Diversity and Inclusion in Jotun A/S

This equality statement for Jotun A/S has been prepared in accordance with the requirements of the Equality and Anti-Discrimination Act as well as the company’s governance documents and practices. The report provides a comprehensive overview of the status, measures, and results related to Diversity & Inclusion within the organisation and includes descriptions of ongoing efforts and metrics. The statement is intended as a resource for management, HR, and authorities, and gives a holistic view of the efforts to promote equality and counteract discrimination at Jotun A/S.

PART 1

1.    Gender balance metrics

1.1 Gender balance

Table showing status of gender balance in Jotun A/S:

	Females	Males	Total
Gender balance all employees	335 (33 %)	682 (67 %)	1017
Temporary employees	7 (47 %)	8 (53 %)	15
Part-time employees	10 (45 %)	12 (55 %)	22
Non-voluntary part-time employees	0	0	0
Average parental leave (in weeks)	11 weeks (27 employees)	6 weeks (35 employees)	8 weeks (62 employees)
Gender balance in management	84 (39 %)	134 (61 %)	218
Gender balance in top management	2 (29 %)	5 (71 %)	7

Note: Metrics are correct as of 30th of November 2025. Where relevant, 12 months of rolling data has been used.

Comment on part-time employment:

Jotun A/S considers all part-time work to be voluntary because all job offers are for full-time positions, and all requests for part-time/reduced hours are initiated by the employee. 

Comment on average parental leave: 

The data included above relates to the period 01.12.24 – 30.11.25 and omits additional leave for the same employees before and after this period. Therefore, the data may not represent the total parental leave for these employees. 

Comment on the gender balance: 

Low turnover and large volumes of male applicants impact the gender balance the company. Jotun A/S has very low turnover, which limits the potential for significant gender balance shifts in the short term, and as a result, gender balance has been stable. Despite having both local and global targets for metrics (such as the number of female managers), changes take time. Additionally, Jotun A/S is limited by the pool of applicants to externally posted positions. Several functions, especially technical, observe significantly more male applications.

1.2 Gender balance: compensation

Jotun’s salary system is based on three principles – salary shall be correct (for the position), fair (within the company) and competitive (compared to external market). These principles implicitly avoid discrimination based on gender, or age, by focusing on pay being correct for certain positions and qualifications.

The positions are assigned to a job profile, and each job profile is assigned a level. Assigning a level in the job architecture includes an assessment of equal work and work of equal value, which has been done in cooperation between Jotun and an external partner specialising in job architecture and benchmarking. Level assignments are also regularly discussed with Unions.

The structured approach is critical for Jotun A/S to ensure that our salary structure follows the principles of right, fair and competitive pay mentioned above, and that it can avoid inexplicable and unjustified differences in remuneration.

Calculation of salary differences, have been broken down by base salary and various supplements, bonuses, and benefits for the fiscal year 2025.

Table mapping compensation based on gender within Jotun A/S:

Groups	Gender balance within group		Salary differences Ratio of female to male average salary, in %
	Females	Males	Cash benefits					Benefits in kind
			Sum cash benefits	Base salary	Irregular allowances (see description below)	Bonus	Overtime (see description below)	Sum taxable benefits in kind
Level 12	6	12	106.3%	120.0%	110.9%	83.2%	223.0%	N/A
Level 13	11	33	87.1%	91.0%	103.0%	87.2%	10.9%	94,3%
Level 14	28	44	90.0%	89.6%	128.3%	88.1%	139.4%	87.8%
Level 15	22	52	85.8%	89.3%	5.0%	88.2%	40.1%	16.6%
Level 16	57	90	94.7%	95.7%	81.5%	89.8%	56.5%	48.9%
Level 17	74	97	90.0%	92.3%	80.0%	88.0%	69.3%	36.0%
Level 18	52	112	95.4%	95.1%	106.7%	90.0%	51.4%	59.3%
Level 19	37	41	95.7%	95.7%	92.0%	102.2%	-N/A	56.5%
Level 20	9	22	98.9%	98.4%	82.2%	100.7%	-N/A	32.3%
Level 21	11	18	93.6%	96.2%	40.9%	87.0%	N/A	12.2%
Operators	14	123	102.7%	103.3%	N/A	103.5%	84.0%	273.0%
Total	335	682	92.2%	97.3%	77.3%	97.1%	70.3%	42.2%

