Annual report 2024
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents
Contents
Who we are
Our business
Board of Directors' report and Sustainability statements
Financial statements
Company overview
Our values
04
Statement from the President & CEO
11
Board of Directors’ report
18
Jotun Group
38
Company overview
86
Group key figures
05
Decorative Paints
12
Sustainability statements
22
Consolidated income statement
39
Jotun at a glance
07
Performance Coatings
13
Basis for preparation
22
87
Four segments
08
Sustainability initiative in Abu Dhabi
15
Sustainability governance
22
Jotun history
09
Sustainability initiative in the UK
16
Consolidated statement of comprehensive income Consolidated statement of financial position Consolidated statement of changes in equity
Board of Directors and Corporate Assembly
Strategy Double materiality assessment Approach in brief
24
Outcome
24
Environment
25
Climate change adaptation
25
Climate change mitigation
25
Energy
28
Pollution
29
Resource circularity
30
Waste Social
31 32
Training
32
Health and safety
32
Human rights
34
Diversity
35
Engaging with workforce
35
Governance
Jotun Annual Report 2024 2
23 24
37
Corporate culture
37
Whistleblowing
37
Anti-corruption and bribery
37
39 40 41
Consolidated statement of cash flows
41
Notes for the Group
42
Jotun A/S
70
Income statement
71
Statement of comprehensive income
71
Statement of financial position
71
Statement of changes in equity
72
Statement of cash flows
72
Notes for the parent company
73
Independent auditor’s report
85
Contents
Who we are
Our values
04
Group key figures
05
Jotun at a glance
07
Four segments
08
Jotun history
09
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents
Our values
Loyalty
Care
Respect
Boldness
Reliable and trustworthy
Help and support others
Value differences in people
Take initiatives to create the future
Long-term relationships between customers, Jotun and colleagues
Display trust and empathy
Be honest and fair
Initiate and nurture change
Appraise and judge fairly
Build diverse teams across culture and gender
Communicate openly, honestly and with integrity
Follow laws and regulations
Be proactive
Treat others the way they expect to be treated
Address difficulties constructively
Commitment to Jotun’s values, strategies, policies and decisions
Jotun Annual Report 2024 4
Protect internal and external environment
Who we are
Contents
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Group key figures
Company overview
33.6 %
Return on capital employed
20
20
21
20
24
5 000
40 000
4 000
30 000
3 000
20 000
2 000
10 000
1 000
0
0
25 % 20 % 15 % 10 % 5% 2024
20
17
50 000
2023
20
12
30 %
2022
20
07
6 000
2021
19
02
60 000
2020
19
97
35 %
2019
19
92
7 000
2018
Jotun Annual Report 2024 5
19
87
70 000
2017
19
82
Operating margin
EBITA
2016
19
77
19.8 %
Return on equity
2015
72
Sales
22.8 %
Profitability
Sales and EBITA development (NOK MILLION)
Contents
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents
Group key figures (NOK million)
2024
2023
2022
2021
2020
2019
2018
2017
2016
2015
34 206
31 861
27 858
22 809
21 070
19 652
17 660
16 401
15 785
16 282
92
92
92
90
89
89
88
88
88
88
Profit/loss Operating revenue Sales revenue outside Norway, in % Operating profit
6 766
6 430
3 737
3 138
3 489
2 320
1 361
1 354
1 763
2 064
Profit before tax
5 849
5 879
3 191
2 890
3 158
2 079
1 115
1 236
1 594
1 918
Net cash flow from operation activities
4 117
5 236
1 842
1 968
3 272
2 448
1 018
1 097
2 027
1 500
34 904
30 082
26 355
23 432
20 574
19 136
16 715
15 708
15 158
15 187
Year-end financial positions Total assets Investments in intangible and fixed assets
1 264
1 374
1 280
1 363
1 407
1 464
1 089
967
1 133
922
Equity (including non-controlling interests)
21 660
18 325
14 493
12 468
11 128
9 584
8 469
8 254
8 035
7 932
62.1
60.9
55.0
53.2
54.1
50.1
50.7
52.5
53.0
52.2
10 606
10 349
10 043
10 293
9 855
10 007
9 872
9 789
9 819
9 842
Equity / assets ratio, in % Number of employees in the Group. including 100 per cent in associates and joint ventures Profitability Return on capital employed, in %
33.6
35.0
22.9
22.4
27.2
18.6
12.9
12.8
17.9
20.9
Return on equity, in %
22.8
26.3
16.1
17.9
23.0
17.2
8.1
9.8
14.1
17.9
Operating margin, in %
19.8
20.2
13.4
13.8
16.6
11.8
7.7
8.3
11.2
12.7
Jotun Annual Report 2024 6
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Jotun at a glance The Jotun Group is a matrix organisation with sales of Decorative Paints, Marine,
Financial statements
Company overview
Contents
100 +
40
10 606
Countries where represented
Production facilities
Employees worldwide
Protective and Powder Coatings organised into five regions. The company has 67 companies in 47 countries, 40 production facilities in 25 countries, and is represented in more than 100 countries worldwide.
President & CEO
Europe and Central Asia
Group functions
Decorative Paints
Performance Coatings
Powder
ECA
SEAP
Jotun Annual Report 2024 7
MEIA
ECA
CFO
NEA
Marine & Protective
AM
Americas
Middle East, India and Africa
North East Asia
NEA
South East Asia and Pacific
SEAP
MEIA
AM
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents
Four segments
36 %
29 %
Decorative Paints
Protective Coatings
Jotun is a leading paint supplier to commercial buildings, public buildings and homes, serving both professionals and home owners, directly and through a substantial network of Jotun Multicolor centres.
36 % Jotun is a leading supplier to companies active in industries related to building components, general industries, pipelines, appliances and furniture.
Jotun Annual Report 2024 8
7%
Powder Coatings
Total sales* per segment
% 28
7%
9%
2
Jotun is a leading supplier of high quality protective coatings for on- and offshore oil and gas facilities, power generation, renewable energy and infrastructure projects, including intumescent coatings, topcoats, high temperature coatings and state-of-the-art, proven anticorrosion protection products.
28 % Marine Coatings Jotun is the global market leader in marine coatings, delivering high performance hull performance solutions and high quality coatings for newbuilds, drydockings, onboard maintenance, cargo tanks and cargo holds to the global shipping industry. Jotun also supplies premium coatings to mega yachts and leisure yachts.
* Incl. 100 % of sales in associates and joint ventures
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents
A bold history, a bright future
1951: Jotun opens a new five-storey factory at Gimle in Sandefjord, Norway, with an entire floor devoted to Research and Development (R&D).
1962: Jotun establishes sales teams in both France and Spain and open its first overseas factory in Libya. 1926: Odd Gleditsch Sr. establishes Jotun with the purchase of the Jotun Kemiske Fabrik A/S (Jotun Chemical Factory).
1968: Jotun establishes the Corro-Coat powder coatings factory in Norway, a sales company in Greece and the first factory in South East Asia (Thailand).
1969: Sales company opens in Hamburg, Germany.
2003: Jotun opens a powder coatings factory in Pakistan. 2005: In China, Jotun enters joint venture with COSCO to form Jotun COSCO Marine Coatings (JCMC), and opens a factory in Zhangjiagang, the following year. 2019: A new, state-ofthe-art R&D centre and headquarters opens in Sandefjord, Norway.
1974: Jotun purchases a stake in Baltimore Copper Paint Company, USA. 1970: Jotun acquires the UK-based marine coatings company, Henry Clark & Sons.
1975: Jotun buys a factory in Singapore and opens a factory in Dubai, U.A.E.
1972: In Norway, Jotun A/S Odd Gleditsch merges with former rivals Alf Bjercke A/S, Fleischers Kjemiske Fabrikker A/S and A/S Denofa og Lilleborg Fabrikker’s paint division to strengthen its domestic position and attain resources to expand overseas. New sales companies in Sweden and Denmark.
1990: Jotun acquires a factory in Melbourne, Australia.
1985: Jotun opens factories in Egypt, Oman and Malaysia.
1978: Jotun Corro-Coat opens its first powder coatings factory outside Norway (in Thailand), and Jotun establishes a sales company in the Netherlands.
1993: Jotun establishes sales and a small production unit in Italy.
1988: Jotun enters a joint venture with Chokwang Paints in South Korea. 1989: Jotun establishes a joint venture in Turkey and a sales company in Ireland.
1995: Jotun opens factories in the Czech Republic, Abu Dhabi and South Africa.
1994: Through a partnership with a subsidiary of COSCO, Jotun gains access to a paint factory in Guangzhou, China, and Jotun establishes a company in Bulgaria.
2008: Jotun opens a new factory in Pune, India.
1996: Jotun completes construction of a factory in Indonesia.
2009: Chokwang Jotun opens a factory in South Korea.
1997: Jotun opens a factory in Vietnam.
2009: Jotun establishes a sales company in Morocco. 2011: Sales companies are established in Algeria, Brazil, Cyprus, Romania and Kazakhstan. 2012: Jotun opens a sales office in Cambodia.
2021: Jotun opens a decorative paints factory in Ethiopia. 2022: Jotun inaugurates new factories in Qatar, Bangladesh and Pakistan.
2015: Jotun completes construction of a factory in Itaborai, Brazil, establishes Jotun Mexico and opens a sales company in Kenya. 2017: Jotun opens its first factories in Myanmar and the Philippines.
1984: Jotun opens a factory in Saudi Arabia.
1999: Jotun establishes a new sales company in Poland.
Jotun Annual Report 2024 9
2013: Jotun opens a state-of-the-art factory in Sandefjord, Norway, and a specialised marine coatings factory in Qingdao, China.
2023: New high capacity factory inaugurated in 10th of Ramadan City, Egypt. 2024: Jotun opens a paint factory in Algeria.
Contents
Our business
Statement from the President & CEO
11
Decorative Paints
12
Performance Coatings
13
Sustainability initiative in Abu Dhabi
15
Sustainability initiative in the UK
16
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents
Growth trend continues Jotun posted excellent results in all segments in 2024, cementing its position as one of the fastest growing paints and coatings companies in the world. Jotun’s growth trend continued in 2024, delivering all time high sales. The company’s success was supported by stable raw materials prices, the launch of exciting new products and strong marketing concepts for premium paints and coatings solutions. Long-term growth strategy Jotun continues to pursue a long-term growth strategy built on organic growth, segment diversity and differentiated approach (which allows local units the freedom to make decisions closer to the markets they serve). Jotun’s regional diversity also mitigates risk. For example, Jotun’s success in Asian countries was more than enough to offset lower growth in other areas. Jotun’s global footprint, which includes companies in markets where Jotun has been active for decades, contributed to profitability. Consistent with Jotun’s growth strategy, the company’s recent investments in new markets, notably in Ethiopia and Algeria, performed well. As a knowledge-based company, Jotun continues to invest in building a more diverse and inclusive workforce, in alignment with company values. In addition to competitive salaries, excellent competence development programmes
and exciting mobility opportunities, Jotun has provided its employees with the systems, tools and equipment they need to thrive. In the last five years, major investments have included the construction of Group headquarters and R&D centre in Sandefjord (2019) and a regional headquarters and a R&D centre in Dubai (2022). This year, Jotun began construction of another regional headquarters and R&D centre in Kuala Lumpur, Malaysia. Managing business risk Jotun recognises that as a global player, the company is exposed to different kinds of risks in different countries and regions. These may include political unrest, labour actions, extreme weather or challenging economic conditions. At the same time, Jotun’s results can also be affected by the cyclical nature of the shipping industry and the price of oil and gas. However, because Jotun is active in more than 100 countries worldwide and interacts with dozens of customer groups operating in multiple industries, the company can shift resources when required to mitigate business risk. With a firm strategy in place, a strong corporate culture and the far-sighted perspective of Jotun’s ownership, the company is confident that it will continue to achieve growth in the years ahead.
Morten Fon
President & CEO
Jotun Group Management (from left): Vidar Nysæther, Group Executive Vice President/CFO, Sherif Megeed, Group Executive Vice President – Performance Coatings, Morten Fon, President & CEO and Bård K. Tonning, Group Executive Vice President – Decorative Paints.
Full time employees
Litres/kilos (1 000 tonnes)
ECA
ECA
MEIA
MEIA
NEA
NEA
SEAP
SEAP
AM
AM
Corporate 0
500 1 000 1 500 2 000 2 500 3 000 3 500
0
ECA
MEIA
MEIA
NEA
NEA
SEAP
SEAP
AM
AM 10
200
300
400
500
12 000
15 000
Sales in billion
ECA
5
100
Total sales (100 %)
Production facilities
0
Jotun Annual Report 2024 11
Production volume
15
20
0
3 000 2024
6 000 2014
9 000
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents
Decorative Paints Despite challenges in some markets, Jotun achieved strong results in the Decorative Paints segment by remaining true to its long-term growth strategy.
Sales in NOK million
5 000 000
0
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Incl. 100 % of sales in associates and joint ventures
Jotun Annual Report 2024 12
16 980 745
14 083 846
11 623 753
11 180 792
10 000 000
10 013 170
15 000 000
16 132 950
20 000 000
9 217 446
Looking ahead, Jotun will continue to develop premium innovations, pursue contracts for high profile projects and work with dealers to support their business ambitions. As a global supplier of decorative paints, Jotun may be exposed to economic or political risk in some markets. However, because Jotun sells decorative paints in about 25 different countries all over the world, the company’s regional diversity helps to mitigate these risks.
Decorative Paints
8 926 650
Jotun introduced a number of products in different markets in 2024. In addition to the relaunch of Drygolin (a range of premium wood protection products) in Scandinavia, Jotun successfully launched Jotashield Infinity in South East Asia. This premium exterior paint offers long lasting colours, superior durability and excellent dirt resistance. Jotun also launched Majestic
Premium marketing Sales of Jotun premium products were supported by the global launch of Jotun Colour Trends. Released in 2024, Jotun’s 2025 Colour Trends (“Nuances”), is a collection of 30 colours arranged into six families, including blues, greys, peaches, yellows, beiges and greens, each with soft variations on one bold accent colour. Jotun organised a number of high-profile events in key markets in the Middle East, Scandinavia, China and South East Asia to share the new colour schemes with the press, dealers, project owners, designers, architects, consultants and influencers.
8 697 352
Premium innovations Product innovation remains a critical part of Jotun’s long-term growth strategy. Jotun relies on a network of regional R&D centres to develop new products in every segment, including premium interior and exterior decorative paints. Regional laboratories in Norway, the United Arab Emirates, Malaysia and China are supported by smaller laboratories in Spain, India and Türkiye (among others), which develop or customise products to meet consumer demand in local markets.
Pure Color in South East Asia, offering a premium matt finish that enhances walls with long lasting beauty. In addition to this, Jotun Decorative launched its new shop concept, lifting the shopping experience to the next level. The new shop concept will be rolled out in our dealer network over the next years. Creating a more inspiring shopping journey and easier product selection.
8 047 707
Jotun’s focus on developing and marketing premium solutions and partnering with shop owners in its global network of more than 10 000 dealers worldwide, helped Jotun to overcome reduced market demand in some countries. Sales in Saudi Arabia, Vietnam and Scandinavia slowed in 2024, and in Egypt, profitability was impacted by the country’s currency devaluation. However, Jotun’s success in other markets, notably in the United Arab Emirates, Türkiye, Malaysia and Indonesia helped Jotun to finish the year with excellent results.
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Performance Coatings Meeting customer expectations through product innovation and best-in-class technical service helped Jotun achieve excellent growth in Performance Coatings in 2024. Jotun’s Performance Coatings business includes the development, production, marketing and sales of marine, protective and powder coatings and related services for the treatment and protection of assets. In 2024, Jotun achieved double-digit growth in sales and volume in all three segments and good profitability, supported in part by stable raw materials prices. Marine Coatings In 2024, Jotun achieved strong results in the newbuilding, drydock and seastock markets. Increased activity at ship and repair yards drove higher volumes and strengthened Jotun’s leading market position. Sales were supported by Jotun’s Clean Shipping Commitment, developed to help owners and ship managers improve environmental performance. According to the International Maritime Organization (IMO) seaborne transportation is responsible for about three per cent of the world’s carbon emissions. By focusing on keeping hulls free of fouling, Jotun’s Clean Shipping Commitment not only helps the industry decarbonise but also helps to preserve fuel and protect marine biodiversity. In 2024, the company experienced strong demand for its premium antifoulings and Jotun’s Hull Performance Solutions. Other innovations, such as Hull Skating Solutions and SeaQuest Endura, combined with digital offerings such as Jotun Voyager, a digital decision support tool, and HullKeeper, a hull condition monitoring service, helped secure Jotun’s place as a market leader in hull performance. In addition to quality products and solutions, Jotun’s coatings advisors provided owners and yards best-in-class technical service to help them achieve optimal performance and long-term protection of assets.
Jotun Annual Report 2024 13
Jotun’s results in this segment roughly correspond to changes in demand for new tonnage. However, the newbuilding market remains robust, with shipyards operating at full capacity through to 2026. Drydock sales may slow due to vessel rerouting caused by the Red Sea Crisis but Jotun expects increased growth in seastock, where Jotun has introduced a new assortment to achieve improved reliability and efficiency. Increasingly strict global and regional regulations are also likely to support growth in the years ahead. By remaining committed to helping owners cut carbon emissions, protect marine biodiversity and preserve fuel, Jotun can strengthen its position as the world’s leading supplier of marine coatings. Protective Coatings With growth across all business areas and in most regions, Jotun achieved another year of record-breaking results in the Protective Coatings segment. Sales to infrastructure projects represented the most significant contributions but Jotun also posted solid growth in the energy sector, supplying to both renewable energy projects (on- and offshore wind) and oil and gas newbuilding and maintenance projects. To build for a better future, architects and developers seek to deliver the right balance of safety, beauty, durability and sustainability. While steel offers the strength and versatility to bring bold designs to life, it demands highperformance protective coatings to ensure its integrity is not compromised by corrosion or fire risk over the building’s lifetime. To support architects and developers, Jotun launched two new SteelMaster intumescent coatings products in 2024.
Contents
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents
Jotun also released Jotachar JF750 XT, an all-climate mesh-free PFP system providing fire protection for steel exposed to hydrocarbon pool and jet fires. With the 2023 introduction of AssetKeeper, a decision support service to help owners evaluate and manage maintenance projects more efficiently, Jotun has strengthened its position in the maintenance market for on- and offshore oil and gas facilities. Jotun anticipates that increased competition and downward pressure on prices may impact the business in 2025. However, by maintaining a careful balance between margins and growth and working to expand and optimise Jotun’s global dealer network, the company expects another strong performance next year. Jotun has the products, solutions and competence to allow customers achieve their business and sustainability goals and continues to work to enable the future of energy, maintain steel integrity and help project owners and architects build for generations.
Finally, Jotun established regional hubs in the Middle East, Europe and Asia to allow the company to build stronger relationships with customers. Looking ahead, Jotun is confident that demand will increase as more manufacturers recognise the benefits of high-quality solvent-free powder coatings.
Jotun Annual Report 2024 14
5 000 000 0
17 697 714
16 981 756
13 687 031
10 000 000
12 953 147
15 000 000
16 047 115
20 000 000
22 890 741
25 000 000
27 366 062
30 000 000
29 990 856
Sales in NOK million
13 600 689
In 2024, Jotun opened a specialised production facility in Dubai to produce metallic powder coatings for architectural facades. And to support equipment manufacturers who wish to convert from wet paint to powder coatings, Jotun promoted its Primax Coatings Solutions, the industry’s first and only CX-rated anti-corrosive powder coating system. For applicators, Jotun now offers technical support to help them reduce energy consumption by focusing on efficiency within energy, process, powder and carbon.
Performance Coatings
14 373 263
Powder Coatings In 2024, Jotun achieved an all-time high in powder coatings sales. In the Middle East and Türkiye, Jotun continued to find success supplying powder coatings for architectural facades, rebar and pipelines. In China, the world’s largest market for Electric Vehicles (EVs), Jotun achieved outstanding growth providing powder coatings for battery housings. In South East Asia, the company introduced local architects to Jotun Ultimatt, Lifeshine and Cosmos collections, which offer premium powder coatings in different finishes. Jotun also launched the Jotun ColorPin Pro digital solution, a mobile app that helps architects and designers to identify, save and share colours from Jotun’s digital library.
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Incl. 100 % of sales in associates and joint ventures
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Reducing the use of cleaning solvents Consistent with Jotun’s efforts to meet its sustainability goals, Jotun completed a pilot programme to replace cleaning solvents with a water-based alternative at its factory in Abu Dhabi. Jotun mixes paints and coatings in moveable and fixed dissolvers that are cleaned manually, often using a brush and solvent-based cleaning fluids that must be collected and either cleaned in collector or disposed. In addition to representing a threat to the environment, solvents are hazardous to the health of Jotun’s operators and increase the risk of fire. Investing in new technologies While Jotun has many systems in place to manage these risks, the company continues to develop, test and implement new technologies to further improve health, safety and environmental performance. In 2024, Jotun’s paint factory in Abu Dhabi, UAE began a six-month pilot programme to test a safe, automated closed-loop system using a cleaning fluid that is 94 per cent water-based, eliminating worker exposure to potentially harmful fumes. Working with the supplier, Jotun installed an automated washing solution for moveable pots, then in flat-topped and fixed dome dissolvers, and began operator training. In addition to improving worker safety, the project team found that the new automated system reduces cleaning time from about 20 minutes to five, improving operational efficiency. Because the cleaning fluid contains only trace elements of solvents, disposal costs are reduced.
