety systems are primarily meant to improve safety for occupants in a vehicle. Passive safety systems include modules and 
components for frontal-impact airbag protection systems, side-impact airbag protection systems, pedestrian protection systems,  steering 
wheels, inflator technologies, battery cut-off switches and seatbelts. 
To expand its product offerings, the Company has formed Mobility Safety Solutions. By combining its core competence and industry 
experience, the Company also develops and manufactures mobility safety solutions such as pedestrian protection, battery cut-off 
switches, connected safety services, and safety solutions for riders of powered two-wheelers. 
The Company has 62 production facilities in 23 countries and its customers include the world’s largest car manufacturers. The Company’s 
sales in 2024 were $10.4 billion, approximately 68% of which consisted of airbag and steering wheel products and approximately 32% of 
which consisted of seatbelt products. The Company's business is conducted in the following geographical regions: The Americas, Europe, 
China, and Asia, excluding China.
On December 31, 2024, the Company had approximately 65,200 personnel worldwide, with 9% being temporary personnel.
Additional information required by this Item 1 regarding developments in the Company’s business during 2024 is contained under Item 7 
in this Annual Report.
Reportable Segment
The Company has one reportable segment based on the way the Company evaluates its financial performance and manages its 
operations. The Company's business is comprised of passive safety products –principally airbags (including steering wheels and inflators) 
and seatbelts. For more information regarding the Company’s segment reporting, see Note 1, Basis of Presentation, to the Consolidated 
Financial Statements in this Annual Report.
Products, Market, and Competition
Products
Providing life-saving solutions is a key priority as the world population grows and develops. However, population expansion in growth 
markets and the rise of megacities creates new complexities. To meet this challenge, the Company develops safety solutions for both 
mobility and society that work in real life situations. The Company's passive safety systems such as seatbelts and airbags substantially 
mitigate human consequences of traffic accidents.
The airbag module is designed to inflate extremely rapidly and then quickly deflate during a collision or impact. It consists of the container, 
an airbag cushion, and an inflator. The purpose of the airbag is to provide the occupants a cushioning and restraint during a crash event 
to prevent any impact or impact-caused injuries between the occupant and the interior of the vehicle.  
Seatbelts can reduce the overall risk of serious injuries in frontal crashes by as much as 60% due to advanced seatbelt technologies such 
as pretensioners and load limiters.
The Company also manufactures steering wheels that are crafted to ensure they meet safety requirements and are functional as well as 
stylish.
Market and Competition
Consumer research clearly shows that consumers want safe vehicles, and several significant trends are likely to positively influence 
overall safety content per vehicle. These include:
1) Society becoming increasingly focused on Vision Zero and its goal of reducing traffic fatalities and their associated costs;
2) Demographic trends of increased urbanization, aging driver populations, and increased safety focus in growth markets;
3) Evolving government regulations and test rating systems to improve the safety of vehicles in various markets, such as the 
updated European New Car Assessment Program (Euro NCAP), China NCAP, and USNCAP; and
4) The trend towards more electrical vehicles may lead to roomier interiors that may require more advanced passive safety systems, 
as well as products to cut the electrical power in case of an accident. 
The automotive passive safety market is driven by two primary factors: light vehicle production (LVP) and content per vehicle (CPV).

===== SIDA 82 =====