Comment on the contents of the table: 

Bonus
Jotun's bonus model is based on the company's overall results with an agreed percentage for all employees—not individual performance — which ensures that no discrimination between genders occurs. While based on collective results, because an employee’s bonus is dependent on attendance/ tenure during the preceding year, the percentage for bonus may differ from the base salary.

Overtime
In total, 250 employees worked overtime, averaging at 44.7 hours. Jotun A/S provides flexible working hours for employees in administrative positions, and as more than 80% of employees are in administrative positions, there is a limited amount of overtime. For operators, flexibility is more limited and overtime is more common. Overtime is usually voluntary and position specific and, therefore, does not discriminate based on gender, as it is specific to certain roles and the degree of flexibility these roles have in deciding their working hours.

Irregular cash benefits
The main compensation components at Jotun A/S are base salary and bonus. However, other cash benefits may occur, for example, overtime (see description above). In addition to that, an office allowance is paid for Sales Executives without access to office, phone compensation is paid to positions that are not eligible to taxable company paid phone; company car allowance is paid to positions that are eligible to company car, but choose to receive cash allowance instead, administrative positions that require to be available outside office and working hours can get part of internet expenses covered by company and employees that do not reside in areas where company has negotiated favourable deals with local sports clubs, can seek support from employer to cover part of monthly training costs.

All irregular cash benefits are connected to certain position groups, subject to company policies and are necessary for their role. They are available for all employees, irrespective of gender and position. 

Most of the irregular cash benefits are connected to positions, rather than individuals so there is some assurance that there are no grounds for discrimination. However, because a relatively low proportion of female employees are in positions that are eligible for irregular cash benefits (for example, Sales), a lower percentage of irregular cash benefits for females in various levels can be seen in the data.

Benefits in kind
Jotun A/S provides a variety of benefits in kind to employees. While some benefits in kind, for example insurance, covers all employees, others are benefits that are connected to certain position groups and subject to company policies. As with irregular cash benefits, benefits in kind are not connected to individuals, thereby omitting opportunities for discrimination. However, because of the low proportion of female employees in positions that receive benefits in kind, a lower percentage of benefits in kind for females can be observed in the data.

PART 2

Jotun A/S’ work for gender equality and against discrimination

1.   Governance Documents and Corporate Values

Jotun A/S is a global company consisting of 68 companies in 49 countries worldwide. The company extends its geographic reach through a network of subsidiaries, joint ventures, associated companies, sales offices and distributors. The parent company, Jotun A/S, is headquartered in Sandefjord, Norway.

Jotun’s four core values – Loyalty, Care, Respect and Boldness are the building blocks of Jotun’s culture and together with the Business Principles lay the foundation for all activities across the company. 

Main principles for ensuring responsible business in Jotun are anchored with the Board of Directors of Jotun A/S and are developed and strengthened in close collaboration with Group Management. This leads to a hierarchy of steering documents that ensure Jotun companies in all markets operate within the same set of rules. All policies are available to all employees through the Jotun Management System.

Jotun’s efforts for gender equality and anti-discrimination are described in the company’s overarching Human Resources Policy. To ensure that Jotun works in a standardised, professional and efficient way, global policies have been developed in several areas related to equality and anti-discrimination:

• Organisational design, job structure and career planning Policy/ Policies
• Employer Branding, Recruiting and Onboarding Policy
• Compensation Policy
• Leadership, Talent and Performance Management Policy
• Learning and Development Policy
• Diversity and Inclusion Policy

For Jotun A/S, several local procedures and guidelines support the global policy while adapted to local laws and regulations, examples include statutory leave of absence, flexible hours and overtime, and routines for following up on sick leave.