Jotun Annual Report 2024 15
Sharing best practices In 2025, Jotun Abu Dhabi will install the system on all its dissolvers, which will allow the company to discard reclaimers and discontinue manual cleaning procedures, creating a safer, happier workplace. The experience gained by the Abu Dhabi project team will be shared with other factories in the network seeking to make similar improvements.
Contents
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Powered by the sun To achieve Jotun’s ambition to derive 70 per cent of its electricity from renewable sources by 2030, the company continues to invest in solar energy technologies. Jotun’s sustainability strategy includes an ambition to reduce carbon emission from own operations by 50 per cent by 2030 (baseline 2017), based on Scope 1 and 2 standards established by the Greenhouse Gas Protocol. To achieve these targets, Jotun works to improve energy efficiency in operations and invest in equipment and systems to reduce carbon emissions from its network of 40 production facilities, worldwide. Investing in solar energy in the UK Over the past five years, the company has made significant investments in solar energy. Major projects include the installation of 1 920 solar panels on the roof if its factory in Oman, 2236 solar panels on the roof of its factory in Malaysia and 3 540 solar panels on the roof of its factory in Vietnam. Other Jotun companies throughout the network have installed solar panels on office buildings, warehouses and car parks. In 2023, Jotun reached an agreement with a leading supplier in the UK to install 1 744 solar panels on the roof of its warehouse in Flixborough. In addition to the panels, the supplier offered remote monitoring capabilities via a web-based dashboard to track system performance. The system not only allows Jotun to gather data on electricity usage but streamlines reporting for the company’s carbon output.
Jotun Annual Report 2024 16
Estimates suggest that the solar panels will generate about one fifth of the UK facility’s total energy requirements, resulting in an annual carbon reduction of more than 164 tonnes. And because Jotun is producing its own electricity, the company expects a return of investment on about four years. Like all Jotun factories in the network, Jotun UK continues to invest in equipment and systems to reduce carbon emissions. Solutions include replacing old equipment with energy efficient alternatives, purchasing energy from certified renewable energy sources and the installation of building management systems, which automate lighting, heating and cooling functions to maximise energy efficiency. Together with solar energy, these (and other) initiatives have kept Jotun on track to meet its 2030 scope 1, and scope 2 ambitions.
Contents
Contents
Board of Directors' report and Sustainability statements Board of Directors’ report
18
Sustainability statements
22
Basis for preparation
22
Sustainability governance
22
Strategy
23
Double materiality assessment Approach in brief
24
Outcome
24
Environment
25
Climate change adaptation
25
Climate change mitigation
25
Energy
28
Pollution
29
Resource circularity
30
Waste
31
Social
32
Training
32
Health and safety
32
Human rights
34
Diversity
35
Engaging with workforce
35
Governance
Board of Directors: First row from left: Jannicke Nilsson, Silje Kristin Engen, Odd Gleditsch d.y. (Chairman), Karoline Gleditsch. Second row from left: Bjørg Engevik Nilsen, Nicolai A. Eger, Camilla Hagen, Jørgen Arnesen, Nils K. Selte.
24
37
Corporate culture
37
Whistleblowing
37
Anti-corruption and bribery
37
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents
Board of Directors’ report 1. Main activities
2. Review of the annual accounts
Jotun’s business activities include the development, production, marketing and sale of paints and coatings systems and related products and services for the treatment, protection and beautification of assets.
In 2024, the Jotun Group recorded total operating revenue of NOK 34 206 million, which is an increase of 7 per cent compared to 2023 (NOK 31 861 million). Excluding negative currency translation effects, mainly due to a weakening of the Turkish Lira and the Egyptian Pound relative to the Norwegian krone, underlying revenue growth was 9 per cent.
Jotun’s business is organised into five regions: Europe and Central Asia (ECA), Middle East, India and Africa (MEIA), North East Asia (NEA), South East Asia and Pacific (SEAP) and Americas (AM). Jotun’s product and service offerings are organised into two business areas: Decorative Paints and Performance Coatings. Decorative Paints Jotun supplies interior and exterior decorative paints to commercial real estate projects, public infrastructure projects and homeowners either directly or indirectly through the company’s global network of dealers. Performance Coatings Marine Coatings - Jotun is the global market leader in marine coatings, offering primers, topcoats, and high-performance hull performance antifoulings and tank coatings. Jotun also supplies premium coatings to megayachts and leisure yachts. Protective Coatings - Jotun is a leading supplier of high-quality primers, intumescent, anti-corrosive and specialised heat-resistant coatings to infrastructure projects and on- and offshore oil, gas and renewable energy facilities. Powder Coatings Jotun is a leading supplier of powder coatings to companies and applicators active in industries related to building facades, general industries, pipeline, automobiles, appliances and furniture.
Jotun Annual Report 2024 18
A number of actions taken by the organisation contributed to Jotun’s success in 2024. Highly skilled personnel, product innovation, and effective marketing have positioned Jotun to serve customers across all segments. By adhering to a clear strategy, protecting profitability, controlling manageable costs and integrating sustainability and compliance standards into business processes, Jotun achieved record high sales and operating profit in 2024. Profits The Group achieved an operating profit of NOK 6 766 million in 2024 compared to NOK 6 430 million in 2023. Growth in operating profits was supported by higher sales volume and stable raw material prices, which more than compensated for inflationary pressure on operating costs. Net financial costs increased by NOK 365 million to NOK 916 million, mainly driven by higher interest costs and currency losses. This resulted in a profit before tax of NOK 5 849 compared to NOK 5 879 million in 2023. Jotun’s activities are subject to ordinary company tax in the countries in which the Group operates, and income tax amounted to NOK 1 400 million in 2024. This led to a profit for the year of NOK 4 449 million compared to NOK 4 500 million in 2023. The parent company, Jotun A/S, achieved a total profit for the year of NOK 3 629 million in 2024, compared to NOK 1 880 million in 2023.
Allocation of profit for the year: Jotun A/S posted a profit for the year of NOK 3 629 million. The Board of Directors proposes the following allocation: Proposed dividend NOK 2 223 million Transfer to equity NOK 1 406 million Financial position, capital structure and risk Net cash flow from operating activities decreased by NOK 1 115 million to NOK 4 121 million, as higher earnings were offset by a strong increase in working capital. The growth in operating working capital is primarily due to an increase in inventory and customer receivables, driven by higher activity, inflation and currency translation differences. The increase in inventory was also impacted by longer lead times. At year-end, the Group had a positive cash position of NOK 6 176 million compared to NOK 5 390 million as of 31 December 2023. The Group continued to invest in production capacity, R&D facilities and other systems in 2024, with total investments amounting to NOK 1 264 million compared to NOK 1 374 million in 2023. Planned or ongoing projects include a factory expansion project in Indonesia and a new regional R&D centre in Malaysia. To strengthen Jotun’s growing workforce, the company continued to develop, upgrade and invest in global IT systems that enable personnel in different locations to record data on common platforms, communicate and share competencies. The net interest-bearing debt for the Group was NOK -1 481 million as of 31 December 2024, compared to NOK -1 184 million as of 31 December 2023. The decrease in net interest-bearing debt is primarily driven by strong earnings growth and good cash generation. At year-end, Jotun A/S had NOK 1 900 million in outstanding bonds. External borrowing in the subsidiaries is primarily short-term and through local banks.
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Jotun A/S has NOK 3 089 million in long-term credit lines. This committed funding serves as a strategic reserve for financing of the Group as well as a backstop for short-term certificate loans. At year end, these credit lines were unused. The Group’s equity ratio was 62 per cent at the end of the year as compared to 61 per cent in 2023. The Group is in a sound financial position. In its regular business operations, Jotun is exposed to financial risks relating to customer credit and fluctuations in raw material prices, currency exchange rates and interest rates. Procedures and guidelines for managing these risks are established by Jotun’s Treasury Policy. The Group primarily manages financial risks through normal operations. For example, Jotun can increase prices to compensate for higher raw material costs and utilise credit management systems to reduce credit risk. In addition, Jotun A/S hedges currency risk related to net cash flows in foreign currencies using forward contracts, options and foreign currency loans. Currency risk related to the parent company’s net investments in subsidiaries, associates, and joint ventures, is generally not hedged. Jotun’s procedures and measures are considered satisfactory in relation to the Group’s exposure to financial risks. In accordance with section 3-3a of the Norwegian Accounting Act, the Board confirms that the Group fulfils the requirements necessary to operate as a going concern, and that the 2024 financial statements have been prepared based on this assumption. Jotun has a Directors & Officers Liability Insurance covering Board members, top leaders and key personnel in Jotun A/S as well as in all Group companies. The insurance covers financial loss resulting from a claim against the insured person from third parties. The insurance coverage is considered adequate compared to risk and size of the company.
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3. The business Jotun’s growth trend continued in 2024, delivering all time high sales and profits. The company’s success was supported by stable raw materials prices, the launch of new products, quality technical support and strong marketing concepts for premium paints and coatings solutions. Decorative Paints Despite reduced market demand in Saudi Arabia, Vietnam, Scandinavia and Egypt, Jotun’s success in other countries notably in the United Arab Emirates, Malaysia and Indonesia, helped the company finish the year with excellent results. Jotun relies on a global network of R&D centres to develop new products in every segment, including premium interior and exterior decorative paints. Regional laboratories in Norway, the United Arab Emirates, Malaysia and China are supported by smaller laboratories in other countries. Jotun’s growth in the Decorative Paints segment relies on skilled personnel and premium quality products, solutions and services. By offering a marketleading in-shop tinting system (Jotun Multicolor) and partnering with dealers and key stakeholders in the project market, Jotun has increased its market share in selected markets and continues to secure long-term profitable growth. As a global supplier of decorative paints, Jotun is exposed to economic and political risk in some markets that may impact consumer demand and public and private investments in infrastructure and new housing projects. However, because Jotun sells decorative paints in more than 30 different countries all over the world, the company’s regional footprint helps to mitigate these risks. Looking ahead, Jotun will continue to develop and launch premium innovations, pursue contracts for high profile projects and work with dealers to support their business ambitions.
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Marine Coatings In 2024, Jotun achieved strong results in the newbuilding, drydock and seastock markets. Increased activity at ship and repair yards drove higher volumes and strengthened Jotun’s leading market position. In addition to premium quality products and solutions, Jotun’s coatings advisors provided owners and yards best-in-class technical service to help them achieve optimal performance and long-term protection of assets. Jotun’s Clean Shipping Commitment has also driven sales for owners and managers seeking to preserve fuel, reduce emissions and protect biodiversity. Shipping is a cyclical industry and Jotun’s results in this segment are linked to changes in demand for seaborne trade and new tonnage. The newbuilding market remains strong. Drydock sales may slow due to vessel rerouting caused by the Red Sea Crisis, but Jotun expects increased growth in seastock markets. Increasingly strict regulations targeting emissions and invasive species ensures continued demand for Jotun’s advanced antifoulings (SeaQuantum), hull monitoring service (HullKeeper) and the industry’s first proactive hull cleaning system (Jotun Hull Skating Solutions). Protective Coatings With growth recorded across all business areas and in most regions, Jotun achieved another year of record-breaking results in the Protective Coatings segment. Sales to infrastructure projects represented the most significant contribution but Jotun also posted solid growth in the energy sector, supplying to both renewable energy projects (on and offshore wind) and oil and gas newbuilding and maintenance projects. The company’s rapid growth in the Protective Coatings segment relies on the company’s ability to develop premium solutions, manage complex projects, work across borders with multinational stakeholders and provide top-notch technical service. Jotun anticipates that increased competition, combined with downward pressure on prices may impact the business in 2025. However,
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by maintaining a careful balance between margins and growth and working to expand and optimise Jotun’s global dealer network, the company expects another strong performance next year. Powder Coatings In 2024, Jotun achieved an all-time high in powder coatings sales. In Türkiye and the Middle East, Jotun posted strong results supplying coatings for rebar, pipelines and building components. In China, Jotun achieved outstanding growth providing powder coatings for battery housings and in South East Asia, the company introduced local architects to the Jotun Ultimatt, Lifeshine and Cosmos Collections, which offer premium powder coatings in different finishes. Other notable developments included opening a specialised production facility in Dubai to produce metallic powder coatings for architectural facades and the introduction of Jotun Colourpin Pro, a mobile app that helps architects and designers to identify, save and share colours from Jotun’s digital library. And for applicators, Jotun offers technical support to help them reduce fuel consumption by focusing on energy efficiency, process efficiency, powder efficiency and carbon efficiency. Finally, Jotun reorganised the business into regional hubs in the Middle East, Europe and Asia to allow the company to build stronger relationships with customers. Looking ahead, Jotun is confident that demand will increase as more manufacturers recognise the benefits of high-quality solvent-free powder coatings.
4. Research and development Headquartered in Sandefjord, Norway, Jotun’s R&D function includes a global network of regional laboratories in the Americas, Europe, Middle East, South East Asia and North East Asia. These laboratories focus on product development, adapting or customising existing products, testing of raw
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materials, quality assurance and providing technical advice when required. Jotun also operates R&D facilities to test and develop specialised products. Since 2015, Jotun has operated an Arctic Test Station in Svalbard, Norway. In 2022, Jotun opened a powder coatings demonstration line for application testing and to optimise application processes. In 2023, Jotun completed an expansion project for its intumescent R&D facility.
segment develop products for building components, pipelines, low cure solutions, metallics, EV batteries, and general industry products for multiple applications.
Increasingly strict regulations and ESG reporting requirements have created a growing demand for paints and coatings providing reduced HSE exposure, contribute to reduced carbon emissions and enhanced safety. Jotun chemists in all segments have been working to develop or refine products to support customers seeking to improve performance.
As a knowledge-based organisation, Jotun takes care to protect its intellectual property, which include technologies, the company’s brands, trade secrets, domain names and proprietary data.
Decorative Paints The main drivers for Jotun’s product development within interior and exterior decorative paints are centred around beautification (colour, gloss and finish) and durability (mechanical properties). Main areas for interior paints may include scratch resistance, ease of application, easy clean properties and in some markets, improving indoor air quality. Formulations for exterior paints are engineered to match climate conditions where they are sold. Features include colour and gloss retention, film integrity and technologies attributes that resist water, dust and mold. Performance Coatings Innovations within marine coatings are mainly focused on antifoulings, anti-corrosive ballast tank coatings and long-term steel protection to extend maintenance intervals. In the Protective Coatings segment, development priorities include steel protection, fire protection and specialised products for customers in the oil and gas industry and renewable energy, notably on- and offshore wind projects. Other developments include specialised products for the yachting industry, floor coatings and solutions specifically engineered for regional needs. Finally, Jotun chemists working within the Powder Coatings
5. Intellectual property rights
Key technologies are protected by patents and as trade secrets in accordance with the European Commission’s Trade Secrets Directorate, which harmonises the definition of trade secrets in accordance with existing internationally binding standards. To communicate risks and opportunities, the company provides training in patenting and trade secret protection. Jotun recognises that the value of its brand exceeds the total value of the company’s physical assets. To ensure its brand integrity, Jotun has registered over 2 000 trademarks in more than 150 countries that cover Jotun’s logo, product trade names and domain names. Most of Jotun’s trademarks are registered through international registration systems, such as the World Intellectual Property Organisation. When trademark and patent violations are discovered, Jotun takes action to stop infringements and if necessary, enters court proceedings.
6. Future prospects and risks As a global player, Jotun is exposed to different kinds of risks in countries and regions where it operates. These may include political unrest, trade barriers, extreme weather events or challenging economic conditions that may impact
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sales in some markets. Escalating geopolitical tensions and the threat of trade wars may result in higher energy costs, supply chain disruptions and reduced investments in manufacturing and new constructions. The Board notes that the company’s long-term strategy along with a strong corporate culture, has proven to be resilient in the face of global and regional business disruptions in the past. The Board therefore remains confident that the organisation is in a good position to manage risk in the years ahead. Jotun’s sales growth in the Marine Coatings segment roughly corresponds to changes in demand for new tonnage. The newbuilding market remains robust, with shipyards expected to operate at full capacity through to 2026. Furthermore, increasingly strict global and regional regulations are likely to increase demand for Jotun premium antifoulings and related hull performance services in the years ahead.
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The Board also anticipates growth to continue in the Protective Coatings segment despite increased competition and downward pressure on prices, which may impact sales in 2025. In the Powder Coatings segment, where Jotun interacts with multiple industries in many different countries, the company expects modest growth to continue, especially for specialised coatings for building components, battery housings and pipelines.
Jotun is active in more than 100 countries worldwide and interacts with dozens of customer groups operating in multiple industries. This geographical footprint allows the company to shift resources between segments and regions when required to mitigate risk. At the same time, growing pressure on customers in all segments to improve their environmental performance continues to represent a strong market opportunity for Jotun.
The Decorative Paints segment consistently delivers Jotun’s most predictable growth. While individual markets may underperform due to local issues, Jotun sells interior and exterior paints in more than 30 different countries all over the world, helping the company to manage risk. The segment strategy, which is grounded in product innovation, excellence in the project market and working closely with the company’s network of 10 000 dealers worldwide, has proven highly effective.
Jotun is a knowledge-based company, and the Board recognises the value of offering competitive salaries, extensive competence development programmes and mobility opportunities for the company’s workforce of more than 10 000 employees. With a firm strategy in place, a strong corporate culture, integrated sustainability and compliance processes and the farsighted perspective of Jotun’s ownership, the Board is confident that the company will continue to achieve sustainable growth in the years ahead.
Sandefjord, Norway, 14 February 2025 The Board of Directors Jotun A/S
Odd Gleditsch d.y.
Jørgen Arnesen
Nicolai A. Eger
Jannicke Nilsson
Nils K. Selte
Camilla Hagen
Karoline Gleditsch
Silje Kristin Engen
Chairman
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Bjørg Engevik Nilsen
Morten Fon President & CEO
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Protecting Property, protecting the future Jotun is a global leader in the production and distribution of decorative paints and marine, protective, and powder coatings. Sustainability at Jotun is not a collection of guiding documents, policies or commitments, but is integrated into the business strategy, and anchored in Jotun’s history and core values: Loyalty, Care, Respect and Boldness. Consistent with the company’s core mission, Jotun Protects Property, Jotun products extend maintenance intervals to prolong the lifecycle of assets, which benefits the environment by avoiding the need to replace them. Jotun’s stable ownership and long-term strategy enables the company to manage a broad range of challenges, including sustainability. Jotun has substantial sustainability competence and remains committed to strengthening these competencies within functions. Jotun’s approach to sustainability is structured into Environmental, Social and Governance (ESG) pillars, and this is reflected in the sustainability statements below. For the purposes of the Corporate Sustainability Reporting Directive (CSRD), Jotun is defined among large non-listed companies, required to be compliant next year, with full reporting for the financial year 2025 released early 2026. As a result, the sustainability statements in this annual report are not yet fully compliant with CSRD and have not been subject to audit.
1. Basis for preparation Jotun’s sustainability reporting provides an account of its total operations, encompassing all subsidiaries, joint ventures and associated companies, irrespective of ownership share. The extent to which the sustainability statement covers the undertaking’s upstream and downstream value chain varies by topic and is disclosed on pages 24, 32 and 37 for E, S and G topics respectively. The sustainability statement contains no omissions regarding intellectual property, innovation, or matters under negotiation.
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Jotun has defined short-term as one year, (which is the same as the reporting period in the financial statements), medium-term as one to five years, and long-term as more than five years.
opportunities, implementation of due diligence and results and effectiveness of policies, actions, metrics and targets are assessed at Sustainability Board level, and where appropriate, elevated to the BoD. Once a year, Jotun’s BoD is updated on the company’s compliance status, including whistleblowing cases.
Previously, Jotun’s sustainability statements were found in the Annual and Group Reports. As a transition step to CSRD reporting, Jotun’s sustainability statements are now part of the Board of Directors’ section of the Annual Report. No errors have been identified in the previous reports’ sustainability statements.
2. Sustainability governance Major sustainability matters at Jotun are considered by the Sustainability Board, and relevant items are also considered by Jotun Group Management and the Board of Directors. Jotun has no sustainability-related incentive schemes at any governance level.
Board of Directors presides over all decisions relating to Jotun’s major strategic policies, including major sustainability matters
5 4
Sustainability Board oversight of all sustainability matters at Jotun
2 5
women
men
Jotun A/S Board of Directors The Jotun A/S Board of Directors (BoD) presides over all decisions relating to Jotun’s major strategic policies, including major sustainability matters. It is made up of nine non-executive independent board members. Two of those nine are employee representatives. In addition to participating in on-site company visits, The BoD regularly receives updates on business and R&D issues, segment reviews, and Health, Safety, Environment and Quality (HSEQ) updates, so has access to detailed knowledge in relation to the segments, products and geographic locations of Jotun. Sustainability matters are on the agenda at every board meeting. Relevant matters for information, training and decisions are brought to the attention of the BoD, including overaching targets. Sustainability related impacts, risks and
women
men
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Sustainability Board The Sustainability Board (SB) is responsible for oversight of all sustainability matters including but not limited to sustainability strategy, impacts, risks and opportunities, setting and monitoring targets related to material impacts at Jotun, determining where skills and expertise need to be developed, and sustainability reporting. The SB has access to internal and external experts with appropriate skills and expertise related to sustainability matters. The SB is made up of senior management from across the organisation, which means sustainability initiatives are embedded. Any relevant items and decisions are referred to relevant managers and the BoD where appropriate, consistent with the mandate of the SB as well as their terms of reference. Sustainability governance at company level All Jotun companies undergo regular business reviews, which require reporting on sustainability performance. The Board of Directors in all companies are required to follow policies and procedures related to governance and compliance, ensuring involvement and accountability at the highest levels of the company.
