Hillrom, officially known as Hill-Rom Holdings, Inc., is a leading provider of medical technologies and services headquartered in the United States. Founded in 1915, the company has established a strong presence in North America, Europe, and Asia, focusing on enhancing patient care through innovative solutions. Operating primarily in the healthcare industry, Hillrom offers a diverse range of products and services, including hospital beds, patient monitoring systems, and surgical equipment. Their commitment to advancing healthcare technology is evident in their unique offerings, such as smart hospital beds that integrate with electronic health records to improve patient outcomes. With a robust market position, Hillrom has achieved notable milestones, including numerous awards for innovation and excellence in patient care. The company continues to lead the way in transforming healthcare environments, making it a trusted partner for healthcare providers worldwide.
How does Hill Rom's carbon action stack up? DitchCarbon scores companies based on their carbon action and commitment to reducing emissions. Read about our methodology to learn more.
Mean score of companies in the Health Services industry. Comparing a company's score to the industry average can give you a sense of how well the company is doing compared to its peers.
Hill Rom's score of 31 is higher than 59% of the industry. This can give you a sense of how well the company is doing compared to its peers.
Hill-Rom, headquartered in the US, currently does not provide specific carbon emissions data, as indicated by the absence of reported figures. The company is a current subsidiary of Hill-Rom Holdings, Inc., which may influence its climate commitments and reporting practices. Despite the lack of direct emissions data, Hill-Rom is part of a corporate family that includes Baxter International Inc., which may have relevant performance metrics. However, no specific reduction targets or initiatives have been disclosed by Hill-Rom at this time. The absence of emissions data and reduction targets suggests that Hill-Rom may still be in the early stages of formalising its climate strategy. As the industry increasingly prioritises sustainability, it is essential for Hill-Rom to establish clear commitments and transparent reporting to align with global climate goals.
Access structured emissions data, company-specific emission factors, and source documents
| 2002 | 2003 | 2005 | 2006 | 2009 | 2010 | 2011 | 2014 | 2017 | 2018 | 2019 | 2020 | 2021 | 2022 | 2023 | |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Scope 1 | 781,365,000 | 000,000,000 | 000,000,000 | 000,000,000 | 000,000,000 | 000,000,000 | 000,000,000 | 000,000,000 | 000,000,000 | 000,000,000 | 000,000,000 | 000,000,000 | 000,000,000 | 000,000,000 | 000,000,000 |
| Scope 2 | - | - | - | - | - | - | - | 000,000,000 | 000,000,000 | 000,000,000 | 000,000,000 | 000,000,000 | 000,000,000 | 000,000,000 | 000,000,000 |
| Scope 3 | - | - | - | - | 0,000,000,000 | 0,000,000,000 | 0,000,000,000 | 0,000,000,000 | 0,000,000,000 | 0,000,000,000 | 0,000,000,000 | 0,000,000,000 | 0,000,000,000 | 0,000,000,000 | 0,000,000,000 |
Hill Rom's Scope 3 emissions, which decreased by 10% last year and decreased by approximately 7% since 2009, demonstrating supply chain emissions tracking. The vast majority of their carbon footprint comes from suppliers and value chain emissions, representing the vast majority of total emissions under the GHG Protocol, with "Purchased Goods and Services" being the largest emissions source at 45% of Scope 3 emissions.
Climate goals typically focus on 2030 interim targets and 2050 net-zero commitments, aligned with global frameworks like the Paris Agreement and Science Based Targets initiative (SBTi) to ensure alignment with global climate goals.
Hill Rom has not publicly committed to specific 2030 or 2050 climate goals through the major frameworks we track. Companies often set interim 2030 targets and long-term 2050 net-zero goals to demonstrate measurable progress toward decarbonization.