Jotun’s whistleblowing channel is open to both internal and external stakeholders who wish to report on any potential violations of Jotun’s Business Principles, policies, laws or regulations. Jotun encourages employees and external stakeholders to raise concerns if malpractice or wrongdoings are suspected, so the company can address and follow up the concerns. Concerns can be reported openly or anonymously, and once a concern is formally recorded, it is investigated and handled according to established procedures. All reports are handled confidentially, and individuals are protected and treated respectfully.

2.    Organising and Responsibility

2.1 Focus areas in working against discrimination

Jotun is committed to work actively against discrimination in all forms. The grounds for discrimination in the Equality and Anti-discrimination Act are defined as; gender, disability, sexual orientation, age, gender identity, gender expression, religion and beliefs, ethnicity, caring responsibilities, pregnancy, and parental leave and adoption. 

Jotun A/S has a focus on four diversity parameters with an aim to build diversity across functions and organisational levels:

• Generational diversity (measured by age)
• Cultural diversity (measured by nationality)
• Gender
• Professional background

The reason for choosing these four parameters is the ability to quantitatively measure these, as well as establish measurable activities to mitigate the identified risks. In addition to these, Jotun A/S has a range of activities to support work against discrimination based on other (less quantifiable) grounds. These activities will be described in section 3.

Out of the four focus areas mentioned above, gender is considered the parameter with the greatest potential for improvement. Jotun A/S has set a target of at least 30 per cent female managers globally by 2030 and at least 40 per cent female managers at the headquarters by 2030.

2.2 Organizing of work towards equality

Jotun follows a systematic approach to promoting equality and combating discrimination, which includes the following key actions:

• Regularly assessing whether there are risks of discrimination or other barriers to equality within the company. The identified risks are described in section 3.
• Analysing the underlying causes of any identified risks related to discrimination or inequality. This is necessary to be able to ensure that measures that are taken mitigate the identified risks.
• Implementing targeted measures designed to counteract discrimination and actively promote increased equality and diversity within the organisation. These are described in section 3.
• Evaluating the outcomes of these efforts to ensure continuous improvement in line with these objectives. The way results of activities are measured/ monitored, as well as further plans are described in section 4.

This structured method ensures that Jotun’s work towards equality and against discrimination is both proactive and measurable, supporting a diverse and inclusive workplace as described in the company's overall strategy.

2.3 Roles and Responsibilities

Responsibility for equality work at Jotun A/S is a management responsibility, while execution is supported and coordinated by HR, which has dedicated resources for coordinating and implementing activities as described above.
Below is an overview of active stakeholders that have high engagement in company’s work against discrimination and towards equality: as well as examples of activities taking place to carry out this work.

Unions

Regular monthly meetings are held between HR and the Unions, and employee representatives actively participate in the development, assessment, and follow-up of risks and measures. Top management and employee representatives also work in close collaboration, including through the Working Environment Committee (AMU). These measures ensure that actions and priorities are firmly embedded within the organisation, and that both management and employees have ownership of equality work. In addition, the trade unions and HR hold a full day seminar focused on cooperation once a year.

Employees

All employees must complete an introductory course (e-learning) in Diversity & Inclusion within the first six months of employment. Employees are invited to various Diversity and Inclusion related activities, as well as participate in Employee Feedback Survey, thereby supporting work with identifying risks and suggesting mitigation activities. Employees are made aware of company’s Whistleblowing channel where they can raise concerns, also related to company’s practices around Diversity and Inclusion.

Managers

All managers receive training in diversity management as well as tools to support inclusive recruitment and promotions through Basic Management Training, in addition to participating in the activities that are made available for all Employees.