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4. Strategy Jotun’s strategy consists of three main elements: Organic growth, segment diversity and differentiated approach (which allows local companies to make decisions closer to the markets they serve). Jotun’s strategy intends to integrate sustainability into all activities in the value chain. Products offered and markets served Jotun offers a wide range of products and services across four segments: Decorative Paints, Marine Coatings, Protective Coatings, and Powder Coatings. The production of paint and coatings is classified under the manufacture of chemicals and chemical products division in Nomenclature of Economic Activities (NACE) classification system. The products are engineered to protect and beautify a broad range of assets, including residential and commercial buildings, ships and offshore structures, industrial and infrastructure projects, pipelines and manufactured goods. The company’s customer groups range from individual consumers and professional painters to large industrial and marine clients, reflecting Jotun’s diverse and global reach.
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Business model and value chain The business model is built on leveraging local knowledge and competence in different markets, supported by regional hubs located in Norway (Europe and Central Asia), United Arab Emirates (Middle East, India and Africa), Malaysia (South East Asia and Pacific), China (North East Asia) and the United States (Americas). This matrix structure ensures a significant degree of autonomy for regional and local operations, which is key to Jotun’s global success. The value chain model below consists of three phases: Input, operations and usage. The avoided emissions part of Jotun’s value chain model describes how Jotun’s products and solutions contribute to reducing emissions and improving environmental performance by prolonging the lifetime of assets. This model supports data-driven decisions to focus on the biggest impacts across the full value chain. There are sustainability initiatives within every part of the value chain model.
3. Statement on sustainability due diligence Jotun integrates due diligence into governance processes, strategy, and its business model through multiple policies and processes. Jotun’s strategy includes sustainability from Group ambitions to specific actions and activities relevant to the market and customers. Jotun engages with stakeholders during the evaluation of material impacts, risks, and opportunities. When identifying negative sustainability impacts, Jotun has processes to report and resolve issues, escalating them through the governance structure, if necessary. The SB monitors the effectiveness of targets related to negative impacts.
Avoided emissions Protecting property
Input
Operations
Usage Long lasting efficiency and safety
Innovation
Operations
Consumption
Materials and services
Company vehicles
Use, reuse and recycle 0
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Double materiality assessment In preparation for CSRD reporting, Jotun has conducted a comprehensive double materiality assessment (DMA). The assesment is aligned with the CSRD perspective of materiality using impact and finacial perspectives to conclude material topics. The DMA exercise identified, assessed and prioritised the potential and actual impacts, risks, and opportunities (IRO) on both people and the environment, and was used to identity material topics. The DMA consolidates the IRO across Jotun’s full spectrum of operations (own operations and business relationships, considering its value chain and broader context), business units, locations and entities. It provides a comprehensive and holistic overview of the material topics for the entire organisation. The DMA will be reviewed annually and revised as needed to reflect changes in the business, the regulatory landscape, and stakeholder expectations.
5. Approach in brief A more detailed description of the DMA process is included on Jotun’s website, but a brief overview is provided below. The methodological framework encompassed four stages: 1. Understanding context: Potential sustainability topics were identified using a range of frameworks. Stakeholder mapping was conducted to identify key stakeholders and understand their influence and interests. 2. Identifying IRO: Impacts risks and opportunities related to Jotun’s activities and business relationships were defined. Data sources included surveys, interviews, workshops, reports, and expert input. 3. Assessing IRO: Impacts were assessed based on severity and likelihood. An IRO workshop facilitated a comprehensive evaluation of risks and opportunities. 4. Prioritisation: Impacts and financial implications were scored and prioritised using predefined thresholds. Sustainability-related risks are being integrated into the overall risk management framework.
Jotun Annual Report 2024 24
6. Outcome The outcome of the double materiality assessment identified the following topics as material: Upstream
Own operations
Downstream
Climate change adaption Climate change mitigation Energy Substances of concern Substances of very high concern Resource inflows Resource outflows Waste
Although social and governance topics did not meet the threshold of double materiality this year, Jotun takes these topics seriously and is dedicated to modelling good corporate social responsibility providing a safe, diverse and inclusive workplace. For the purposes of reporting, Jotun has opted to include these topics as it transitions to a CSRD compliant report.
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Climate change In addition to consequences for society, climate change has and will have direct and indirect impact on the paints and coatings industry. For example, in 2024, in the Philippines, Jotun operations were halted because of a typhoon, and heavy rain and flooding in the United Arab Emirates shut down operations at two Jotun factories in Dubai for a period. In addition to direct impacts and risks to operations, Jotun has identified opportunities to support customer ambitions to reduce emissions. Jotun’s products prolong the lifetime of assets, contributing to reduced emissions and improving the environmental performance of customers. For 2024 alone, the 28 vessels with Hull Skating Solutions (HSS) installed had a reduction of 160,706 tonnes of CO2, and over the three years we have deployed HSS, the vessels have saved 425,000 tonnes of CO2. Materiality and value chain scope The 2024 double materiality assessment identified all three subtopics within the Climate Change topic as material. These are climate change adaptation, climate change mitigation and energy usage. The assessment further underscores Jotun’s commitment to addressing climate-related impacts, risks, and opportunities across the value chain. Climate change mitigation includes the full value chain, but the focus of climate change adaptation and energy data is limited to Jotun’s own operations. For more information on the process Jotun went through to identify and assess its material climate related impacts, risks and opportunities.
Jotun Annual Report 2024 25
Policies related to climate change The Sustainability Policy provides the framework for how Jotun manages climate-related impacts, risks and opportunities. This includes managing initiatives such as Climate Risk Modelling to assess vulnerabilities and opportunities and the Climate Change Target Transition Plan to guide decarbonisation efforts within the full value chain. In addition to the Sustainability Policy, the company has various policies and procedures on energy efficiency and renewable energy deployment as part of its HSEQ procedures.
7. Climate change adaptation Jotun is subject to impacts, risks and opportunities related to adapting to climate change. Work has begun on developing a Climate Risk Model for Jotun. More information will be provided on these efforts in subsequent reports.
8. Climate change mitigation This year, significant progress has been made in mapping Jotun’s scope 3 emissions data. Work is underway to develop climate change targets, and a transition plan for these targets, more information will be provided in future annual reports.
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Upstream
Greenhouse gas emissions Jotun recognises the link between greenhouse gas emissions and climate change mitigation. The production and use of paints and coatings contribute to these emissions, primarily through the release of volatile organic compounds (VOCs) and - energy used in manufacturing and related processes. Therefore, Jotun is committed to minimising its environmental footprint by actively pursuing strategies to reduce greenhouse gas emissions across its operations and product lifecycle. This commitment is not only an environmental imperative but also a key driver of innovation and long-term sustainability for the business.
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Own operations
Raw materials
Fuel and energyrelated activities
63.7 %
In previous years Jotun has reported on scope 1 and scope 2 market based emissions. This year, significant progress was made in mapping scope 3 emissions data, which encompasses emissions across the value chain. This data, calculated to include data from 2022, provides a comprehensive picture of the emissions profile and informs reduction strategies.
Upstream transportation and distribution
3.8 %
Downstream
0.3 %
Scope 1 and 2
1.9 %
End-of-life treatment of sold products
2.0 %
Processing of sold products
Employee commuting Capital goods
0.5 %
9.8 %
Emissions generated prior to Jotun’s production processes 1
The infographic opposite demonstrates some examples of where in the value chain emissions are generated and uses 2024 data to show what proportion these activities account for of total emission. For more detail, see the greenhouse gas emissions table on page 27.
77.8 %
3 383 thousand tCO2e 1 2 3
Jotun Annual Report 2024 26
Other purchased goods and services
This includes categories 3.1, 3.2, 3.4 and 3.15 This includes scope 1 and scope 2 (market based) as well as categories 3.3, 3.6 and 3.7 This includes categories 3.10, 3.11 and 3.12
0.3 %
Business traveling
0.1 %
Emissions generated from operations 2
2.7 %
117 thousand tCO2eq
Use of sold products
0.1 %
17.4 % Emissions generated from Jotun products 3
19.5 % 850 thousand tCO2eq
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Total greenhouse gas emissions by scope The table below presents greenhouse gas emissions data for scope 1,2 and 3. It includes total emissions from Jotun’s financial and operational control, including jointly owned operations. Jotun measures its carbon footprint using the Corporate Standard Greenhouse Gas (GHG) protocol.
Financial statements
Greenhouse gas emissions, tCO2eq
Jotun does not offset or reduce carbon emissions using carbon credits, GHG allowances, carbon removal schemes or carbon storage facilities.
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2024
2023
2022 change4
Scope 1
32 593
29 372
27 360
11 %
Scope 2 (market based)
50 880
65 969
81 561
-23 %
Scope 2 (location based)
86 344
81 288
75 270
6%
Scope 1 and 2 (market based)
83 473
95 341
108 921
-12%
Scope 3
4 267 588
3 903 560
3 520 690
3.1 Purchased goods and services
3 195 374
2 915 722
2024
2023
2022 change4
Total emissions, market based (thousand tCO2eq)
4 351
3 999
3 630
9%
Total net sales (NOK billion)
47.0
43.5
37.0
8%
Emissions intensity, market based 3
92.6
91.9
98.2
1%
9%
Total emissions, location based (thousand tCO2eq)
4 387
4 014
3 623
9%
2 628 925
10 %
Total net sales (NOK billion) 2
47.0
43.5
37.0
8%
Emissions intensity, location based 3
93.4
92.3
98.0
1%
Greenhouse Gas Protocol Jotun measures its carbon footprint using the Corporate Standard GHG Protocol. The Greenhouse Gas Protocol classifies a company’s GHG emissions into three ‘scopes’:
3.2 Capital goods
22 278
27 941
12 980
-20 %
3.3 Fuel and energy-related activities
14 664
17 237
19 003
-15 %
•
3.4 Upstream transportation and distribution
166 088
160 212
137 317
-1 %
3.6 Business traveling
6 004
6 316
3 310
-5 %
3.7 Employee commuting
13 015
12 326
11 599
6%
3.10 Processing of sold products
3 087
2 900
3 040
6%
3.11 Use of sold products
758 963
678 827
632 019
12 %
3.12 End-of-life treatment of sold products
88 074
82 037
72 458
7%
41
42
39
-2 %
Total GHG Emissions (market based)
4 351 061
3 998 901
3 629 611
9%
Total GHG Emissions (location based)
4 386 525
4 014 220
3 623 320
9%
• •
Scope 1 refers to direct emissions from owned or controlled sources. Scope 2 emissions are indirect emissions from the generation of purchased energy. Scope 3 emissions are all indirect emissions that occur in the value chain of the reporting company, include both upstream and downstream emissions.
3.15 Investments
50 %
Reduced carbon footprint Baseline 2017 Target year 2030 Scope 1 and 2, Corporate standard, greenhouse gas protocol
30 % 2024
1
3.8 Upstream leased assets and 3.13 Downstream leased assets are reported under 3.1 Purchased goods and services. 3.9 Downstream transportation and distribution is zero as it is included in 3.4 Upstream transportation and distribution. 3.5 Waste generated in operations makes up around 0.2 per cent of our total GHG emissions but has been excluded from reporting this year because it did not pass data validation checks. 3.14 Franchises is not included as Jotun has no franchises.
Jotun Annual Report 2024 27
Emissions intensity
2
Total net sales for all companies, irrespective of ownership share. This does not match financial statements but aligns with emissions reported. 3 Total emissions in thousands tCO2eq per total net sales in NOK billion. 4 Per cent change from 2023 to 2024. 2
Climate change mitigation targets Jotun has set ambitious targets to decrease its carbon footprint from operations (scope 1 and 2) by 50 per cent by the year 2030, using 2017 as baseline. From 2017 to 2024 Jotun’s carbon footprint has been reduced by 35 431 tCo2eq, or 30 per cent for scope 1 and 2 emissions. Climate change target transition plan Jotun, with advice from external climate change experts, is currently developing climate change targets alongside a transition plan. The transition plan will include actions and resources required to achieve the targets that are set. As part of this work, the need for internal carbon pricing schemes will be assessed, however, currently Jotun does not have internal carbon pricing schemes.
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
9. Energy consumption and mix Fuel and energy-related activities makes up 20 per cent of scope 1 and 2 emissions, so investing in renewable energy is a key driver to reducing emissions within Jotun’s own operations. In 2024, Jotun generated 3.8 per cent of its total electricity consumption from solar energy and the company expects this figure to rise in the years ahead as more panels are installed. For more information on investments in solar technology, see page 16. Jotun has also committed to sourcing renewable energy through certified agreements. In 2024, 38 per cent of Jotun’s total energy needs were supplied from these agreements.
Contents
Energy production Jotun has made significant investments in solar power plants at several facilities over recent years. In 2024, Jotun Thailand completed the installation of solar panels on the paints finished goods warehouse. The installation allows Jotun Thailand to generate electricity equivalent to 14 per cent of its annual energy demand. In Jotun’s production facilities in Qingdao, China, solar panels were installed in the parking lot canopy. The new installation is expected to generate electricity equivalent to nearly 10 per cent of the factory’s consumption.
Energy intensity
2024
2023
2022 change4
Total energy consumption from activities in high climate impact sectors (thousand MWh)
165
155
147
7%
Total net sales (NOK billion)
47.0
43.5
37.0
8%
3.5
3.6
4.0
-1 %
2
Energy intensity
Total net sales for all companies, irrespective of ownership share. This does not match financial statements but aligns with the energy consumption reported. 4 Per cent change from 2023 to 2024. 2
Renewable energy target Jotun has a target to source 70 per cent renewable energy by the year 2030, using 2017 as the baseline. To date, Jotun sources 41 per cent renewable energy. The Climate Change Target Transition Plan work will assess i opportunities for renewable-energy related levers and targets within scope 3.
Energy
2022 150 000
Consumption from fossil sources (MWh)
76 231 102 507 141 518
Consumption from nuclear sources (MWh)
20 716
20 360
-
Consumption of purchased or acquired electricity, heat, steam, and cooling from renewable sources (MWh)
62 113
28 424
3 326
The consumption of self-generated non-fuel renewable energy (MWh)
6 325
3 747
1 670
Total renewable energy consumption (MWh)
68 438
32 171
4 996
Total energy consumption (MWh)
165 385 155 038 146 514
Jotun Annual Report 2024 28
70 %
120 000 MWh Energy
Fossil Nuclear Renewable
2023
Company overview
Energy intensity Jotun operates in the high climate impact sector ‘Manufacture of paints, varnishes and similar coatings, printing ink and mastics’. All revenue is from this sector. Because sustainability data is collected for total operations, total total net sales of all operations, regardless of ownership, has been used here, so that it aligns.
Energy efficiency measures are being implemented across company facilities. These include: • Skylights to maximise natural lighting • Heat recovery systems to capture and reuse waste heat • Computerised building management systems to optimise lighting and temperature • Ultrasonic equipment to detect and repair air compressor leaks
2024
Financial statements
90 000
Renewable energy target
60 000 30 000
0
Fossil Nuclear Renewable 2022
2023
2024
Baseline 2017 Target year 2030
41 % 2024
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Pollution As a global manufacturer of paints and coatings, Jotun is classified as part of the chemicals industry and acknowledges its responsibility with respect to chemical management. The company is committed to addressing the environmental challenges through its policies and innovation. Jotun continuously explores alternative raw materials and methods to reduce pollution while maintaining the high quality of its products. Materiality and value chain scope Within the topic of pollution, Jotun has identified substances of concern and substances of very high concern as material sub-topics. These subtopics apply to Jotun’s own operations only. Pollution of land, air, water and living organisms were all considered but ultimately did not meet the threshold for materiality. Jotun recognises that microplastics is a growing concern for the paint and coatings industry. Additional research is being conducted to better understand the impacts, risks and opportunities, with a current focus on antifouling coatings.
Jotun Annual Report 2024 29
Policies related to pollution Jotun’s Sustainability Policy sets up the framework for how it manages impacts, risks and opportunities related to pollution prevention and control. The Chemical Policy covers substitution and/or reduction of substances of concern and phasing out those of very high concern. The HSEQ management system covers preventing, controlling, and mitigating incidents and emergencies to protect people and the environment.
10. Substances of concern and substances of very high concern Certain substances of concern and very high concern are essential for achieving the performance and durability expected of high-quality paints and coatings. Jotun is committed to minimising their use and potential impact wherever possible, while maintaining the quality and durability of its products. This includes ongoing efforts to substitute less harmful alternatives and innovative research to develop safer solutions. Data on the amounts of substances used in Jotun’s own operations will be disclosed as part of future reports.
Contents
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Resource use and circular economy Jotun understands that responsible resource management is crucial to long-term success. This involves optimising resource inflows by sourcing raw materials with the lowest environmental impact, maximising efficient use of those materials within Jotun’s production processes, and minimising resource outflows in the form of waste generation. By adopting a circular economy mindset, Jotun strives to reduce the reliance on virgin materials, extend the life cycle of resources, and ultimately contribute to a more sustainable future for the industry and the planet. Materiality and value chain scope The 2024 double materiality assessment identified all three subtopics within the E5 Resource Use and Circular Economy topic as material. These are resource inflows, resource outflows and waste. For more information on the process Jotun went through to identify and access its material resourcecircularity and waste related impacts, risks and opportunities please see the DMA section . The waste sub-topic information is related to Jotun’s own operations only, but resource inflows include upstream impacts, risks and opportunities, and resource outflows includes downstream impacts, risks and opportunities. Policies related to resource use and circular economy Jotun’s Sustainability Policy guides its approach to managing resource circularity-related impacts, risks and opportunities. This commitment is reinforced by the HSEQ Management System, which includes specific requirements for waste handling. The system promotes the use of recycled resources, with practices like reusing raw material packaging. It also emphasizes sustainable sourcing and encourages the use of biofuels. To track progress and address waste hierarchy, the system sets key performance indicators (KPIs) for waste management, including total
Jotun Annual Report 2024 30
waste, disposal costs, and recycling rates. It also includes procedures for environmental risk assessments and utilises certified waste contractors. The company prioritises waste prevention and minimisation through reuse, recycling, and effective waste management practices.
11. Resource inflows Jotun’s resource inflows mainly comprise of raw materials and other purchased goods and services such as Jotun’s packaging. Jotun collaborates with its supply chain to promote responsible resource management and sustainable practices. Jotun prioritises sustainable packaging solutions, using recycled and recyclable materials while minimising waste through design and logistics. Water is also a key resource inflow for paint manufacturing and Jotun has activities and further initiatives to reduce water consumption. Materials used to manufacture Jotun’s products Jotun has over 1 000 suppliers of direct materials and more than 25 000 indirect suppliers worldwide. The total weight of materials used in 2024 was 170 119 593 tonnes. Data on the amounts of substances of concern and substances of very high concern used in Jotun’s own operations will be disclosed as part of future reports, see the pollution section above. Raw material packaging Jotun regularly re-uses packaging for raw materials – and this has a considerable impact on the amount of waste generated within Jotun’s own operations.
12. Resource outflows Jotun protects property, which means designing products that are durable. Jotun works with customers to ensure the products Jotun works with customers to ensure that Jotun products are correctly specified and in the right quantity to reduce waste. More information on the durability of Jotun products will be provided as part of future reports.
Contents
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
13. Waste Jotun seeks to recycle as much waste as possible. Within its own operations, Jotun has a number of initiatives to reduce the waste it generates, and to recycle waste where possible. For example, Jotun has invested in automation and closed loop systems in many factories, which not only help reduce process waste, but contribute to a safer work environment for operators. For more information on the use of cleaning solvents please see page 15. In 2024 Jotun began to use more detail when collecting waste data and is therefore not comparable with previous years.
Total amount of waste, tonnes
Financial statements
Company overview
Treatment types, tonnes
2024
Treatment types, tonnes
Incineration
9 622
Water treatment or sewage
Hazardous
6 954
Non-hazardous
2 668
Landfill
2 876 Hazardous
913
Non-hazardous
1 963
Water treatment or sewage
2024
Hazardous
21 584
Non-hazardous
17 882
Waste generated
39 466
58
Reused Hazardous
7 134
Non-hazardous
7 920
Recovery operations, tonnes
10 377
Recycled
Recycled
Jotun Annual Report 2024 31
Non-hazardous
274 102
Landfill
3 390 Hazardous
3 324
Non-hazardous Incineration
66 513
Non-hazardous
52
Non-hazardous
0
2024
355 656 Hazardous
77 981
Non-hazardous
277 675
2024
8 308
5 297
Hazardous
4 802
Non-hazardous
5 081
Non-hazardous
3 506
1 479
69 014
513
Hazardous Material recovery/ downcycling
Hazardous
Hazardous
Total amount of wastewater, tonnes
15 054
343 116
7
Wastewater Several of Jotun’s factories have invested in onsite treatment facilities for wastewater management.
