Challenges
Customer demand drives economic growth and can support more sustainable outcomes by favouring low‑carbon and responsibly produced products.

Impact
Lerøy’s future development depends on continuous improvement, efficiency and innovation across the value chain, supported by alignment with strategic customers. Progress requires shared decisions (e.g. lower‑emission feed inputs). Without such alignment, there is a risk of developing solutions that lack market demand and reduce value creation.

If we understand and meet customer and market needs, Lerøy succeeds when its customers succeed. We aim to meet expectations on delivery, sustainability, quality and cost, while driving growth in existing and new markets through forward-looking, sustainable solutions.

Value is created within value chains and through the interaction of businesses operating within them, forming networks and competitive dynamics for customers.

Our ambitions in this area

Our vision “to be the world’s most effective and sustainable value chain for seafood”; requires us to continue to develop in order to achieve a position as a preferred supplier of seafood on a global scale. Our customers aim for growth and new market shares by offering competitive solutions with a view to cost and quality, innovation, security of supply and food safety.

We need to understand the wishes of our customers, and our value chain needs to be built upon competitive processes that ensure success for our customers. Feedback from customers is an opportunity for improvement.

Target: Increase the share of sales revenue from strategic customers

How we take action/what action has been taken

Lerøy has focused on achieving growth by means of securing access to raw materials that are fully traceable and governable. Lerøy's value chain comprises a large product range and allows for development of activities and products to increase customer satisfaction and willingness to pay, which in turn helps our customers gain new market shares.

The fundamental principles in the method utilised to achieve our goals are working continuously to achieve optimal flow of goods to the customer and optimal flow of information from the customer, by means of continuous improvement. This requires a decentralised organisation that is able to solve problems where and when they emerge, but also a Group that has the capacity to disseminate information from customers back to the value chain, so that all parties are aware of the challenges to be solved. Problem-solving shall be based on facts.

Lerøy has not been involved in any negative impacts through its activities or as a result of our business relationships related to customer perspective. 

How we measure our impact

The Group works actively to build long-term, strategic customer relationships in which values for both parties are created over time. Strategic customers are customers considered important to the long-term sucess of Lerøy, with the same values, goals and with mutual beneficial sustainable outcomes. Strategic customers may have an uniqe requirement or needs that are diffcult for other companies to fulfill.

The Group has and shall have a wide range of customers in order to minimise risk related to individual customers. The share of revenue from strategic customers, is used as an indicator of our performance in this area.

Target and result

In 2025, 59% of our revenue came from strategic customer, close to target. We have been in dialogue with several strategic customers and defined strategic long term partnerships.

To define partnership models with long term beneficial outcomes takes time, our ambition is that 70% of our revenue share comes from strategic customers within 2030.