3.    Measures and Activities for gender equality and anti-discrimination

This section describes the way the company identifies risks across multiple platforms and stakeholders and then provides a more detailed overview of the identified risks and mitigating activities.

3.1 Identifying risks

Risk assessment is an integral part of Jotun's efforts toward equality and against discrimination.

Employee Feedback Survey

As part of the Employee Feedback Survey (EFS), all employees are asked to what extent they agree with six statements related to diversity and inclusion. This results in an inclusion index that local companies, regions, and corporate functions use as a basis for assessing status and implementing measures in this area. The EFS participation rate in 2025 was 94 % and the inclusion index was 8.6 on a scale from 1 to 10 (where 1 is low and 10 is high). The Inclusion index provides insight into perceived inclusion, and employee surveys are actively used in risk assessment, not only based on the measurable results, but also aggregated free-text comments.

Analysis and reporting

Regular analysis is conducted in the HR system to identify any biases related to gender, age, nationality, and other relevant grounds for discrimination. Such analysis is done on ad-hoc basis as well as part of the mandatory biannual Business Review* carried out for all Jotun entities. Compensation related risks are identified annually in connection to salary review and analysed in cooperation with Unions. Diversity and Inclusion status analysis are presented both to Jotun Group Management and Company Board, along with identified risks and status of Diversity and Inclusion metrics. 

Whistleblowing channel

The Whistleblowing channel is an anonymous reporting platform available for anyone – including employees and external stakeholders. The aggregated results from the channel support the company to identify discrimination risks and establishing mitigating activities.

* Key Diversity & Inclusion figures are reported by the Jotun Group companies in the semi-annual Business Reviews:

• Hiring and onboarding success rate by gender
• Completion of Academy by gender
• Employee turnover by gender and age
• Age distribution in management and across organisational levels
• Gender balance in the total workforce
• Gender balance by function
• Gender balance among non-production employees
• Gender balance among managers
• Gender balance in the company’s management team
• Inclusion index
• Pay differences between genders

3.2 Recruiting

Jotun A/S acknowledges the inherent risk of unfair recruitment practices and has implemented several actions to mitigate these risks and ensure recruitment is fair, promotes diversity and does not facilitate discrimination. The HR department supports all recruitment processes and works continuously to educate managers and raise awareness about topics such as unconscious bias and the benefits of a diverse work environment.  Mitigating actions include:

• Structured guidelines for the recruitment process – drafting job adverts with images and inclusive language, and inclusive selection and interview processes. Our recruitment tool screens out information on discriminatory characteristics. And managers are encouraged to offer the most qualified candidate the position, regardless of discriminatory factors such as nationality, gender, age, etc.
• Inclusive hiring course for all managers – raising awareness about bias. HR reminds all managers about this course at the start of each recruitment. Training is available both as e-learning and as a classroom-based workshop.

3.3 Salary and Working Conditions

There is an inherent risk of salary differences between genders or other groups which cannot be explained by objective criteria. To mitigate the risk and prevent subjectivity and bias, Jotun has implemented measures to ensure pay in Jotun is correct, fair and competitive.

Jotun A/S uses different external market statistics and salary databases to ensure effective compensation management and to conduct statistical analyses of salary levels across gender, age, seniority, position groups etc. If unfair differences are identified, a plan for extraordinary salary adjustments is implemented to reduce the gap. No significant differences related to gender have been reported during the most recent salary reviews.