2024
2024
Hazardous
Wastewater going out of Jotun premises Recovery operations, tonnes
Contents
Material recovery/ downcycling
329
Hazardous
1 280
Hazardous
328
Non-hazardous
199
Non-hazardous
1
Waste during application Safe and efficient application of products are of high importance to Jotun, not only because it can prolong maintenance intervals, but also because it can contribute to safe and efficient recycling and waste handling. By developing tools to improve application and reduce overspray alongside its high-quality products, Jotun contributes to its customers achieving their sustainability goals. Recycled waste target Jotun’s target for recycled waste is 60 per cent of the total amount of waste (excluding wastewater).
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents
Social Although Social topics did not meet the threshold of double materiality this year, Jotun considers these topics as important and serious and is dedicated to modelling good corporate social responsibility, providing a safe, diverse and inclusive workplace. For the purposes of reporting, Jotun has opted to include these topics as it transitions to a CSRD compliant report. Upstream
Own operations
Downstream
14. Training and skills development
15. Health and safety
Jotun recognises that training and skills development are essential for the company’s success and invests significant resources into employee learning and development. Jotun Academy courses are facilitated globally, regionally, and locally, using more than 750 certified internal trainers. Courses are available in live classroom settings, digitally, a blend of both, or using gamified training tools, available on laptops or mobile devices.
Health and safety are of paramount importance for Jotun. To maintain health and safety standards, Jotun has implemented the HSEQ Management System. This system includes risk awareness, group-wide safety standards, competence training, and thorough incident reporting to promote a strong safety culture in compliance with local and global regulations.
In 2024, Jotun produced over 120 videos in the internal Penguin Studio. In addition, the studio facilitated a global framework for Virtual Reality training. 70 VR headsets have been distributed globally, and a new VR Fire Safety Training is available to all employees. In addition, Jotun has started implementing Artificial Intelligence (AI) in Learning and Development. For example, an AI-based roleplay solution is used to train salespeople as part of Advanced Sales Training in Sales Academy.
Training Engaging with workforce Health and safety
Policy As well as the health and safety related training, the Learning and Development Policy is designed to ensure continuous growth and professional development for all employees.
Human rights Diversity
Policy The HSEQ Management System at Jotun includes various elements, documents, and records for managing health, safety, environment, and quality aspects. It involves risk assessments, training records, and compliance with relevant regulations. The system is designed to help organisations proactively identify, analyse, and manage potential issues, ensuring a safe and sustainable working environment. Health and safety training Jotun requires its operators to complete mandatory training focusing on key safety issues. This training teaches personnel how to identify and avoid risks through proper workspace maintenance and safe practices, including correct use of personal protective equipment and identifying and addressing potential hazards. Risk assessment training prepares employees to proactively identify and manage safety concerns, while emergency response training equips them to handle fires, chemical spills, and medical emergencies effectively. These training programmes underscore Jotun’s dedication to safety and support the company’s zero-target goals, fostering a culture that prioritizes safety.
9 682 Learners
Jotun Annual Report 2024 32
750+
Internal trainers
188
Blended courses
183
Digital courses
23 722 Training days
61 405 Enrollments
Contents
Who we are
Our business
Days of absence in per cent of number of days worked
Number of injuries resulting in more than one day absence per million working hours (H-value) for Jotun Group
2.0
1.5
3.0 1.7 1.5
1.5
1.6
1.7
Financial statements
Lost time injury rate (LTIR)
Absence due to sickness
1.9
Sustainability statements
Board of Directors’ report
1.8
3.0
2.5 1.5
1.0
2.6 1.9
1.5
1.9
1.7
1.4
1.0
1.1
0.5 0.5 0.0
2017
2018
2019
2020
2021
2022
2023
2024
0.0
Spills
2019
2020
2021
2022
2023
2024
Major and minor
12
50
54 48 40
30
45
42
10 8
39
4
10
2
2019
2020
2021
2022
2023
10 9 8
6
20
0
2018
Fires
60
40
2017
2024
0
6
5 4 3
2 1
2 1
2017
2018
Minor fires
Jotun Annual Report 2024 33
6
1
2019
2020
Major fires
2021
1
1
2022
2023
Targets Jotun’s approach to HSEQ has four simple goals: To conduct operations with zero injuries, fires, spills or claims. These zero targets send a clear message that safety is the top priority. It supports a culture where everyone is responsible for preventing accidents and taking safety seriously.
Contents
Zero Injuries
Wellbeing Jotun understands that the wellbeing of its employees is closely linked to the company’s growth ambitions. The Penguin CARE programme was developed to provide care for the quality of life and health of Jotun’s employees and their families. In 2024, several Jotun companies launched an employee assistance programme which provides free, professional and confidential support on a range of issues.
2.2
2.0
Company overview
2024
Health and safety upstream The supplier code of conduct requires that suppliers provide a safe and healthy workplace that addresses risks related to both mental and physical health for all employees. Specifically, suppliers must comply with applicable health and safety laws and regulations where they operate, and have a documented, implemented, and auditable HSEQ management system. Health and safety downstream Jotun has a specialised team that provides technical services and training to customers. This includes developing and updating training materials, conducting training sessions, and ensuring that all technical service personnel are well-equipped with the necessary skills and knowledge. They ensure that all health, safety, and environmental requirements are strictly adhered to when visiting or performing tasks at customer sites. This includes following safety data sheet instructions, using required personal protective equipment and conducting safety job analyses before certain tasks.
Zero Fires
Zero Spills
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Human rights
16. Human rights and transparency Jotun supports the protection of internationally proclaimed human rights and has policies and procedures in place to ensure it is not complicit in human rights abuses. The whistleblowing channel (see below) can be used by internal and external stakeholders to report concerns about human rights. Policy Jotun’s Human Rights Policy is designed to ensure that the company respects and promotes internationally recognised human rights throughout its operations and relationships with business partners. It is aligned with the following principles: • The Universal Declaration of Human Rights, • The International Covenant on Civil and Political Rights, • The International Covenant on Economic, Social and Cultural Rights, • The UN guiding Principles on Business and Human Rights, • The OECD Principles of Business and Human Rights, • The ILO Declaration on the Fundamental Principles and Rights at Work (the ILO Convention), • The UN Global Compact Principles, and • UN Sustainable Development Goals (where relevant). Transparency Act Jotun adheres to the Norwegian Transparency Act by performing due diligence, sharing information upon request, and publishing annual assessments. The yearly due diligence report per section five of the act is available on Jotun’s website.
Contents
Jotun donates to the International Red Cross and Red Crescent Movement through the Norwegian Red Cross, which plays a significant role in promoting and protecting human rights. Global Compact Jotun reaffirms its commitment to the ten principles of the UN Global Compact, and remains dedicated to upholding human rights, labour standards, environmental sustainability, and anti-corruption measures in all operations. Jotun continues to integrate these principles into strategies, culture, and daily activities, striving for a more sustainable and equitable future.
Principle 1:
Businesses should support and respect the protection of internationally proclaimed human rights; and
Principle 2:
make sure that they are not complicit in human rights abuses.
Jotun Annual Report 2024 34
32–36
Labour Principle 3:
Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining;
Principle 4:
the elimination of all forms of forced and compulsory labour;
Principle 5:
the effective abolition of child labour; and
Principle 6:
the elimination of discrimination in respect of employment and occupation.
32–36
Environment
The UNGC is a global initiative whereby participants, such as Jotun, commit to responsible business practices in the areas of human rights, labour, the environment, and corruption. There are 10 principles helping businesses conduct activities in a responsible, ethical and sustainable manner. Please see the table for references to areas of this report demonstrating how Jotun aligns itself with the UNGC framework.
Principle 7:
Businesses should support a precautionary approach to environmental challenges;
Principle 8:
undertake initiatives to promote greater environmental responsibility; and
Principle 9:
encourage the development and diffusion of environmentally friendly technologies.
25–31
Anti-corruption Principle 10:
Human rights upstream and downstream The Supplier Code of Conduct requires suppliers to comply with the standards in the United Nations Guiding Principles on Human Rights and the International Labour Organization’s (ILO) Declaration on Fundamental Principles Rights at Work as well as applicable laws and regulations, including non-discrimination, freedom of association and the prohibition of child labour, forced labour and modern slavery.
pages
As a member of Transparency International Norway, Jotun is committed to zero tolerance of all forms of corruption, and to working for the implementation of positive values, business principles and anticorruption programmes covering all areas of the organisation.
Businesses should work against corruption in all its forms, including extortion and bribery.
37
For more information on the Global Compact see www.globalcompact.org
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents
17. Diversity For a multinational company made up of employees representing 93 different nationalities, Jotun has a long history of welcoming and valuing differences in people. Jotun has long recognised the importance of having a diverse and inclusive workforce. By building a culture of belonging and creating a welcoming workplace, Jotun can foster innovation and encourage collaboration. Equality and Anti-Discrimination Act Jotun adheres to the Norwegian Equality and Anti-Discrimination Act. The yearly Diversity and Inclusion report is available on Jotun’s website. Policy The purpose of the Diversity and Inclusion Policy at Jotun is to create a robust and diverse workforce that is equipped to meet current and future business needs. Diversity is considered a management responsibility and is followed up in company, segment, and regional business reviews. Jotun’s recruiting policies are designed to attract talent and contribute to a more diverse and inclusive workforce. The company actively identifies and minimises unconscious bias in the recruiting process, creates inclusive job adverts, and has routines in place to ensure a fair and unbiased selection process. Gender diversity targets and training Jotun is committed to achieving 40 per cent female managers at Jotun headquarters and 30 per cent female managers globally by 2030. Achieving Jotun’s gender diversity goals may face different challenges depending on local cultural attitudes towards women in certain work environments.
Jotun Annual Report 2024 35
30 %
To help the organisation achieve this goal, diversity and inclusion training is part of all management training programmes and all employees are required to complete an introductory diversity and inclusion course within their first six months of employment.
25 %
Female managers, global
Currently there are 38 per cent female managers at Jotun headquarters, and 25 per cent globally. There is variation between regions, but all regions are improving.
2024
Target year 2030
18. Engaging with own workforce
40 %
Jotun is committed to fostering a culture of open communication and employee engagement. The employee engagement survey boasts a global response rate of 96 per cent, exceeding both industry norms and “High Performing” company benchmarks. More than 80 per cent of employees agree that Jotun is a highly inclusive company. Employees express strong support for Jotun’s values, diversity efforts, and sustainability goals.
2024
Female managers, headquarters Target year 2030
Beyond the survey, Jotun champions employee representation through various channels, such as through the whistleblowing channel and the SpeakUp! campaign. This global campaign further encourages employee feedback, particularly on issues such as workplace discrimination, potential safety risks and sharing ideas, opinions and concerns. Policy The Group Human Resources Policy provides guidelines for human capital reporting and promotes the social commitment to engage its employees. The Group Integrity and Sustainability Policy requires managers at all levels to ensure an open and supportive work atmosphere. Individuals shall feel free to raise concerns internally,
38 %
Number of employees
Female
Male
Female
Female managers
Nationalities
AM
230
63
167
27 %
26 %
12
ECA
2673
702
1971
26 %
31 %
62
MEIA
3160
375
2785
12 %
14 %
55
NEA
2113
402
1711
19 %
24 %
14
SEAP
2430
591
1839
24 %
37 %
27
TOTAL
10 606
2133
8473
20 %
25 %
93
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
19. Workers in the value chain Jotun is committed to upholding high ethical standards throughout its global supply chain. With around 1 000 suppliers of direct materials and more than 25 000 indirect suppliers worldwide, the company fosters a culture of responsibility through a supplier approval process, risk assessments as well as a Supplier Code of Conduct.
Human Rights and the ILO Declaration. It also covers compliance with applicable laws and regulations, including non-discrimination, prohibition of child labour, prohibition of forced labour and modern slavery, freedom of association and the right to engage in collective bargaining, freedom of expression, right to privacy and living wage.
Policy The Group Purchasing Policy and related policies outline the key principles and requirements for ethical, responsible, and professional procurement and sourcing of materials for all Jotun entities. It details the roles and responsibilities of the Group Purchasing function and local purchasing managers, emphasising the importance of adhering to Jotun’s values, Business Principles and Anti-Corruption Policy.
Process for engaging with value chain workers about impacts Jotun utilises a supplier management system to streamline onboarding, track performance and conduct targeted improvement campaigns.
Jotun’s procurement process has the intention to support people, society and the environment. All direct suppliers and major indirect suppliers are expected to adhere to Jotun’s Supplier Code of Conduct. This code of conduct promotes alignment with international standards like the UN Guiding Principles on
Jotun Annual Report 2024 36
Process to remediate negative impacts Jotun’s whistleblowing channel is open to both internal and external stakeholders who wish to report on suspected violations of Jotun Business Principles, policies, laws or regulations. If a serious concern against a supplier is reported, Jotun will take action to address the issue. Should a supplier fail to make the necessary changes, Jotun will terminate the business relationship. The supplier risk assessments Jotun has conducted, have not uncovered any incidents of child or forced labour.
Contents
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents
Governance Although Governance topics did not meet the threshold of double materiality this year, Jotun considers these topics as important and serious For the purposes of reporting, Jotun has opted to include these topics as it transitions to a CSRD compliant report. Upstream
Own operations
Downstream
Corporate culture Whistleblowing Anti corruption and bribery
20. Corporate culture and business conduct At Jotun, corporate culture is deeply rooted in its core values: Loyalty, Care, Respect, and Boldness. This culture guides actions and decisions, ensuring that Jotun conducts business with integrity and responsibility. The commitment to ethical business practices is reflected in the Business Principles and related policies, which build on transparency, accountability, and sustainability. Jotun strives to create a safe, inclusive, and diverse workplace where employees can thrive and contribute to the company’s long-term success. By fostering a culture of continuous improvement and innovation, Jotun aims to build strong relationships with customers, employees, and stakeholders, and make a positive impact on the communities it serves.
Jotun Annual Report 2024 37
Policy Jotun’s Business Principles and Group Integrity and Sustainability Policy outline Jotun’s commitment to conducting responsible and ethical business operations with Jotun’s values, Loyalty, Care, Respect, and Boldness. It includes roles and responsibilities, tools and templates, and references to ensure compliance with main principles and requirements. Whistleblowing Jotun’s dedicated whistle-blowing channel is open to both internal and external stakeholders who may wish to report on suspected violations of Jotun’s Business Principles, laws, regulations or any threats to their psychological safety, such as workplace bullying, harassment or intimidation. Once a report is registered, it is investigated and resolved according to a structured process. Reports are handled confidentially, and individuals are protected and treated with respect according to applicable laws. Policy Jotun has a comprehensive Whistleblowing Policy designed to ensure that employees and external individuals can report concerns about wrongdoings related to Jotun’s activities. The policy also includes detailed processes for handling and investigating concerns.
21. Anti-corruption and bribery As a global company, Jotun acknowledges its responsibility to customers, suppliers, shareholders, employees and local communities to maintain its integrity and align its business with high ethical standards. Policy Jotun has a comprehensive Anti-Corruption Policy designed to ensure that all employees and business partners adhere to high standards of integrity and ethical conduct. The policy emphasises compliance with anti-corruption laws and highlights the importance of adhering to international anti-corruption standards. Anti-corruption and bribery training While all employees are required to adhere to Jotun’s Anti-Corruption Policy, Jotun recognises that some employees face greater risk of exposure to potentially corrupt scenarios. In addition to regular online training, these groups receive tailored training courses, including dilemma training. Jotun has certified anti-corruption trainers active in all regions. In 2024, 2292 people completed an anti-corruption training programme.
Sandefjord, Norway, 14 February 2025 The Board of Directors Jotun A/S Odd Gleditsch d.y.
Jørgen Arnesen
Nicolai A. Eger
Jannicke Nilsson
Nils K. Selte
Camilla Hagen
Karoline Gleditsch
Silje Kristin Engen
Chairman
Bjørg Engevik Nilsen
Morten Fon President & CEO
Contents Contents Jotun Group Contents Jotun A/S
Financial statements Jotun Group
Consolidated income statement
39
Consolidated statement of comprehensive income
39
Consolidated statement of financial position
40
Consolidated statement of changes in equity
41
Consolidated statement of cash flows
41
Notes for the Group
42
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents Contents Jotun Group Contents Jotun A/S
Consolidated income statement
Consolidated statement of comprehensive income
(NOK million)
Note
2024
2023
Note
(NOK million)
Profit for the year
Operating revenue
2 .1
34 206
31 861
Share of profit from associates and joint ventures
5 .5
1 492
1 333
Cost of goods sold
2 .1
-17 466
-16 646
Other comprehensive income not to be reclassified to profit or loss in subsequent periods:
Payroll expenses
2 .2
-5 088
-4 388
Actuarial gain/loss (-) on defined benefit pension plans (net of tax)
Other operating expenses
2 .3
-5 219
-4 693
3.2, 3.3
-1 160
-1 038
Other comprehensive income to be reclassified to profit or loss in subsequent periods:
6 766
6 430
Gain/loss (-) on hedge of net investments in foreign operations (net of tax)
Depreciation, amortisation and impairment Operating profit
5.2
Hyperinflation adjustment for the year Net financial items
4 .3
Profit before tax Income tax expense
5 .1
Profit for the year
5.10
2024
2023
4 449
4 500
-
-25
105
96
319
229
-916
-552
Currency translation differences in foreign operations
811
-21
5 849
5 879
Other comprehensive income for the year, net of tax
1 235
279
-1 400
-1 378
Total comprehensive income for the year
5 684
4 780
4 449
4 500 5 619
4 634
Total comprehensive income attributable to: Equity holders of the parent company
Profit for the year attributable to: Equity holders of the parent company Non-controlling interests Total
4 358
4 342
90
158
4 449
4 500
Non-controlling interests Total
Operating revenue (NOK million) Revenue growth (in %)
21 070
22 809
27 858
Jotun Annual Report 2024 39
8%
2020
2021
31 861
34 206
6 430 3 489
22 % 7%
Operating profit (NOK million) Operating margin (In %)
2022
14 %
2023
7%
2024
17 %
2020
3 138
3 737
14 %
13 %
2021
2022
6 766
20 %
20 %
2023
2024
65
146
5 684
4 780
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents Contents Jotun Group Contents Jotun A/S
Consolidated statement of financial position Note
(NOK million)
31.12.2024
31.12.2023
Note
(NOK million)
31.12.2024
31.12.2023
Equity and liabilities
Assets
Equity
Non-current assets Deferred tax assets
5.1
617
483
Other intangible assets
3.2
911
877
Property, plant and equipment Investments in associates and joint ventures Share investments Other non-current financial receivables
3.3, 5.4
9 511
8 747
5.5
2 798
2 289
5.9
7
6
4.1, 5.9
69
105
13 914
12 507
Total non-current assets Current assets 3.4
5 623
4 529
Trade and other receivables
3.5, 5.9
9 191
7 654
Cash and cash equivalents
4.2, 5.9
Inventories
6 176
5 390
Total current assets
20 990
17 574
Total assets
34 904
30 082
5.8
Share capital Other equity Non-controlling interests Total equity
Jørgen Arnesen
Nicolai A. Eger
Jannicke Nilsson
Nils K. Selte
Camilla Hagen
Karoline Gleditsch
Silje Kristin Engen
Jotun Annual Report 2024 40
372
433
21 660
18 325
Pension liabilities
5.2
373
279
Deferred tax liabilities
5.1
179
171
Provisions
3.7
179
144
4.1, 5.10
2 757
2 149
Interest-bearing debt Other non-current liabilities
33
27
Total non-current liabilities
3 521
2 770
Current liabilities Interest-bearing debt
4 .1
2 007
2 163
Trade payables
5.10
3 955
3 407
Tax payable
5 .1
579
560
3.6, 3.7, 5.10
3 181
2 856
Total current liabilities
9 723
8 986
Total liabilities
13 243
11 756
Total equity and liabilities
34 904
30 082
Sandefjord, Norway, 14 February 2025 The Board of Directors Jotun A/S
Chairman
103 17 789
Non-current liabilities
Other current liabilities
Odd Gleditsch d.y.
103 21 186
Bjørg Engevik Nilsen
Morten Fon President & CEO
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents Contents Jotun Group Contents Jotun A/S
Consolidated statement of changes in equity
Consolidated statement of cash flows
Equity holders of the parent company
(NOK million)
Note
Equity as of 1 January 2023 Dividends
Share capital 103
Other equity
Dividends
5.8
380
14 493
-855
-92
-947
4 342
4 342
158
4 500
300
-8
292
-12
279
-
-
-
-
-
16 870
919
17 892
433
18 325
-2 223
-2 223
-126
-2 349
4 358
4 358
90
4 449
Profit for the year Other comprehensive income
424
837
1 261
-26
1 235
-
-
-
-
-
19 429
1 756
21 288
372
21 660
Share capital increase Equity as of 31 December 2024
103
927
Total equity
14 113
Other comprehensive income
103
Total
-855
Share capital increase Equity as of 31 December 2023
Translation differences
13 083
5.8
Profit for the year
(NOK million)
Noncontrolling interests
Note
2024
2023
6 766
6 430 -1 333
Cash flow from operating activities Operating profit Adjustments to reconcile operating profit to net cash flows: Share of profit from associates and joint ventures
5.5
-1 492
Dividend paid from associates and joint ventures
5.5
1 281
713
3.2, 3.3
1 160
1 038
965
490
-1 537
-584
Depreciation, amortisation and impairment Change in accruals, provisions and other Working capital adjustments: Change in trade and other receivables Change in trade payables Change in inventories Cash generated from operating activities
548
-82
-1 093
291
6 597
6 963
Interest received
4.3
163
149
Interest paid
4.3
-480
-414
Other financial items
-666
-252
Income tax payments
-1 493
-1 210
Net cash flow from operating activities
4 121
5 236
Cash flow from investing activities Proceeds from sale of property, plant and equipment
Cash and Cash equivalents (NOK million)
Purchase of intangible assets
3.2
3 312
Jotun Annual Report 2024 41
2022
2024
-117 -1 362
-
244
Repayment of borrowings
-948
-1 097
Payment of principal portion of lease liabilities
-182
-152
-2 223
-855
Dividend paid to equity holders of the parent company
2023
-117 -1 248
1 335
5.8
Dividend paid to non-controlling interests
-119
-92
Net cash flow from financing activities
-2 136
-1 952
737
1 922
5 390
3 312
Cash and cash equivalents as of 1 January
2021
12 -1 257
Proceeds from borrowings
Net increase / decrease (-) in cash and cash equivalents
2020
16 -1 147
Cash flow from financing activities Share capital increase in non-controlling interests
5 390
3 388
3.3
Net cash flow from investing activities
6 176
2 956
Purchase of property, plant and equipment
4.2
Net currency translation effect
-270
-73
Inflation effect on cash
5.10
319
229
Cash and cash equivalents as of 31 December
4.2
6 176
5 390
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents Contents Jotun Group Contents Jotun A/S
Notes for the Group The notes are grouped into five sections and contain relevant financial information as well as a description of the accounting policies applied for the respective accounts included in the individual note.
01 02
Basis of preparation 1.1
Accounting policies
43
1.2
New accounting policies
43
03
Invested capital and working capital items 3.1
Overview
48
3.2
Intangible assets
49
Property, plant and equipment
50
1.3
Estimates and judgements
43
3.3
1.4
Events after the balance sheet date
43
3.4
Inventories
51
3.5
Trade and other receivables
52
3.6
Other current liabilities
52
3.7
Provisions
53
Results for the year 2.1
Operating revenue
45
3.8
Contingent liabilities
53
2.2
Payroll expenses
46
3.9
Contractual obligations and guarantees
53
2.3
Other operating expenses
46
Jotun Annual Report 2024 42
04
Capital structure and financial items
05
Other disclosures 5.1
Taxation
59
5.2
Pensions and other long-term employee benefits
61
5.3
Remunerations
62
5.4
Leases
63
5.5
Associates and joint ventures
65
5.6
Related parties
66
5.7
Subsidiaries
66
5.8
Share capital and shareholder information
67
5.9
Details of financial assets and liabilities
68
5.10 Hyperinflation accounting
4.1
Interest-bearing debt
55
4.2
Cash and cash equivalents
56
4.3
Net financial items
56
4.4
Financial risk management
57
69
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents Contents Jotun Group Contents Jotun A/S
Basis of Preparation Jotun A/S is a limited liability company incorporated in Norway. The Group’s headquarters is
tax on a separate line in the income statement. Share of equity is reported as investments in
presentation within the statement of profit or loss, including specified totals and subtotals.
located in Sandefjord, Norway, and the Group including associates and joint ventures employs
associates and joint ventures in the balance sheet.
Furthermore, entities are required to classify all income and expenses within the statement of profit or loss into one of five categories: operating, investing, financing, income taxes and
around 10 600 people in 47 countries. The financial statements of associates and joint ventures are prepared for the same reporting The Group consists of the parent company Jotun A/S and its subsidiaries. The consolidated financial statements consist of the Group as well as the Group’s net interests in associates and joint ventures.
discontinued operations, whereof the first three are new.
period and based on the same accounting policies as for the Group.
Non-controlling interests
In addition, narrow-scope amendments have been made to IAS 7 Statement of Cash Flows, and consequential amendments to several other standards.
The non-controlling interests are presented separately in the consolidated financial statements
1.1 Accounting policies Accounting policies, estimates and judgements are incorporated into the individual notes with the exception of general information described in this section.
representing the minority’s share of equity and profit.
Foreign currency transactions
The Group is currently working to identify all impacts the amendments will have on the primary
date of transaction. Monetary items in foreign currency are translated into functional currency
financial statements and notes to the financial statements.
for financial assets and liabilities which are recognised at fair value.
currency are translated into functional currency using the exchange rate applicable at the
Statement of compliance
The Group’s consolidated financial statements have been prepared in accordance with IFRS
apply retrospectively.
currency are initially recorded in the entity’s functional currency based on exchange rates at the using the exchange rate applicable at the balance sheet date. Non-monetary items in foreign
assumption.
or after 1 January 2027, but earlier application is permitted and must be disclosed. IFRS 18 will
In the individual financial statements for each entity in the Group, transactions in foreign
The consolidated financial statements are prepared based on the historical cost principle, except
The consolidated financial statements have been prepared on the basis of the going concern
IFRS 18, and amendments to the other standards, is effective for reporting periods beginning on
transaction date.
1.3 Estimates and judgements
Translation of foreign operations to NOK
In preparing the consolidated financial statements, Management makes various accounting
The Group’s presentation currency is Norwegian Krone (NOK). This is also Jotun A/S’ functional
estimates and assumptions that form the basis of the presentation, recognition and
currency. Each entity in the Group determines its own functional currency, and the majority of
measurement of Jotun’s assets and liabilities.
financial statements are denominated in other currencies than NOK. Determining the carrying amounts of some assets and liabilities requires estimates and
Accounting Standards as adopted by the EU, as well as Norwegian disclosure requirements that Assets and liabilities in entities with other functional currencies than NOK are translated into
assumptions concerning future events. Estimates and assumptions are based on historical
NOK using the exchange rate applicable at the balance sheet date. Their income statements are
experience and other factors, which Management assesses to be reasonable, but which by their
Debt and equity instruments in the Group are not traded in a public market. Consequently,
translated monthly at the average exchange rate for the month. Exchange rate differences are
nature involve uncertainty and unpredictability. These assumptions may have to be revised as
operating segment reporting according to IFRS 8 does not apply for the Group.
recognised in other comprehensive income. Income statements in hyperinflation economies
unexpected events or circumstances may occur.
follow from the Norwegian Accounting Act.
Basis for consolidation
The Group’s consolidated financial statements comprise Jotun A/S and companies in which Jotun A/S has a controlling interest. The financial statements of subsidiaries are fully consolidated
are, however, translated at the exchange rate as of the balance sheet date.
Financial risk management
Jotun A/S uses foreign currency options and forward currency contracts to ensure predictability
The areas that involve a high degree of judgement and are material to the financial statements are related to impairment of fixed assets, allowances for obsolete goods and bad debt and provision for claims. These are described in more detail in the relevant notes.
from the date that control commences until the date that control ceases.
in the short to medium term cash flows.
The financial statements of the subsidiaries are prepared for the same reporting period as Jotun
Hedge accounting in the Group is limited to hedge of net investment. Jotun A/S finances the
A/S. All intercompany balances, income and expenses and cash flows relating to transactions
majority of its subsidiaries with intercompany loans in local currencies. Intercompany loans for
between members of the Group are eliminated in full.
which settlement is neither planned nor likely to occur in the foreseeable future are accounted
New information regarding the Group’s financial position at the end of the reporting period
for as part of the net investment in foreign operations. In addition, a USD loan serve as a hedge
and that becomes known after the reporting period, is recorded in the annual accounts. Events
of net investments in foreign operations for which gains or losses related to the effective portion
after the reporting period that do not affect the Group’s financial position at the end of the
of the hedge are recognised in other comprehensive income.
reporting period, but which will affect the Group’s financial position in the future, are disclosed
Interests in associates and joint ventures
The Group has interests in associates and joint ventures. An associate is an entity in which the Group has significant, but not controlling influence, with an ownership normally between 20 and 50 per cent. A joint venture is a jointly controlled entity, normally with a 50/50 ownership.
1.2 New accounting policies
The Group’s investments in associates and joint ventures are accounted for using the equity
In April 2024, the IASB issued IFRS 18 Presentation and Disclosure in Financial Statements, which
method. Under the equity method, the Group presents its share of the companies’ results after
replaces IAS 1 Presentation of Financial Statements. IFRS 18 introduces new requirements for
Jotun Annual Report 2024 43
1.4 Events after the balance sheet date
if significant. No events have taken place after the balance sheet date that would have affected the financial statements, or any assessments carried out.
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents
Section
Contents Jotun Group Contents Jotun A/S
02 This section includes notes related to the consolidated income statement.
Results for the year
34 206 Operating revenue
Jotun achieved record sales and earnings in 2024, despite the challenges posed by rising inflation, interest rates, and increasing geopolitical tensions worldwide. The strong increase in operating revenue is attributable to robust growth across all segments. Growth was particularly strong in Marine and Protective Coatings, driven by sustained strong Marine sales and heightened activity within the Infrastructure and Energy sectors for the Protective segment. The Decorative and Powder segments also delivered strong growth. Operating profit increased by five per cent in 2024 compared to the previous year. This improvement was driven by sales growth and sustained gross margin.
(NOK million) 2023: 31 861
6 766 Operating profit (NOK million) 2023: 6 430
19.8 % Operating margin 2023: 20.2 %
Jotun Annual Report 2024 44
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents Contents Jotun Group Contents Jotun A/S
2.1 Operating revenue Total operating revenue consists of revenue from the sale of paints and coatings, classified as revenue from c ontracts with customers, as well as other revenue, which includes royalty income from associates, joint ventures and other external partners, miscellaneous grants and refunds, and profit from sale of fixed assets.
Group sales per segment
2024
2023
Revenue from contracts with customers
32 018
29 853
Revenue from contracts with customers - associates and joint ventures
1 757
1 462
Total revenue from contracts with customers
33 775
31 315
(NOK million)
Other revenue
-126
54
Other revenue from associates and joint ventures
557
493
34 206
31 861
2024
2023
Europe Central Asia
10 909
10 248
South East Asia and Pacific
9 182
8 481
Total operating revenue (NOK million)
North East Asia
6 286
5 918
Middle East, India and Africa
6 419
5 767
979
900
33 775
31 315
2024
2023
Decorative
12 080
11 527
Protective
11 507
10 367
Marine
7 639
7 049
Powder
2 549
2 372
Total revenue from contracts with customers
33 775
31 315
Cost of Goods Sold
17 466
16 646
Gross Profit
16 309
14 669
Americas Total revenue from contracts with customers (NOK million)
Cost of goods sold comprises raw materials and packaging materials. The five largest raw materials categories account for more than 50 per cent of total cost of goods sold. These categories are titanium dioxide, emulsions, epoxy resins, additives and solvents. Cost of conversion is reported as part of manufacturing costs as described in Note 2.3. Payment terms are based on agreements and local business practices and are in general in the range of 30 to 90 days.
Jotun Annual Report 2024 45
36 %
34 %
Decorative Paints
Protective Coatings
7%
23 %
Powder Coatings
Marine Coatings
2023: 37 %
2023: 8 %
2023: 33 %
2023: 22 %
Accounting policy Revenue from contracts with customers is recognised when control of the goods or services are transferred to the customer at an amount that reflects the consideration to which the Group expects to be entitled in exchange for those goods or services. Revenues are presented net of value added tax and discounts. Variable considerations such as rebates, bonuses, discounts and payments to customers, are accrued for when performance obligations are met and related revenue is recognised. Variable considerations are only recognised when it is highly probable that they will not be subject to significant reversal. The Group does not have any contracts where the period between the transfer of the goods to the customer and payment by the customer exceeds one year. Consequently, the Group does not adjust transaction prices for the time value of money.
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents Contents Jotun Group Contents Jotun A/S
2.2 Payroll expenses
2.3 Other operating expenses
Payroll expenses are the total disbursements relating to remuneration of personnel employed by the Group. These expenses comprise direct salaries and holiday pay, bonuses, pension costs and public taxes/charges relating to the employment of personnel.
Other operating expenses comprise all operating expenses that are not related to cost of goods sold, payroll expenses and capital costs such as depreciation, amortisation and impairment. The main items of other o perating expenses have been grouped in the table below.
(NOK million)
2024
2023
(NOK million)
2024
2023
Wages including bonuses
3 985
3 513
Manufacturing
669
598
Social costs
509
435
Warehouse
309
299
Pension costs, ref. Note 5.2
357
215
Transportation
885
767
Other personnel costs
237
225
Sales and marketing
1 776
1 654
Total
5 088
4 388
Research and Development
638
559
Average full-time equivalents employees
7 808
7 543
General and administrative
756
661
Other
185
155
Total
5 219
4 693
The Group has a system of annual bonuses that applies to senior management and is limited to a maximum of 20 per cent of annual basic salary. Further, all members of Group Management, including the President & CEO, are part of an annual profit-dependent bonus system limited upwards to 50 per cent of annual basic salary. The Group’s pension plans are primarily defined contribution plans. For further information see Note 5.2. For further information regarding remuneration to the President & CEO and Board of Directors see Note 5.3.
Manufacturing costs include change in cost of conversion related to finished goods. Research and Development consists of costs from projects in a research phase and development costs related to cancelled projects. Total Research and Development costs including payroll expenses are NOK 923 million (2023: NOK 794 million) of which NOK 43 million has been capitalised as intangible assets specified in Note 3.2. Other consists mainly of product liability claims, losses on accounts receivable and technical service. See Note 3.5 and 3.7 for further details.
Payroll expenses In % of Revenue from contracts with customers
Other operating expenses In % of operating revenue 5 088
5 219
4 388 3 277 16 %
2020
Jotun Annual Report 2024 46
3 389 15 %
2021
3 584
3 686
14 %
14 %
2022
2023
15 %
2024
17 %
2020
4 237
4 693
3 422 15 %
16 %
15 %
16 %
2021
2022
2023
2024
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents
Section
Contents Jotun Group Contents Jotun A/S
03
This section outlines the assets and liabilities critical to the Group’s operations
Invested capital and working capital items In 2024, the capital employed increased mainly due to higher operating working capital, driven by increased activity. In addition, investments in new production facilities in Egypt and Indonesia, as well as the development of a new regional headquarters and R&D centre in Malaysia contributed to the increase. In percentage of sales, operating working capital remained stable.
28.3 % Operating working capital / revenue 2023: 28.1 %
20 828 Capital employed (NOK million) 2023: 17 864
1 264
Investments in intangible and fixed assets (NOK million) 2023: 1 374
Jotun Annual Report 2024 47
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents Contents Jotun Group Contents Jotun A/S
3.1 Overview
(NOK million)
Note
31.12.2024
31.12.2023
Change
The table shows investments in working capital items and invested capital. Capital employed is the total of net working capital and invested capital, which is the basis for generation of operating profit before interest and tax (EBIT). Return on capital employed (ROCE) is the ratio of EBITA to capital employed, and is used to measure the Group’s profitability and capital efficiency.
Inventories
3.4
5 623
4 529
1 093
Accounts receivable
3.5
8 145
6 836
1 309
Trade payables
5.9
-3 955
-3 407
-548
9 812
7 958
1 854
Operating working capital Bank drafts
3.5
269
208
61
Other receivables
3.5
777
610
167
Public charges and holiday pay
3.6
-477
-476
-1
Other accrued expenses
3.6
-2 035
-1 766
-270
-154
-134
-20
Other working capital
-1 619
-1 557
-62
Net working capital
8 193
6 401
1 792
Current provisions
3.6, 3.7
Intangible assets
3.2
911
877
34
Property, plant and equipment
3.3
9 511
8 747
764
Investments in associates and joint ventures
5.5
2 798
2 289
510
Non-current provisions
3.7
-179
-144
-35
Pension liabilities
5.2
-373
-279
-95
-33
-27
-5
Invested capital
12 635
11 462
1 173
Capital employed
20 828
17 864
2 965
Other non-current liabilities
Net deferred tax
5.1
439
312
126
Tax payable
5.1
-579
-560
-19
Share investments
5.9
7
6
1
Prepaid dividend from associates and joint ventures
3.6
-516
-481
-35
-649
-722
73
20 179
17 142
3 037
1 481
1 184
298
21 660
18 325
3 335
Other invested capital Invested capital and working capital items Net interest-bearing debt Total Equity
Jotun Annual Report 2024 48
4.1
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents Contents Jotun Group Contents Jotun A/S
3.2 Intangible assets Intangible assets are non-physical assets that have either been capitalised through internal development of products (development cost), customisation of IT applications or separate acquisitions.
Accounting policy Intangible assets are measured at cost, net of accumulated amortisation and accumulated impairment losses. Amortisation of intangible assets with limited economic lives are calculated on a straight-line basis over the estimated useful life. The amortisation method and period are assessed at least once a year. Changes to the amortisation method and/or period are accounted for as a change in estimate. Intangible assets with unlimited useful lives are not amortised but tested for impairment annually. The methodology for impairment testing is described in Note 3.3. All intellectual property rights are owned by Jotun A/S. Development costs are capitalised only if the product is technically and commercially feasible and the business case demonstrates a probability for future economic benefit. Capitalised development costs mainly include internal payroll costs in addition to purchased materials and services used in the development programmes. Amortisation of assets with limited useful life begins when development is complete, and the asset is available for use. The category IT applications and other intangibles include goodwill. In 2024, Jotun A/S acquired 100 per cent of the shares in the UAE company Petronor Services Limited, which has its wholly owned subsidiary in Iraq. Both companies are currently dormant. NOK 3.6 million of the purchase price was allocated to goodwill and subsequently impaired.
Development cost
IT applications and other intangibles
Total
Balance as of 1 January 2023
519
891
1 410
(NOK million)
Cost Additions
27
90
117
Disposals
-
-2
-2
Reclassifications
-
-
-
Hyperinflation adjustment
-
13
13
Foreign currency translation effect
-
3
3
Balance as of 31 December 2023
546
996
1 541
Additions
43
74
117
Disposals
-1
-17
-18
Reclassifications
-
-
-
Hyperinflation adjustment
-
13
13
Foreign currency translation effect
-
35
35
Balance as of 31 December 2024
587
1 101
1 688
Balance as of 1 January 2023
-148
-432
-579
Amortisation
-22
-58
-79
Disposals
-
2
2
Reclassifications
-
-
-
Hyperinflation adjustment
-
-8
-8
Amortisation and impairment
Foreign currency translation effect
-
-
-
Balance as of 31 December 2023
-169
-495
-664
Amortisation
-23
-86
-108
Disposals
1
17
18
Reclassifications
-
-
-
Hyperinflation adjustment
-
-8
-8
Foreign currency translation effect
-
-15
-15
Balance as of 31 December 2024
-190
-587
-778
Net book value Balance as of 31 December 2024
397
514
911
Balance as of 31 December 2023
377
500
877
8-10 years
3-8 years
Estimated useful life
Jotun Annual Report 2024 49
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents Contents Jotun Group Contents Jotun A/S
3.3 Property, plant and equipment Property, plant and equipment (PP&E) comprises various types of tangible fixed assets needed for the type of business conducted by the Group. A major part of the amount under Construction in progress relates to the new production facilities in Indonesia and construction of a new regional headquarters and R&D facility research and development facility in Malaysia. See Note 5.4 for further information related to Right-of-Use assets.
Accounting policy PP&E are stated at cost less accumulated depreciation and impairment charges. Costs include expenditures that are directly attributable to the purchase of the asset, including borrowing cost of investment projects under construction. PP&E are depreciated over estimated useful life after deduction of estimated residual value. Depreciation methods, useful lives and residual values are reassessed annually. Changes to the estimated residual value of useful life are accounted for as a change in estimate. Costs of major maintenance activities are capitalised and depreciated over the estimated useful life. Maintenance costs which cannot be separately defined as a component of PP&E are expensed in the period in which they occur.
Estimate and judgement The Group assesses the carrying value of intangible assets and PP&E whenever events or changes in circumstances indicate that the carrying value of an asset may not be recoverable.
(NOK million)
Land
Buildings
Electrical installations
Machinery, vehicles and equipment
Construction in progress
Right-ofUse assets
Total
Cost 303
5 190
1 166
6 032
907
1 356
14 953
Additions
-
438
31
539
249
223
1 479
Disposals
-
-10
-2
-86
-
-57
-156
Reclassifications
3
-24
-4
98
-79
14
7
Hyperinflation adjustments
10
76
2
177
-
18
283
Balance as of 1 January 2023
Foreign currency translation effect
-3
21
10
-25
-39
22
-13
Balance as of 31 December 2023
312
5 690
1 203
6 734
1 038
1 576
16 553
Additions
6
197
24
601
319
227
1 374
Disposals
-
-2
-
-160
-11
-51
-224
Reclassifications
-
122
2
-19
-120
-
-16
10
81
2
198
-
54
345
Hyperinflation adjustments Foreign currency translation effect
9
305
37
356
-68
98
737
Balance as of 31 December 2024
337
6 394
1 267
7 709
1 158
1 904
18 769
Balance as of 1 January 2023
-7
-1 971
-468
-3 824
-4
-534
-6 808
Depreciation
-
-196
-97
-486
-179
-959
Depreciation on disposals
-
10
2
84
56
152
Depreciation and impairment
Impairment
-
-
-
-
-
-
Reclassifications
1
11
5
-17
-7
-7
Hyperinflation adjustments
-
-31
-1
-122
-11
-166
Foreign currency translation effect
-
-30
-5
27
-
-11
-19
The assessment for impairment is performed for assets generating largely independent cash inflows.
Balance as of 31 December 2023
-6
-2 207
-564
-4 338
-4
-686
-7 806
The Group reverses impairment losses in the income statement if and to the extent this is substantiated by a change in the estimates used to determine the recoverable amount.