Actions to ensure correct and fair pay:

• Job architecture that assigns a job profile for each position, which secures that the company can compare equal work and work of equal value.
• Annual equal pay assessment – analysis of salary data across gender, age, and job level. Where unexplained differences are discovered, these are corrected during the salary review.
• Formalised job structure and Compensation Policy, in which a 0 per cent gender pay gap is one KPI.
• HR has decision-making authority regarding salary determination and annual salary assessment, this to promote objectivity.
• Managers can influence the salary assessment of their employees based on performance, but within certain limits.
• Bonus criteria – based solely on collective goal achievement, not at the individual level
• Salary determination upon internal and external recruiting– based only on objective criteria: correct, fair, and competitive with the market. Each salary determination is carried out thoroughly based on these objective criteria. Salary proposals are approved in a fixed process by a minimum of two trained individuals.
• Collaboration with union representatives in salary negotiations and reviews
• Before the next salary negotiation, HR will review the wording in the support material distributed ahead of the salary process. Special emphasis will be placed on the use of objective criteria and documentation of regular follow-up throughout the year, when discussing individual performances of the employees.

3.4 Promotion, Development, and Training

Diversity & Inclusion is an integrated part of leadership training in the company, and diversity among leaders is regularly monitored in recruitment processes and considered during internal promotions and reorganisations. Jotun A/S has robust procedures for evaluating promotions and internal mobility, with a special focus on diversity.

Still, it remains a risk that subjectivity and bias affect promotion and development opportunities for employees. This risk is mitigated by several actions:

• Annual employee appraisals in a structured format, with development and career opportunities as a mandatory topic. The extent of completed employee appraisals is closely monitored by local HR.
• Learning and Development Policy – applies to all Jotun employees, regardless of nationality, age, or generation, and covers various aspects of learning and development, including training, career development, and skills enhancement within the various different functions.
• Internal leadership training with a focus on inclusive leadership.
• Leadership training organised by NAV, including a focus on Diversity and Inclusion.

3.5 Accommodation and Universal Design

Jotun A/S is committed to fostering an inclusive workplace through universal design and by addressing both physical and psychosocial needs. There is a potential risk that employees may hesitate to disclose their accommodation needs due to a lack of psychological safety or fear of negative consequences. There is also a risk that the company may be unaware of, or unable to fully meet, the needs of certain groups (as described in section on focus areas). To mitigate these risks, several proactive measures have been implemented: Established routines for identifying accommodation needs (physical and psychosocial): Questions in initial interviews to identify accommodation needs, not disabilities. It is emphasised during the interview that the reason for these questions is to include, not exclude.

• Universal design in accordance with governmental requirements, including:
  o    Tactile markings indoors and outdoors
  o    Work placement opportunities for people with disabilities
  o    Individuals with hearing impairments receive their own light signal for fire alarms
  o    Braille on elevator buttons
  o    Ongoing assessment of physical conditions and accommodations for employees with disabilities
• Individual follow-up in cases of sick leave, pregnancy, and need for adaptations
  o    Information is easily accessible on the intranet and referenced in the HR introduction for new hires. All managers are also reminded of this in internal leadership courses.
  o    Separate policy related to pregnancy in the lab and production
  o    Separate policy related to minors in the lab – in connection with placements
• Guidelines for flexible working hours and remote work
  o    Remote work – Office first policy with the possibility of working from home when needed
  o    Flexible hours – core time from 9 AM to 3 PM with the option to influence your own working hours between 7 AM and 5 PM
• Several restrooms have been made gender-neutral, especially in areas where there is a predominance of one gender.
• Out of consideration for religion and beliefs, dedicated prayer rooms are available for those who need them.
• The canteen menu is adapted for both religious needs and allergies.
• Our employees are multinational with about 50 different nationalities in the headquarters so it is natural to include all ethnicities.
• All employees can apply for 3 days of paid and 7 days of unpaid care leave when needing to take care of close family members over 12 years old.
• Furthermore, Jotun will strive to strengthen managers’ competence and confidence through targeted leadership development. Confident managers will facilitate better dialogue and more appropriate accommodation for employees, which will contribute to promoting psychological safety within teams.

The activities described in this section are targeted at working against discrimination on all the grounds for discrimination as described in the Equality and Anti-discrimination Act, not just the selected focus areas.