Depreciation
-
-212
-97
-524
-219
-1 052
Depreciation on disposals
-
1
-
165
25
192
Impairment
-
-
-
-
-
-
Reclassifications
-
-
-
16
-
16
Hyperinflation adjustments
-
-35
-1
-140
-17
-193
Foreign currency translation effect
-1
-118
-19
-233
-
-44
-415
Balance as of 31 December 2024
-7
-2 570
-681
-5 054
-4
-941
-9 258
Balance as of 31 December 2024
329
3 823
586
2 655
1 154
963
9 511
Balance as of 31 December 2023
306
3 483
638
2 395
1 034
890
8 747
indefinite
25-33 years
10-14 years
3-10 years
If the carrying value of an asset exceeds its estimated recoverable amount, an impairment loss is recognised in the income statement.
Net book value
Estimated useful life
Jotun Annual Report 2024 50
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3.4 Inventories Inventories comprise the Group’s stock of raw materials used for production, finished goods and purchased goods for resale. Packaging to be used for sold goods is included. Any profit from intercompany sales has been eliminated.
Property plant and equipment
14 %
44 %
Buildings
Machinery, vehicles and equipment
23 % Construction in progress
2% Electrical installations
17 %
(NOK million)
31.12.2024
31.12.2023
Raw materials
2 647
2 028
Finished goods
3 124
2 678
Allowance for obsolete goods
-149
-177
Total
5 623
4 529
Accounting policy Inventories are stated at the lower of cost and net sales value. The cost incurred in bringing each product to its present location and condition is accounted for as follows: 1) The cost of raw materials is determined using the weighted average cost method as an overall principle for the Group. This involves the computation of an average unit cost by dividing the total cost of units by the number of units. 2) The cost of finished goods includes cost of direct materials and cost of conversion such as labour and a proportion of manufacturing overhead based on normal operating capacity, and excludes any borrowing costs. Change in cost of conversion is reported as manufacturing costs, see Note 2.3.
Estimate and judgement Net sales value is the estimated selling price, less estimated costs of completion and the estimated costs necessary to make the sale. The Group’s products are sold in markets where there are limited observable market references available, requiring use of judgement in determining net sales value. Management has used its best estimate in setting net sales value for inventories. Allowances are made for inventories with a net sales value less than cost.
Leases
Inventories (NOK million)
Accounts receivable (NOK million)
In % of revenue from contracts with customers
In % of r evenue from contracts with customers
4 821
5 623 4 529
4 034
4 432 25 %
2 877
Jotun Annual Report 2024 51
15 %
16 %
2020
2021
18 %
2022
16 %
2023
5 118
6 312
8 145 6 836
24 %
24 %
24 %
25 %
2021
2022
2023
2024
15 %
2024
2020
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3.5 Trade and other receivables
Accounting policy
Trade and other receivables are presented net of allowance for bad debt. Changes in allowance for bad debt, including realised losses, are classified as other operating expenses in the income statement, ref. Note 2.3. Bank drafts are received as payment of accounts receivable and have a maturity period of more than three months. Received bank drafts are used to pay suppliers, ref. Note 3.9. 31.12.2024
31.12.2023
8 145
6 836
269
208
Trade receivables
8 414
7 044
Other receivables
777
610
9 191
7 654
(NOK million)
Accounts receivable Bank drafts
Total
Balance as of 1 January
Estimate and judgement Allowances have been made for bad debt, which cover uncertain receivables to a reasonable extent. The Management continues to assess the credit risks in order to ensure the credit risk never exceeds the allowance for bad debt. For further description of credit risk, see Note 4.4.
3.6 Other current liabilities
The change in allowance for bad debt is shown in the following table: (NOK million)
Accounts receivable are recognised at transaction price. The Group applies a simplified approach when accounting for expected credit losses. Therefore, the Group does not track changes in credit risk, but instead recognises a loss allowance based on lifetime expected credit losses at period end. Allowances for bad debt are based on an individual assessment of the trade receivable, considering all relevant information at the time of reporting, including historical, current and future information.
31.12.2024
31.12.2023
259
279
Allowances for bad debt made during the period
72
50
Realised losses for the year
-51
-69
Balance as of 31 December
280
259
Other current liabilities are other payables, such as unpaid government charges and taxes, unpaid wages and holiday pay and other accruals and provisions. (NOK million)
477
476
Received dividend from associates or joint ventures
516
481
2 035
1 766
Other accrued expenses Total
31.12.2024
31.12.2023
6 034
5 053
Less than 30 days
857
810
30-60 days
438
380
60-90 days
362
268
More than 90 days
735
584
Allowance for bad debt
-280
-259
Account receivables
8 145
6 836
(NOK million)
Not due
Jotun Annual Report 2024 52
31.12.2023
Public charges and holiday pay
Total current provisions, ref. Note 3.7 Ageing of accounts receivable
31.12.2024
154
134
3 181
2 856
Prepaid dividends from associates or joint ventures are recognised as current liabilities until the final approval by the General Assembly in the following year. Other accrued expenses are related to commissions, bonuses to employees and other accrued expenses.
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3.7 Provisions
Accounting policy
Provisions consist mainly of product liability claims and environmental remediation costs related to specific cases or events that have occurred before the year end, and where the costs involved are not certain, but based on best estimates. 2024
Claims
Environmental
Other
Total
Balance sheet 1 January
99
134
46
278
Provisions arising during the year
81
52
13
146
Utilised
-54
-7
-21
-83
Unused amounts reversed
-11
-
-2
-14
Currency translation effects
4
-
1
5
Balance as of 31 December
118
178
36
332
Current, ref. Note 3.6
118
-
36
154
-
178
1
179
118
178
36
332
(NOK million)
Non-current Total
2023 Claims
Environmental
Other
Total
140
105
86
332
Provisions arising during the year
25
29
15
68
Utilised
-38
-
-39
-77
Unused amounts reversed
-29
-
-20
-50
(NOK million)
Balance sheet 1 January
Currency translation effects
1
-
4
5
Balance as of 31 December
99
134
46
278
Current, ref. Note 3.6
89
-
45
134
Non-current
10
134
1
144
Total
99
134
46
278
Other provisions include obligations relating to ongoing restructuring programmes. The provision is expected to be utilised within the next year. Product liability claims are reported as other operating expenses, ref. Note 2.3.
A provision for a liability is made when a legal or constructive obligation exists, payment is probable (more likely than not), and the liability is possible to estimate. If any of the recognition criteria are not met, the liability is considered a contingent liability and no provision shall be recorded, but instead described in Note 3.8.
Estimate and judgement Product liability claims consist of various warranty claims arising from products sold. By nature, the related amounts and timing of any outflows are difficult to predict. Assumptions used to calculate provisions for product liability claims are based on technical assessments of product failures and the related expected repair costs for each specific case. It is expected that most of these costs will be payable in the next three years, and all will have been payable within five years after the reporting date. The Group has recorded provisions for environmental liabilities at some currently or formerly owned, leased and third-party sites throughout the world. Pre-studies and analysis of relevant areas have been undertaken to reliably estimate the provisions that have been recognised.
3.8 Contingent liabilities Product liability claims and disputes Jotun Group is, through its ongoing business, involved in product liability claims cases and disputes in connection with the Group’s operations. Provisions have been made to cover the expected outcome of disputes insofar as negative outcomes are likely and reliable estimates can be made. In evaluating the size of the provisions, expected insurance cover is considered separately. Jotun acknowledges the uncertainty of the disputes but believes that these cases will be resolved without significant impact on the Group’s financial position. Environmental matters The Group is through its operations exposed to environmental and pollution risk. Production facilities and product storage sites have been inspected with respect to environmental conditions in the soil. For clean-up projects where implementation is probable and reliable cost estimates exist, provisions are made accordingly. Due to uncertainties inherent in the estimation process, it is possible
Jotun Annual Report 2024 53
that such estimates could be subject to change. In addition, further expenditures may arise as conditions at various sites have yet to be determined. The amount of such future costs is not determinable due to the unknown timing and extent of corrective actions which may be required. All of Jotun’s activities are carried out in accordance with local laws and regulations, and Jotun’s Health, Safety and Environment (HSE) requirements. These laws and regulations are subject to change, and such changes may require that the company make investments and/ or incurs costs to meet more stringent emission standards or to take remedial actions related to e.g., soil contamination.
Accounting policy As stated in Note 3.7, contingent liabilities are potential liabilities that do not meet the recognition criteria for provisions and are hence not recorded in the balance sheet. IFRS accounting standards, however, require disclosure of such information in the notes.
3.9 Contractual obligations and guarantees Purchase obligations The Group’s contractual purchase obligations are mainly related to new plant and building investments. There is a substantial investment program ongoing in the Group. Of the total ongoing investment program, NOK 686 million is contractually committed capital expenditure (CAPEX) at year-end. These contractual commitments mainly relate to projects in Malaysia, Indonesia and China. There are no actual commitments for purchasing raw materials for the Group. In general, these contracts can be terminated without significant penalties. Other obligations Jotun A/S has guarantees covering tax withholding and other guarantees for its subsidiaries. These amounted to approximately NOK 1 540 million in 2024 (2023: NOK 1 399 million). A subsidiary in China, Jotun Coatings (Zhangjiagang) Co. Ltd., has used bank drafts to pay some of its suppliers. The issuing bank(s) must make an unconditional payment to the supplier (or bearer) on a designated date. If unforeseen events occur and the issuing bank(s) cannot meet its obligation, Jotun would still hold the final obligation towards its suppliers. Unsettled bank drafts totalling NOK 695 million (2023: NOK 685 million) have been used as payment as of 31 December 2024.
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Section
Contents Jotun Group Contents Jotun A/S
04 This section includes notes related to Jotun’s capital structure and financial items, including financial risks.
Capital structure and financial items Jotun’s capital structure and financial position have seen significant improvement over the past year, largely due to substantial earnings growth and strong cash generation. By year-end, the Group’s equity ratio was 62 per cent, significantly surpassing the loan covenant requirement of a minimum of 25 per cent. Furthermore, the Group maintained a robust leverage ratio (Net debt/EBITDA) of -0.2, well below the loan covenant threshold of a maximum of 4.0.
62.1 %
Equity / asset ratio, in % 2023: 60.9 %
-0.2
Net debt / EBITDA (NOK million) 2023: -0.2
33.6 %
Return on capital employed 2023: 35.0 %
Jotun Annual Report 2024 54
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4.1 Interest-bearing debt The Group’s main sources of financing are from the Norwegian Bond market and bilateral bank facilities. Certificate loans are also used as a source of liquidity. The time to maturity for new loans and credit facilities is normally 3-5 years.
Net interest bearing debt (NOK million) Net debt/EBITDA
In 2024, the Group has refinanced bond funding of NOK 650 million. The loan from Nordic Investment Bank (NIB) of USD 120 million is fully repaid.
1 807
1 690
1 514
The Group is not in breach with any covenant requirements from banks and investors. As of 31 December 2024, there were no drawings on the committed credit facilities.
(NOK million)
Currency
31.12.2024
31.12.2023
Non-current interest-bearing debt
0,4
Bond 2021-26 (NIBOR+0.7 %)
NOK
300
300
Bond 2021-28 (NIBOR+0.9 %)
NOK
350
350
Bond 2023-27 (NIBOR+1.29 %)
NOK
300
300
Bond 2023-29 (NIBOR+1.42 %)
NOK
300
300
Bond 2024-29 (NIBOR + 1.0%)
NOK
Other Bank debt, unsecured Total excl. lease liability Lease liability, ref. Note 5.4 Total
650
-
222
317
2 122
1 567
635
582
2 757
2 149
2020
0,5
0,4
2021
2022
-1 184
-1 481
-0,2
-0,2
2023
2024
Cash
Reclass. & other
Change in interest-bearing debt balance Non-cash changes
Current interest-bearing debt Bond 2018-24 (NIBOR+0.9 %)
NOK
-
650
Bank debt NIB 2013-24 (SOFR+1.64%), unsecured
USD
-
94
Other bank debt, unsecured
1 669
1 187
Other bank debt, secured
173
85
Total excl. lease liability
1 842
2 016
Lease liability, ref. Note 5.4
165
147
Total
2 007
2 163
Total interest-bearing debt excl. lease liability
3 964
3 583
Total lease liability, ref. Note 5.4
800
729
Total interest-bearing debt
4 764
4 312
31.12.2023
(NOK million)
Non-current interest-bearing debt
2 149
527
14
67
2 757
Current interest-bearing debt
2 163
-1 518
1 138
-253
1 530
3-4 years
4-5 years
>5 years
Maturity profile interest-bearing debt and unutilised credit facilities Total
(NOK million)
Non-current interest-bearing receivables
69
105
Cash and cash equivalents
6 176
5 390
Net interest-bearing debt
-1 481
-1 184
< 1 year
1-2 years
2-3 years
Total interest-bearing debt excl. lease liability 2024
3 964
1 842
468
354
350
950
-
2023
3 583
2 016
113
453
351
350
300
Unutilised credit facilities in Jotun A/S 2024
3 089
-
-
700
-
1 389
1 000
2023
2 836
400
600
400
300
936
200
In addition, there are unused credit facilities available in the subsidiaries.
Jotun Annual Report 2024 55
FX 31.12.2024
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4.2 Cash and cash equivalents
4.3 Net financial items
(NOK million)
2024
2023
Cash deposits
5 392
4 450
784
940
6 176
5 390
Short-term investments Total
The Group has net financial items mainly comprising net interest expenses, foreign exchange gains and losses and fair value changes of the Group’s financial instruments related to hedging. Financial income (NOK million)
Fair value changes financial instruments Interest income
2024
2023
-
30
163
149
Cash deposits in banks are attributable to the Group’s cash pool arrangement and local bank accounts held by the respective subsidiaries. Only subsidiaries owned 100 per cent by the Group are participants in the cash pool. The net cash position in the Group’s cash pool per 31 December 2024 was NOK 3 077 million (2023: NOK 1 394 million).
Dividend
5
4
Net foreign exchange gain
61
93
Hyperinflation adjustment
-67
-43
Surplus cash in subsidiaries not participating in the cash pool is accessible through dividend distribution and/or repayment of debt to Jotun A/S.
Other financial income
44
23
Total
205
256
2023
Accounting policy Cash includes cash in hand and cash deposits in banks. Cash equivalents are short-term liquid investments which are convertible into a known amount of cash on short notice and have a maximum term to maturity of three months.
Financial cost (NOK million)
2024
Fair value changes financial instruments
-133
-
Interest costs
-480
-414
Net foreign exchange loss
-364
-283
Other financial costs
-144
-110
-1 122
-807
-916
-552
Total Cash and Cash equivalents (NOK million)
Net finance items 6 176
5 390
2 956
3 388
Foreign exchange gains and losses related to forwards, options and swaps in Jotun A/S have affected net financial items with the following amounts:
3 312
(NOK million)
2024
Unrealised gain/loss (-)
-133
30
Realised gain/loss (-)
-36
-142
Unrealised part is reported as fair value changes financial instruments, while the realised part is reported as foreign exchange gain or loss.
2020
Jotun Annual Report 2024 56
2021
2022
2023
2024
2023
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4.4 Financial risk management Financial risks include raw material price risk, foreign currency risk, customer credit risk, interest rate risk and liquidity risk managed by the Group Treasury according to policy. Raw material price risk Raw material risk is the risk of fluctuating raw material prices affecting cost of goods sold, which represent more than 60 per cent of total costs. The main raw materials purchased by the Group are described in Note 2.1. Currently, the Group does not hedge this type of risk as availability of effective hedging instruments is limited. As increases in raw material prices cannot be compensated for immediately through increased product prices, profits will be negatively impacted for a period of time. The time horizon for Group-wide implementation of price increases is generally 9-12 months. Cost of goods sold was NOK 17.5 billion in 2024 of which NOK 9.1 billion were costs for the top five raw materials. A ten per cent increase in commodity prices will result in an increase in cost of goods sold by NOK 1.7 billion. Foreign currency risk The Group’s consolidated financial statements are exposed to a currency risk related to translation of local currencies to NOK. In 2024, sales and operating profit outside Norway were NOK 29.8 billion and NOK 6.2 billion respectively. A ten per cent appreciation in NOK will result in a reduction in sales of NOK 3.0 billion and operating profit of NOK 0.6 billion. Excluding currency effects, sales growth for the Group would have been 10.4 per cent compared to 7.9 per cent in reported rates. Conversely, operating profit growth would have been increased from 5.2 per cent to 6.3 per cent. In addition to share capital, Jotun A/S finances the majority of its subsidiaries with intercompany loans in local currencies. Intercompany loans for which settlement is neither planned nor likely to occur in the foreseeable future are accounted for as part of the net investment in foreign operations. Exchange differences are recognised initially in other comprehensive income and reclassified from equity to profit or loss on disposal of the net investment. Gains or losses on the hedging instrument related to the effective portion of the hedge are recognised in other comprehensive income while any gains or losses relating to the ineffective portion are recognised in the income statement.
The Group’s credit risk is mainly related to markets with generally high Days Sales Outstanding (DSO). Customer credit risk is managed by each business unit subject to the Group’s established policy, procedures and controls. Outstanding customer receivables are regularly monitored based on defined credit limits, and credit risk assessments are performed. There is no significant concentration of credit risk in respect of single counterparts. Some groups of counterparts can be viewed as significant: Shipyards, shipowners, real estate developers and some larger retail chains in Scandinavia. The need for bad debt allowances is analysed on an individual customer basis. The maximum exposure to credit risk at the reporting date is the carrying value of each ageing class of accounts receivable disclosed in Note 3.5. Customer receivables are unsecured, which means that customers are not required to post collateral. Given the geographical distribution of customers with few large single accounts, credit risk in the Group is viewed as low and well diversified. The Group’s customers are spread across several jurisdictions and industries and operate in largely independent markets. Interest rate risk The Group’s exposure to the risk of changes in market interest rates relates to the Group’s longterm debt with floating interest rates. Jotun manages its interest rate risk by monitoring the impact on net profit. At year-end, the Group had negative net debt as cash exceeded gross debt. The resulting leverage ratio is -0.2. The majority of the debt is with floating interest rate apart from lease liability (ref. Note 4.1). The Group has long-term interest-bearing debt of NOK 2 122 million with floating interest rate. A three percentage point increase in interest rate will affect the financial items by NOK 64 million. Funding and liquidity risk It is the Group’s policy that long-term debt and credit facilities shall have a minimum average time to maturity of two years. In addition, the target is to maintain a strategic financing reserve equivalent to five per cent of the Jotun’s operating revenue.
A gain of NOK 105 million on hedge of net investments was recognised in other comprehensive income in 2024 (2023: gain NOK 96 million).
The Group estimates its future cash flow by forecasting. Cash flow from operations has seasonal cycles, especially due to the sales of exterior decorative paints in Scandinavia. Through the first months of the year, the Group has substantial build-up of working capital in preparation for sales during spring and summer season. This is an expected cyclical movement and is taken into account when planning the Group’s financing.
Credit risk The management of customer credit risk related to accounts receivable and other operating receivables is handled as part of the business risk.
Other drivers of the liquidity development are investments in new factories and changes in the working capital in the individual companies. Jotun A/S repatriates cash through both ordinary and interim dividends based on target equity ratios for its subsidiaries.
Jotun Annual Report 2024 57
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Contents
Section
Contents Jotun Group Contents Jotun A/S
05 This section includes other statutory notes not related to previous sections.
Other disclosures The higher income tax expense in 2024 was attributed to increased earnings. The effective tax rate rose by one per cent, primarily due to an increase in non-refundable withholding taxes and an increase in dividends from Saudi Arabia. The proposed dividend represents an enhancement of 62.5 per cent compared to 2023, constituting 51 per cent of the Group’s annual profit, excluding non-controlling interests.
1 400
Income tax expense (NOK million) 2023: 1 378
23.9 %
Effective tax rate based on profit before tax 2023: 23.4 %
2 223
Proposed dividend (NOK million) 2023: 2 223
Jotun Annual Report 2024 58
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5.1 Taxation Income tax expense refers to the authorities’ taxation of the profits of the different companies in the Group. Indirect taxes like value added tax, social security contribution etc. are not included as part of income taxes. Income taxes are computed on the basis of accounting profit or loss and broken down into current taxes and changes in deferred taxes. Deferred tax is the result of temporary timing differences between financial accounting and tax accounting. Specification of total tax payable
The major components of the income tax expense for the years ended 31 December 2024 and 2023 are:. (NOK million)
2024
2023
1 516
1 387
Current income tax charge: Tax payable Deferred tax:
(NOK million)
2024
2023
Tax payable for the year
1 516
1 387
Prepaid taxes
-835
-792
Withholding taxes receivable
-261
-162
Relating to original and reversal of temporary differences
-115
-8
Other tax payable
159
127
Income tax expense reported in the income statement
1 400
1 378
Total tax payable
579
560
Reconciliation of Norwegian nominal statutory tax rate to effective tax rate The difference between the Group’s nominal and effective tax rate is mainly due to non-tax-deductible expenses, non-refundable withholding taxes and losses from operations without recognition of tax assets. In addition, the effective tax rate is also negatively affected by local income tax from equity accounted companies where taxes are liable by Jotun A/S as a foreign shareholder.
Specification of deferred tax Deferred tax liabilities are generally recognised for all taxable temporary differences. Deferred tax assets for temporary differences and tax loss carried forward are recognised to the extent that it is probable that future taxable income will be available at the level of the relevant tax authority for utilisation. Deferred tax liabilities consists of the Group’s tax liabilities that are payable in the future.
The table below lists the timing differences between tax accounting and financial accounting.
In the following table, reported income taxes are reconciled with the tax expense based on the Norwegian tax rate of 22 per cent (22 per cent in 2023). The main components are specified.
(NOK million)
Non-current assets (NOK million)
2024
2023
Profit before tax as reported in the income statement
5 849
5 879
Share of profit of associates and joint ventures net of tax
-1 492
-1 333
Profit before tax excluding associates and joint ventures
4 357
4 545
Income taxes at statutory tax rate
22 %
958
22 %
1 000
Non refundable foreign withholding tax
3%
143
3%
115
Corrections previous years
0%
-10
0%
9
Tax effect related to equity accounted companies
4%
169
3%
120
Non deductible expenses and non taxable income
1%
46
2%
70
Tax inflation adjustments
1%
53
1%
54
Unused tax losses not recognised as deferred tax assets
1%
35
1%
25
Global minimum tax - Pillar 2 top up tax
0%
4
0%
0
Difference between tax rates in Norway and abroad
0%
2
0%
-14
Total income tax expense
1 400
1 378
Effective tax rate excluding profit from associates and joint ventures
32 %
30 %
Effective tax rate based on profit before tax
24 %
23 %
Effective tax rate is calculated both as income tax expense relative to profit before tax in the income statement and profit before tax excluding the share of profit after tax in equity accounted companies.
Jotun Annual Report 2024 59
Current assets Liabilities Tax loss carried forward Net temporary differences and tax loss carried forward
2024
2023
35
439
-484
-478
-1 694
-1 428
-77
-125
-2 220
-1 592
Net deferred tax presented in the consolidated statement of financial position Deferred tax assets
617
483
Deferred tax liabilities
-179
-171
Net deferred tax
439
312
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Specification of tax loss carried forward and unused tax credits (NOK million)
2024
2023
2024
66
2025
52
54
2026
81
64
2027
42
44
2028
29
569
2029 and after
664
-
Without expiration
1 004
1 076
Total loss carried forward
1 873
1 874
Calculated nominal tax effect of tax loss carried forward
485
497
Valuation allowance
-460
-466
24
31
Deferred tax assets recognised from tax loss carried forward
Tax loss carried forward relates to subsidiaries with a history of losses that may not be used to offset taxable income elsewhere in the Group. Jotun’s operations in the US, Brazil, Kenya, Spain and the Philippines have substantial tax reducing temporary differences and tax losses carried forward that have not been recognised due to uncertainty about future taxable profit available to utilise the credits.
Jotun’s widespread business operations expose us to several tax regimes and their interaction. Tax authorities in different jurisdictions may challenge the calculation of taxes payable from prior periods, which results in changes to income tax expense in the period of change, as well as interest and penalties. Management evaluates, among other factors, the degree of probability of an unfavorable outcome and the ability to make a reasonable estimate of the amount of loss. Unexpected events or changes in these factors may require the Group to accrue for a matter that has not been previously accrued for because it was not considered probable. Jotun is involved in a few tax disputes with tax authorities, of which the outcomes are subject to uncertainties. In 2021, Jotun A/S received a formal notification from the Norwegian tax authorities for the years from 2017 to 2020 related to taxation of dividends distributed from our companies in Saudi. Over the years Jotun A/S has reported the dividends from Saudi as free of tax in accordance with the Norwegian participation exemption model. The Norwegian tax authorities consider Saudi to be a low-tax jurisdiction, and has consequently deemed the dividends as taxable income for Jotun A/S. The tax costs for the years 2017-2024 have been recognized according to the decision from the Norwegian tax authorities. Jotun disagrees with the notification and has disputed the claim. From 2024, Jotun Group began recording tax expenses associated with the OECD’s Pillar Two model rules. These rules are designed to ensure that large multinational enterprises within the scope of the rules pay a minimum level of tax in each jurisdiction where they operate. Under the Pillar Two framework, a jurisdiction’s effective tax rate (ETR) is compared to the global minimum threshold of 15%. If the jurisdiction’s ETR is below this threshold, a system of top-up taxes is applied to meet the minimum level. However, certain taxes, such as Controlled Foreign Company taxes and withholding taxes on cross-border payments, are taken into account when determining the total taxes paid in a jurisdiction. For the year ended 2024, the Group’s income tax expense includes NOK 4 million of top-up tax, which is attributable to Jotun’s earnings in Qatar.
Accounting policy Current income tax Current income tax assets and liabilities are measured at the amount that is expected to be paid to or recovered from the tax authorities. The current and deferred income tax is calculated based on tax rates and tax laws that have been enacted or substantively enacted, in the countries where the Group operates and generates taxable income. Management periodically evaluates positions taken in the tax returns with respect to situations in which applicable tax regulations are subject to interpretation and establishes provisions where appropriate. Deferred tax Deferred tax assets and deferred tax liabilities are calculated on all differences between the book value and tax value of assets and liabilities. Deferred tax assets and deferred tax liabilities are recognised at their nominal value and classified as non-current liabilities and non-current assets in the balance sheet. Deferred tax liabilities and deferred tax assets are offset as far as possible as permitted by taxation legislation and regulations. Deferred tax assets are recognised for all unused tax losses and temporary differences to the extent that it is probable that taxable profit will be available against which losses and temporary differences can be utilised.
Estimate and judgement Uncertainties exist with respect to determining the Group’s deferred tax assets and deferred tax liabilities. Significant management judgement is required to determine the amount of deferred tax assets that can be recognised, based upon the likely timing and level of future taxable profits, together with future tax planning strategies.
Jotun Annual Report 2024 60
Income tax expence (NOK million) Effective tax rate based on profit before tax
1 378
1 400
23 %
24 %
2023
2024
1 024 780 25 %
2020
779
32 %
27 %
2021
2022
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Schemes with net pension obligations
5.2 Pensions and other long-term employee benefits
The majority of the Group’s pension plans are defined contribution plans, whereby the company’s obligation is limited to annual contributions to the employees’ pension plans. The Group also has a few remaining defined benefit pension plans with net pension obligation.
Net pension obligations
Defined benefit obligations
Pension plan assets
The Group companies provide various retirement plans in accordance with local regulations and practices in the countries in which they operate. (NOK million)
2024
2023
2024
2023
2024
2023
Balance as of 1 January
395
349
-523
-477
-128
-128
Translation difference at the beginning of the period
40
30
-38
-20
2
10
Pension earnings for the year
-
-
-68
1
-68
1
Interest income / cost (-)
-
-
-32
-27
-32
-27
Expected return on pension plan assets
19
18
-
-
19
18
Settlement
-32
-
-
-
-32
-
Recognised in the Income Statement
-13
18
-100
-26
-113
-9
Other movements
-12
-2
39
-
27
-2
Net pension obligation defined benefit plans
Recognised in the income statement
Summary of pension costs (NOK million)
2024
2023
Pension costs defined contribution plans and other severance schemes
244
207
Pension costs defined benefit plans
113
9
Total pension costs recognised in the income statement, ref. Note 2.2
357
215
-
-25
Actuarial gain / loss (-) recognised in other comprehensive income (net of tax)
410
395
-622
-523
-212
-128
The Group has defined benefit plans in a limited number of countries, including Norway, the UK, Greece, Türkiye, Indonesia and in certain countries in South East Asia and the Middle East. In Norway, the defined benefit schemes were replaced by defined contribution plans in 2004, and the defined benefit plan in the UK was closed for new members in 2012.
Other severance schemes
-
-
-161
-150
-161
-150
Balance as of 31 December
410
395
-783
-674
-373
-279
Defined benefit plans in Norway account for around 43 per cent of the Group’s net pension obligation as of 31 December 2024. In Norway, net pension obligations are primarily related to previous early retirement schemes for the Group’s senior executives. In certain countries in South East Asia and the Middle East, such as Malaysia, Indonesia, Thailand and Oman, there are pension schemes based on a final salary principle in accordance with local regulations. These are included in net pension obligations.
Breakdown of net pension liabilities in funded and unfunded schemes 31.12.2024
31.12.2023
Present value of funded pension obligations
-425
-368
Pension plan assets
410
395
Net funded pension obligations
-15
27
Present value of unfunded pension obligations
-358
-305
Capitalised net pension assets / liabilities (-)
-373
-279
(NOK million)
Other severance schemes comprise mainly obligations related to operating pension schemes for employees in the Norwegian companies with an annual basic salary and pension base exceeding 12 times the basic amount (G). This accounts for 79 per cent of the other severance scheme obligation.
Actuarial assumptions Norway
Indonesia
2024
2023
2024
2023
Discount rate in %
3.4
3.0
6.9
6.7
Expected return in %
3.4
3.0
6.9
7.0
3.75-5.9
3.75-5.4
7.4
7.0
2.3
2.0 / 3.50
2.5
3.6
1.8-4.0
1.6-3.75
-
-
Wage adjustment in % Inflation / increase in social security basic amount (G) in % Pension adjustment in %
Norway and Indonesia accounts for 63% of the net pension obligations related to defined benefit plans.
Pension plan assets Pension plan assets are mainly in bonds and shares. The estimated return will vary depending on the composition of the various classes of assets. Contributions to pension plan assets during 2024 are expected to be approximately NOK 17.5 million. Breakdown of pension plan assets (fair value) 31.12.2024 Cash and cash equivalents in %
0.5
0.9
Bonds in %
94.1
89.1
Shares in %
-
4.9
Property in %
5.4
5.1
100.0
100.0
Total pension plan assets
Jotun Annual Report 2024 61
31.12.2023
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Accounting policy Defined contribution plans The pension cost related to the Group’s defined contribution plans is equal to the annual contribution made to the employee’s individual pension accounts in the accounting period. Annual contributions correspond to an agreed percentage of the employee’s salary in accordance with local pension arrangements. In Norway, the rate is five per cent of annual basic salary, limited upwards to twelve times the social security basic amount. In addition, 18.1 per cent contribution is made for annual basic salary between 7.1-12 times the social security basic amount. The pension contributions are expensed when incurred. The return on the pension funds will affect the size of the employees’ pension, and the risk of returns lies with the employees. Defined benefit plans In the defined benefit plans, the Group companies are responsible for paying an agreed pension to the employee based on his or her final pay. Defined benefit plans are valued at the present value of accrued future pension obligations at the end of the reporting period. Pension plan assets are valued at their fair value. The capitalised net liability is the sum of the accrued pension liability minus the fair value of the associated pension fund asset. Actuarial gains and losses are recognised in other comprehensive income. Introduction of new or changes to existing defined benefit plans that will lead to changes in pension liabilities are recognised in the income statement as they occur. Gains or losses linked to changes or terminations of pension plans are also recognised in the income statement when they arise. Other severance schemes Other severance schemes comprise mainly of obligations related to pension schemes for employees in the Norwegian companies with an annual basic salary exceeding 12 times the basic amount (G). In addition, minor statutory obligations to employees in a few other countries are also included. Obligations related to other severance schemes are recognised as non-current liabilities.
5.3 Remunerations Remuneration of the President & CEO (NOK thousand)
Ordinary salary
Bonus
Benefits in kind
Pension cost
Total
President & CEO
8 526
3 665
373
5 076
17 640
The President & CEO is part of a pension scheme that includes a mutual opportunity to discontinue employment in whole or in part up to five years earlier than a stipulated retirement age of 67 years. The Group has no obligation to give the President & CEO or the Chairman of the Board special remuneration upon discontinuance or change of employment or office. Should the President & CEO’s employment discontinue, his contract has a clause stipulating that a one-year “competition quarantine” may be imposed with compensation. The President & CEO has a notice period of six months. The Group has not given any loans or guarantees to the President & CEO, the Chairman of the Board, or to any shareholders or members of Group Management, the Board of Directors or Corporate Assembly. Remuneration of the Board of Directors and Corporate Assembly
31.12.2024
31.12.2023
Board of Directors
3 609
3 735
Corporate Assembly
230
230
3 839
3 965
(NOK thousand)
31.12.2024
31.12.2023
Statutory audit
21 738
18 369
(NOK thousand)
Total
Shares controlled by members of the Board of Directors and the Group Management are specified in Note 5.8.
Estimate and judgement Defined benefit plans are calculated based on a set of selected financial and actuarial assumptions. Changes in parameters such as discount rates, future wage adjustment, etc. could have a substantial impact on the estimated pension liability. Similarly, changes in selected assumptions for the return on pension assets could affect the amount of the pension assets. The Group will not be materially affected by a reasonable expected change in key assumptions. All assumptions are reviewed at each reporting date.
Jotun Annual Report 2024 62
External auditor remuneration
Other attestation services Tax services
159
218
3 114
3 177
Other services
2 444
2 547
Total
27 453
24 312
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5.4 Leases The Group has lease contracts for various assets (land, buildings, machinery and equipment and transport vehicles) used in its operations.
Accounting policy The Group assesses at contract inception whether a contract is, or contains, a lease. That is, if the contract includes a right to control the use of an identified asset for a period of time in exchange for a financial consideration. The Group applies a single recognition and measurement approach for all leases. The Group recognises lease liabilities for payment obligations for leases and right-of-use assets representing the value of the right to use the underlying assets. Right-of-Use assets The Group recognises Right-of-Use assets at the date the underlying asset is available for use. Right-of-Use assets are measured at cost, less any accumulated depreciation and impairment losses, and adjusted for any remeasurement of lease liabilities. The cost of Right-of-Use assets includes the amount of lease liabilities recognised, initial direct costs incurred, and lease payments made at or before the commencement date less any lease incentives received. Rightof-Use assets are depreciated on a straight-line basis over the shorter of the lease term and the estimated useful lives of the assets. When assessing the life of the leases, the Group considers the non-cancellable lease term and options to extend the lease where Jotun is reasonably certain to extend. Extension options are assessed for all lease’s premises. For other assets, the life is equal to the non-cancellable lease period and extensions are not considered for these. Right-of-Use assets are also subject to impairment, using the same method as for Property, plant and equipment, see Note 3.3. Lease liabilities At the commencement date of the lease, the Group recognises lease liabilities measured at the present value of lease payments to be made over the lease term. The lease payments include fixed payments (including in substance fixed payments) less any lease incentives receivable, variable lease payments that depend on an index or a rate, and amounts expected to be paid under residual value guarantees. The lease payments also include the exercise price of a purchase option reasonably certain to be exercised by the Group. Variable lease payments that do not depend on an index or a rate are recognised as operating expenses in the period in which the event or condition that triggers the payment occurs.
Jotun Annual Report 2024 63
In calculating the present value of lease payments, the Group uses its incremental borrowing rate at the lease commencement date because the interest rate implicit in the lease is not readily determinable. After the commencement date, the amount of lease liabilities is increased to reflect the accretion of interest and reduced for the lease payments made. In addition, the carrying amount of lease liabilities is remeasured if there is a modification, a change in the lease term or a change in the lease payments. The Group’s lease liabilities are included in interestbearing debt, see Note 4.1. Short-term leases and leases of low-value assets The Group applies the short-term lease recognition exemption to all short-term leases, which are leases that have a lease term of 12 months or less from the commencement date. It also applies the lease of low-value assets recognition exemption to leases of office equipment that are considered to be low value. Lease payments on short-term leases and leases of low-value assets are recognised as expense on a straight-line basis over the lease term. Cash flow The Group has classified the principal portion of lease payments within financing activities and the interest portion within operating activities in the statement of cash flow.
Estimate and judgement The Group cannot readily determine the interest rate implicit in the lease, therefore, it uses its incremental borrowing rate (IBR) to measure lease liabilities. The IBR is the rate of interest that the Group would have to pay to borrow over a similar term, and with a similar security, the funds necessary to obtain an asset of a similar value to the right-of-use asset in a similar economic environment. The IBR therefore reflects what the Group ‘would have to pay’, which requires estimation when no observable rates are available (such as for subsidiaries that do not enter into financing transactions) or when they need to be adjusted to reflect the terms and conditions of the lease (for example, when leases are not in the subsidiary’s functional currency). The Group estimates the IBR using observable inputs (such as market interest rates) when available and is required to make certain entity-specific estimates (such as the subsidiary’s stand-alone credit rating).
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Right-of-Use assets: (NOK million)
Lease liability as of 31 December Land
Buildings
Machinery, vehicles and equipment
Total
Cost Balance as of 1 January 2023
362
639
354
1 356
Additions
23
109
90
223
Disposals Reclassifications Hyperinflation adjustments
-
-23
-34
-57
15
-
-
14
-
3
15
18
(NOK million)
31.12.2024
31.12.2023
Non-current
635
582
Current
165
147
Total
800
729
31.12.2024
31.12.2023
Undiscounted lease liabilities and maturity of cash outflows (NOK million)
Foreign currency translation effect
9
10
4
22
Less than 1 year
216
190
Balance as of 31 December 2023
409
738
429
1 576
1-2 years
156
148
Additions
-
141
87
227
2-3 years
102
102
Disposals
-18
-11
-23
-51
3-4 years
79
54
Reclassifications
-
-
-
-
4-5 years
60
42
Hyperinflation adjustments
-
8
46
54
More than 5 years
579
522
Total undiscounted lease liabilities
1 191
1 059
2024
2023
Depreciation of Right-of-Use assets
219
179
Impairment of Right-of-Use assets
-
-
56
39
Expenses relating to short-term leases
20
20
Expenses relating to lease of low value assets
13
10
Expenses related to variable payments
37
28
Foreign currency translation effect
35
46
17
98
Balance as of 31 December 2024
426
921
557
1 904
Balance as of 1 January 2023
-37
-266
-231
-534
Depreciation
-11
-93
-75
-179
Depreciation on disposals
-
22
34
56
Reclassifications
-7
-
-
-7
Hyperinflation adjustments
-
-2
-10
-11
Foreign currency translation effect
-
-8
-2
-11
Balance as of 31 December 2023
-56
-346
-284
-686
Depreciation
-11
-105
-104
-219
Depreciation on disposals
-
2
23
25
Reclassifications
-
-
-
-
Hyperinflation adjustments
-
-3
-14
-17
Foreign currency translation effect
-5
-25
-14
-44
Balance as of 31 December 2024
-71
-477
-393
-941
Balance as of 31 December 2024
354
444
164
963
Balance as of 31 December 2023
353
392
145
890
Net book value
Jotun Annual Report 2024 64
Amounts recognised in the consolidated income statement: (NOK million)
Amortisation and impairment
Leases
Interest expense Other lease expenses recognised in the income statement:
Rent consession - Covid-19 Total Total cash outflow relating to lease of Right-of-Use assets was NOK 243 million for the period. The portfolio of short-term leases does not vary significantly from year to year.
-
-
345
275
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5.5 Associates and joint ventures The Group has investments in associates in the Middle East and joint ventures in North East Asia, involved in production and sales of products within all the Group’s four segments. See Note 1.1 for accounting policy. See Note 5.7 to the Parent Company Financial Statements for more information.
Share of profits from associates and joint ventures (NOK million) Share of Operating profit (In %)
Overview of changes in investments in associates and joint ventures
1 492
31.12.2024 (NOK million)
Carrying amount 1 January
1 333
31.12.2023
Associates
Joint ventures
Total
Associates
Joint ventures
Total
1 338
951
2 289
1 004
670
1 674
Share of profit and loss
958
534
1 492
939
395
1 333
Exchange differences
218
81
298
1
-7
-6
Dividend
-959
-322
-1 281
-606
-107
-713
-
-
-
-
-
-
Other equity changes Carrying amount 31 December
1 555
1 244
2 798
1 338
951
Associates
Total
Associates
Joint ventures
Total
Non-current assets
1 109
1 117
2 226
966
1 058
2 024
Current assets
3 792
4 318
8 109
3 100
3 522
6 622
Total assets
4 900
5 435
10 335
4 066
4 580
8 646
Equity
3 979
2 939
6 918
3 446
2 301
5 747
Non-current liabilities
310
21
331
283
34
317
Current liabilities
611
2 475
3 086
337
2 245
2 582
4 900
5 435
10 335
4 066
4 580
8 646 13 646
Revenues
8 206
6 748
14 954
7 679
5 966
Revenues - Jotun entities*
1 046
2 007
3 053
980
1 869
2 848
Total revenues
9 252
8 754
18 006
8 659
7 835
16 494
Profit / (loss) for the year
2 373
1 417
3 790
2 293
889
3 182
Jotun Annual Report 2024 65
16 %
2021
20 %
21 %
22 %
2022
2023
2024
31.12.2023
Joint ventures
* Subsidiaries, associates and joint ventures
496 21 %
2020
31.12.2024
Total equity and liabilities
729
2 289
Summary of financial information for the associates and joint ventures based on 100 per cent figures:
(NOK million)
746
Investments in associates and joint ventures (NOK million) In % of total assets 2 798 2 289
1 598
8%
2020
1 419
1 674
6%
6%
2021
2022
8%
8%
2023
2024
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5.6 Related parties
5.7 Subsidiaries
Two parties are deemed to be related if one party can influence the decisions of the other.
For the list of subsidiaries included in the consolidated accounts, refer to Note 5.6 to the Parent Company Financial Statements.