3.6 Work/Life balance

Jotun recognises that a healthy work-life balance is essential for employee well-being, productivity, and long-term engagement. Balancing professional responsibilities with personal life can be challenging, and risks such as excessive workload, frequent travel, or lack of flexibility may lead to stress and reduced job satisfaction. To address these concerns, Jotun has implemented a range of measures designed to provide flexibility, support family needs, and create opportunities for social connection.

• Penguin Care Programme – Global
  o    Penguin Care is Jotun’s comprehensive employee well-being programme. It includes key components such as access to an Employee Assistance Programme and paid caregiver leave to help employees care for sick or aging relatives.
• Flexible work arrangements
  o    Flexible hours 
  o    Option to work from home upon request
• Guidelines for Travel and Compensation
  o    Travel allowance in addition to per diem for all who do not have a managerial/ particularly independent position
• Annual events/ awareness-raising arrangements
  o    Retiree events, including a special retiree Christmas dinner
  o    Dedicated events for apprentices, including a Christmas lunch
  o    Summer party and Christmas lunch for all employees
  o    Family Day – open day for families.

3.7 Efforts Against Harassment, Sexual Harassment, Gender Based Violence and Discrimination

Jotun is committed to maintaining a workplace where every individual is treated with dignity and respect. With nearly 50 nationalities represented at our headquarters and a strong focus on global mobility, diversity is a cornerstone of our culture. 

However, it is recognised that the risk that harassment and discrimination can undermine psychological safety and inclusion if not actively addressed. To foster an environment where all employees feel safe, irrespective of their gender, disability, sexual orientation, age, gender identity, gender expression, religion and beliefs, ethnicity, caring responsibilities, pregnancy, and parental leave and adoption and to mitigate the risk of discrimination and harassment, Jotun has implemented the following mitigating actions:

• All employees commit to respecting the established Work Regulations which is a part of every contract of employment and clearly outline that the company does not tolerate any form of harassment, violence or discrimination (according to WEA 4-3 which outlines the requirement for Employer to secure a safe psychosocial environment).
• Whistleblowing channel for all employees; with structured process in addressing all concerns and taking action based on company’s values and prevailing rules and policies.
• Speak Up! – Campaign – an awareness campaign emphasising the importance of fostering a culture where employees feel comfortable expressing their ideas, opinions, and concerns without fear of negative consequences. This campaign provides awareness on a regular basis describing which channels employees can use to express their concerns.
• Training initiatives on equality, diversity and harassment, available both as e-learning and classroom-based workshop.
• International awareness days, such as International Women’s Day, World Mental Health Day and Pride Month are marked with lectures and other relevant activities for all employees, aimed at raising awareness and promoting positive attitudes.

4.   Results and effect from measures

Monitoring

Jotun A/S systematically monitors measures for equality and inclusion through defined KPIs such as gender balance at various job levels, pay differences, use of parental leave schemes, and inclusion as measured by employee surveys. Reporting and analysis are conducted regularly, both internally and in collaboration with employee representatives. Business Reviews, Engagement Surveys and other feedback channels support us in our work not only to identify the risks, but also to measure the effect of the activities implemented through comparing both qualitative and quantitative results over time.

Results

Results during 2026 reporting show an increased proportion of women in management, a more balanced pay level between genders, and a higher perceived level of inclusion among employees. The proportion of female managers has reached 39%, and the pay gap between genders has been reduced in several job categories. Employee surveys document increased awareness and engagement around diversity and inclusion.

Jotun continues to acknowledge challenges such as persistent male dominance in certain positions and disparities in bonus payments, partly due to absence during parental leave or late hiring. These are addressed with targeted measures such as e-learning, workshops, marking of diversity related events, and inclusive recruitment processes. Experiences and results are shared globally for continuous improvement.

Commitment

Going forward, there are plans to further strengthen leadership development, clarify guidelines for flexible arrangements, and increase transparency around existing measures. The company has a clear goal to further improve gender balance and ensure genuine inclusion across all groups, with continuous evaluation and adjustment of measures.