During 2024, goods and services were purchased and sold to various related parties in which the Group holds a 50 per cent or less equity interest. Investments in associates and joint ventures are presented in Note 5.5, shareholder and dividend information are presented in Note 5.8. The transactions between related parties are mainly sales and purchases of finished goods. Joint expenses are distributed in accordance with agreed cost contribution arrangements. Outstanding balances at the year-end are unsecured and there have been no guarantees provided or received for any related party receivables or payables. As of 31 December 2024, the Group has not recorded any impairment of receivables relating to amounts owed by related parties (2023: NOK 0). This assessment is undertaken each financial year by examining the financial position of the related party and the market in which the related party operates. The amount of these transactions is shown in the table below.
2024 (NOK million)
Purchases of goods from
Joint ventures
1 486
1 007
282
-
-
164
352
271
862
275
2
1
156
186
1 757
1 869
557
2
1
320
538
(NOK million)
Sales of goods to
Purchases of goods from
Other revenue from
Loans to
Interests on loan to
Other current liabilities
Trade and other receivables
Joint ventures
1 219
946
253
-
-
185
251
243
808
240
2
1
160
141
1 462
1 754
493
2
1
345
392
Associates Total
Other revenue from
Loans to
Interests on loan to
Other current liabilities
Trade and other receivables
Sales of goods to
2023
Associates Total
Details on remuneration and shares held for the Board of Directors and Group Management is described in Notes 5.3. Besides remuneration and shares, the Group has not identified any transactions with the Board of Directors or key management personnel during 2023.
Jotun Annual Report 2024 66
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5.8 Share capital and shareholder information Shares directly controlled by members of the Board of Directors, Corporate Assembly and Group Management and / or related parties
The share capital in Jotun A/S as of 31 December 2024 consists of the following share classes: (NOK)
Quantity
Face value
Share capital
A-shares
114 000
300
B-shares
228 000
300
Total
342 000
300
Name
Office
34 200 000
Odd Gleditsch d.y.
68 400 000
Jørgen Arnesen
102 600 000
At the general meeting, each A-share has ten votes and each B-share has one vote. There are no changes from last year.
Ownership structure The number of shareholders as of 31 December 2024 was 976. The largest shareholders were: Shareholders
A-shares
B-shares
Total
Ownership
Voting interest
Paint Holding AS
42 471
103 446
145 917
42.7 %
38.6 %
Odd Gleditsch AS
11 581
37 995
49 576
14.5 %
11.2 %
Mattisberget AS
29 707
744
30 451
8.9 %
21.8 %
Leo Invest AS
3 008
7 022
10 030
2.9 %
2.7 %
Abrafam Holding AS
3 387
3 666
7 053
2.1 %
2.7 %
Skallum AS
1 759
5 246
7 005
2.0 %
1.7 %
6 861
6 861
2.0 %
0.5 %
Bog Invest AS Bjørn Ekdahl ACG AS
6 750
6 777
978
249
1 227
Nicolai A. Eger
Member of the Board
988
191
1 179
Karoline Gleditsch
Member of the Board
380
380
Jannicke Nilsson
Member of the Board
4
4
Bjørn Ekdahl
Chairman of the Corporate Assembly
2 330
3 636
5 966
Bjørn Ole Gleditsch
Member of the Corporate Assembly
26
10 550
10 576
Anne Cecilie Gleditsch
Member of the Corporate Assembly
6
7 723
7 729
Kornelia Eger
Member of the Corporate Assembly
100
273
373
Jens-Erlend Trana
Member of the Corporate Assembly
2
2
Helle Abrahamsen
Member of the Corporate Assembly
2
2
Siri Gilde Flenstad
Member of the Corporate Assembly
2
2
Morten Fon
President & CEO
24
36
Vidar Nysæther
GEVP & CFO
20
20
Bård K. Tonning
GEVP Decorative Paints
5
5
2024
2023
1 368 000 000
855 000 000
5 716
1.7 %
2.0 %
Dividend paid and proposed
1.6 %
0.4 %
Declared and paid during the year (NOK)
5 270
5 270
1.5 %
0.4 %
1.5 %
2.4 %
Snefred Invest AS
1 953
1 902
3 855
1.1 %
1.6 %
26
3 689
3 715
1.1 %
0.3 %
3 452
3 452
1.0 %
0.3 %
2 652
3 236
0.9 %
0.6 %
3 171
3 171
0.9 %
0.2 %
Pina AS 584
Jill Beate Gleditsch Nils Johannes Ekdahl
2 327
656
2 983
0.9 %
1.7 %
Bengt Erik Ekdahl
2 328
188
2 516
0.7 %
1.7 %
Conrad Wilhelm Eger
1 172
1 155
2 327
0.7 %
0.9 %
Anne Cecilie Gleditsch
5
2 161
2 166
0.6 %
0.2 %
105 666
200 376
306 042
89.5 %
91.9 %
8 334
27 624
35 958
10.5 %
8.1 %
114 000
228 000
342 000
100.0 %
100.0 %
Total ordinary dividend Total extraordinary dividend
855 000 000
-
2 223 000 000
855 000 000
Ordinary dividend per share
4 000
2 500
Ekstraordinary dividend per share
2 500
-
Proposed for approval at the Annual General Meeting (NOK)
2024
2023
2 223 000 000
1 368 000 000
Total dividend
Total ordinary dividend Total extraordinary dividend Total dividend Ordinary dividend per share Extraordinary dividend per share
Dividend is deducted from equity and recognised as a liability after approval by the Annual General Meeting.
Jotun Annual Report 2024 67
12
There are no options for share acquisitions.
5 562 5 180
Total number of shares
27
Member of the Board
3 386
2 153
Total others
Chairman of the Board
5 561
3 027
Total 20 largest
Total
1
Elanel AS
Vida Holding AS
B-shares
2 330
Hejo Holding AS
Bjørn Ole Gleditsch
A-shares
-
855 000 000
2 223 000 000
2 223 000 000
6 500
4 000
-
2 500
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents Contents Jotun Group Contents Jotun A/S
5.9 Details of financial assets and liabilities
Accounting policy Fair value of financial instruments: The fair value of financial instruments that are traded in active markets at each reporting date is determined by reference to quoted market prices or dealer price quotations (bid price for long positions and ask price for short positions), without any deduction for transaction costs. For financial instruments not traded in an active market, the fair value is determined using appropriate valuation techniques. Such techniques may include using recent arm’s length market transactions, reference to the current fair value of another instrument that is substantially the same, a discounted cash flow analysis or other valuation models.
This note gives an overview of measurement of financial assets and liabilities and the accounting treatment of these balance sheet items. The measurement method in the tables are defined as follows: Level 1: Recorded fair value based on quoted. unadjusted prices in active markets for identical assets and liabilities Level 2: Recorded fair value based on valuation using observable market data. directly or indirectly. as input Level 3: Recorded fair value based on valuation without availability of any observable market data as input
2024
2024 (NOK million)
Note
Level
Fair value
3
7
Amortised cost
Total Interest-bearing
(NOK million)
Note
Level
Fair value
Amortised cost
Total Interest-bearing
Non-current liabilities
Non-current assets Share investments Non-current financial receivables Total
7
Non-current financial liabilities
7 69
69
69
69
76
69
4.1
Total
-
2 757
2 757
2 757
2 757
2 757
2 757
2 007
2 007
2 007
3 955
3 955
Current liabilities Interest-bearing debt
Current assets Accounts receivable
3.6
Other current receivables
3.6
Current derivatives
4.1
Cash and cash equivalents
4.2
1
8 145
8 145
1 046
1 046
-
4.1
Trade and other payables
-
Current tax liabilities
5.1
579
579
Other liabilities
3.7
3 148
3 148
4.1
1
34
34
6 176
6 176
6 176
Current derivatives
Total
-
15 368
15 368
6 176
Total
34
9 689
9 723
2 007
Total financial assets
7
15 437
15 444
6 245
Total financial liabilities
34
12 446
12 480
4 764
Fair value
Amortised cost
2023
2023
(NOK million)
Note
Level
Fair value
3
6
Amortised cost
Total Interest-bearing
(NOK million)
Note
Level
Total Interest-bearing
Non-current liabilities
Non-current assets Share investments Non-current financial receivables Total
6
Non-current financial liabilities
6
Other current receivables
3.5
Current derivatives
4.1
Cash and cash equivalents
4.2
1
2 149
2 149
2 149
2 149
2 149
2 149
2 163
2 163
2 163
3 407
3 407
105
105
112
105
6 836
6 836
787
787
Current tax liabilities
5.1
560
560
31
Other liabilities
3.6
2 856
2 856
4.1
Current liabilities Interest-bearing debt
3.5
-
105
Current assets Accounts receivable
4.1
Total
105
31
4.1
Trade and other payables
1
-
-
5 390
5 390
5 390
Current derivatives
Total
31
13 013
13 045
5 390
Total
-
8 986
8 986
2 163
Total financial assets
38
13 119
13 156
5 496
Total financial liabilities
-
11 135
11 135
4 312
Jotun Annual Report 2024 68
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents Contents Jotun Group Contents Jotun A/S
Financial assets: The Group’s financial assets include cash and short-term deposits, trade and other receivables, loans and other receivables, quoted and unquoted financial instruments and derivative financial instruments. Initial recognition and measurement Financial assets are classified at initial recognition and subsequently measured at amortised cost or fair value through profit or loss, correspondingly. The classification of financial assets at initial recognition depends on the financial asset’s contractual cash flow characteristics and the Group’s business model for managing them. Financial assets are initially measured at their fair value. However, trade receivables that do not contain a significant financing component or for which the Group has applied the practical expedient are measured at the transaction price determined under IFRS 15. For a financial asset to be classified and measured at amortised cost, it needs to give rise to cash flows that are “Solely Payments of Principal and Interest” (SPPI) on the principal amount outstanding. This assessment is referred to as the SPPI test and is performed at an instrument level. The Group’s business model for managing financial assets refers to how it manages its financial assets in order to generate cash flows. The business model determines whether cash flows will result from collecting contractual cash flows, selling the financial assets, or both. Subsequent measurement The subsequent measurement of financial assets depends on their classification as follows: Financial assets at amortised cost Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. After initial measurement, such financial assets are subsequently measured at amortised cost using the effective interest rate method (EIR), less impairment. Gains and losses are recognised in the income statement when the assets are derecognised, modified or impaired. Financial assets at fair value through profit or loss Financial assets at fair value through profit or loss include financial assets held for trading, financial assets designated upon initial recognition at fair value through profit or loss or financial assets mandatorily required to be measured at fair value. Financial assets are classified as held for trading if they are acquired for the purpose of selling or repurchasing in the near term. This category includes derivative financial instruments entered into by the Group that are not designated as hedging instruments in hedge relationships as defined by IFRS 9. Financial assets at fair value through profit and loss are carried in the statement of financial position at fair value with changes in fair value recognised in net financial items in the consolidated income statement. Impairment of financial assets Further disclosure relating to impairment of financial assets are also provided in Note 3.5. The Group recognises an allowance for Expected Credit Losses (ECLs) for all debt instruments
Jotun Annual Report 2024 69
not held at fair value through profit or loss. ECLs are based on the difference between the contractual cash flows due in accordance with the contract and all the cash flows that the Group expects to receive, discounted at an approximation of the original effective interest rate. For trade receivables, the Group applies a simplified approach in calculating ECLs. Therefore, the Group does not track changes in credit risk, but instead recognises a loss allowance based on lifetime ECLs at each reporting date. The carrying amount of the asset is reduced using an allowance account and the amount of the loss is recognised in the income statement. Financial liabilities: Initial recognition and measurement Financial liabilities are classified at initial recognition as financial liabilities at fair value through profit or loss, loans and borrowings, or as derivatives designated as hedging instruments in an effective hedge, as appropriate. All financial liabilities are recognised initially at fair value and, in the case of loans and borrowings, carried at amortised cost. This includes directly attributable transaction costs. Subsequent measurement The measurement of financial liabilities depends on their classification as follows: Financial liabilities at fair value through profit or loss Financial liabilities at fair value through profit or loss include financial liabilities held for trading and financial liabilities designated upon initial recognition as at fair value through profit or loss. Financial liabilities are classified as held for trading if they are acquired for the purpose of selling in the near term. This category includes derivative financial instruments entered into by the Group that are not designated as hedging instruments in hedge relationships as defined by IFRS 9.
The cash flow statement is prepared to reflect cash flows during the year measured at the current purchasing power at the end of the reporting period and, as such, does not reflect actual cash flows during the year. Türkiye’s official inflation (CPI) for 2024 was 44.4 per cent.
5.11 Alternative performance measure The Group uses certain financial measures that are not defined in IFRS to describe the Group’s financial performance, financial position and cash flows. These financial measures may therefore be defined and calculated differently from similar measures in other companies, and thus not be comparable. The performance measures set out below have been consistent over time and are some of the key indicators used in management reporting to monitor business performance. The non-IFRS financial measures presented in the Annual Report are: EBITDA: Profit before interest, income tax, depreciation and amortisation EBITA: Profit before interest, income tax and amortisation
Operating working capital revenue %
=
5.10 Hyperinflation Türkiye has been considered as a hyperinflationary economy for accounting purposes effective from 2022. The Group has applied IAS 29 ”Financial Reporting in Hyperinflationary Economies” from 1 January 2022 and onwards. Hyperinflation adjustments have negatively impacted profit for the year with NOK 253 million, while a positive effect of NOK 319 million has been recognised in Other comprehensive income.
x 100
Operating profit + amortisation of intangible Return on capital employed % =
Gains or losses on liabilities held for trading are recognised in the income statement. Loans and borrowings After initial recognition, interest-bearing loans and borrowings are subsequently measured at amortised cost using the effective interest rate method (EIR). Gains and losses are recognised in the income statement when the liabilities are derecognised as well as through the EIR amortisation process. Amortised cost is calculated by taking into account any discount or premium on acquisition and fees or costs that are an integral part of the EIR. The EIR amortisation is included in financial costs in the income statement.
Average operating working capital Revenue from contracts with customers
assets
x 100
Average capital employed Operating profit
Operating margin %
=
Return on equity %
=
Capital employed
=
Net working capital + invested capital
Gross profit
=
Revenue from contracts with customers – Cost of Goods Sold
Operating revenue Total comprehensive income for the year Average equity
x 100
x 100
Furthermore, a breakdown of operating working capital, net working capital and invested capital is given in Note 3.1.
Contents Contents Jotun Group Contents Jotun A/S
Financial statements Jotun A/S
Income statement
71
Statement of comprehensive income
71
Statement of financial position
71
Statement of changes in equity
72
Statement of cash flows
72
Notes for the parent company
73
Independent auditor’s report
85
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents Contents Jotun Group Contents Jotun A/S
Income statement (NOK million)
Statement of financial position Note
2024
2023
(NOK million)
Assets
Operating revenue
2.1, 5.5
5 305
4 642
Cost of goods sold
2.1, 5.5
-1 948
-1 976
Payroll expenses
2.2, 5.2
-1 408
-1 248
Other operating expenses
2.3, 5.4, 5.5
-1 130
-993
Depreciation, amortisation and impairment
3.1, 3.2, 5.4
-315
-279
506
146
Dividend from subsidiaries
2 367
1 363
Dividend from associates and joint ventures
1 202
735
Operating profit
Net financial items
4.3, 4.4, 5.4, 5.5
Profit before tax Income tax expense
5.1
Profit for the year
52
9
4 126
2 253
-497
-373
3 629
1 880
Statement of comprehensive income (NOK million)
Note
Profit for the year
2024
2023
3 629
1 880
Other comprehensive income to be reclassified to profit or loss in subsequent periods: Actuarial gain/loss (-) on defined benefit pernsion plans (net of tax) Other comprehensive income for the year, net of tax Total comprehensive income for the year
5.2
Note
31.12.2024
31.12.2023
Deferred tax assets
5.1
195
135
Other intangible assets
3.1
686
675
3.2, 5.4
1 969
2 099
Non-current assets
Property, plant and equipment Investments in subsidiaries
5.6
3 906
3 816
Investments in associates and joint ventures
5.7
318
318
Share investments
5.8
6
6
4.1, 4.4, 5.5
2 289
2 152
9 367
9 200
Other non-current financial receivables Total non-current assets Current assets
3.3
588
641
Trade and other receivables
3.4, 4.1, 5.5
1 651
1 627
Cash and cash equivalents
4.1, 4.2
Inventories
3 861
2 331
Total current assets
6 100
4 599
Total assets
15 467
13 799
Equity and liabilities Equity Share capital
103
103
Other equity
10 061
8 644
Total equity
10 163
8 746
211
11
-1
Non-current liabilities
11
-1
Pension liabilities
3 640
1 879
Provisions Interest-bearing debt
5.9
5.2
217
3.6, 3.7
178
144
4.1
1 924
1 281
2 319
1 636
Total non-current liabilities Current liabilities Interest-bearing debt
4.1
581
1 283
Trade payables
5.5
578
571
Tax payable
5.1
379
253
3.5, 3.6, 5.5
1 447
1 311
Total current liabilities
2 984
3 417
Total liabilities
5 304
5 053
Total equity and liabilities
15 467
13 799
Other current liabilities
Jotun Annual Report 2024 71
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents Contents Jotun Group Contents Jotun A/S
Statement of changes in equity (NOK million)
Statement of cash flows Note
Equity as of 1 January 2023 Dividends
Share capital
Other equity
Total equity
103
7 620
7 723
Cash flow from operating activities
-855
-855
Operating profit
1 880
1 880
Adjustments to reconcile profit before tax to net cash flows:
5.9
Profit for the year Other comprehensive income
5.2
Equity as of 31 December 2023 Dividends
103 5.9
Profit for the year Other comprehensive income Equity as of 31 December 2024
5.2 103
-1
-1
8 644
8 746
-2 223
-2 223
3 629
3 629
11
11
10 061
10 163
(NOK million)
Gain / loss on sale of fixed assets Depreciation, amortisation and impairment
Note
2024
2023
506
146
3.2
-
-
3.1, 3.2
315
279
202
337
Change in accruals, provisions and other Working capital adjustments: Change in trade and other receivables
-148
-292
Change in trade payables
7
60
Change in inventories
53
53
934
583
3 569
2 098
Cash generated from operating activities Dividend from subsidiaries, associates and joint ventures 4.3, 5.5
266
216
Interest paid
4.3
-112
-108
Other financial items
4.3
3
-33
Tax payments
5.1
-430
-310
4 229
2 446
Interest received
Net cash flow from operating activities Cash flows used for investing activities Proceeds from sale of property, plant and equipment Proceeds from sale of shares
3.2
-
-
5.6, 5.8
-
2
Purchase of property, plant and equipment
3.2
-91
-153
Purchase of intangible assets
3.1
-105
-114
5.6, 5.7
-194
-132
-390
-397
Investments in subsidiaries, associates and joint ventures Net cash flow used for investing activities Cash flows from financing activities Repayment (-) / proceeds in group account system (cash pool) Cash payments for new lending
Jotun Annual Report 2024 72
5.5
172
428
4.4, 5.5
-142
-364 -178
Repayment (-) / proceeds from borrowings
4.1
-94
Payment of principal portion of lease liabilities
5.4
-22
-21
Dividend paid
5.9
-2 223
-855
Net cash flow from financing activities
-2 309
-990
Net increase/(decrease) in cash and cash equivalents
1 530
1 059
Cash and cash equivalents as of 1 January
4.2
2 331
1 272
Cash and cash equivalents as of 31 December
4.2
3 861
2 331
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents Contents Jotun Group Contents Jotun A/S
Notes for the parent company
01
Basis of preparation 1.1
Accounting policies
74
1.2
Estimates and judgements
74
1.3
02
Events after the balance sheet date
03
74
Results for the year 2.1
Operating revenue
74
2.2
Payroll expenses
75
2.3
Other operating expenses
75
Jotun Annual Report 2024 73
04
Invested capital and working capital items 3.1
Intangible assets
75
3.2
Property, plant and equipment
76
3.3
Inventories
76
3.4
Trade and other receivables
76
3.5
Other current liabilities
77
3.6
Provisions
77
3.7
Contingent liabilities
3.8
Contractual obligations and guarantees
05
Invested capital and working capital items 5.1
Taxation
79
5.2
Pensions and other long-term employee benefits
80
5.3
Remunerations
80
5.4
Leases
81
5.5
Related parties
82
5.6
Subsidiaries
83
77
5.7
Shares in associates and joint ventures
84
77
5.8
Share investments
84
5.9
Share capital and shareholder information
84
Capital structure and financial items 4.1
Interest-bearing debt
78
4.2
Cash and cash equivalents
78
4.3
Net financial items
78
4.4
Financial risk management
79
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents Contents Jotun Group Contents Jotun A/S
1.1 Accounting policies
2.1 Operating revenue
The financial statements for Jotun A/S have been prepared in accordance with simplified IFRS pursuant to section 3-9 of the Norwegian Accounting Act. This mainly implies that the financial statements are presented in accordance with IFRS, and the notes are presented in accordance with the requirements of the Norwegian Accounting Act. The accounting policies for the Group therefore also apply to Jotun A/S.
(NOK million)
2024
2023
Revenue from contracts with customers
1 860
1 849
Revenue from contracts with customers, Jotun entities
1 389
1 332
Total revenue from contracts with customers
3 248
3 181
Line items in the notes named Jotun entities comprise subsidiaries, associates, and joint ventures. Accounting policies estimates and judgements specific to Jotun A/S are incorporated into the individual notes. For more information about accounting policies, see consolidated financial statement for the Group.
1.2 Estimates and judgements In preparing the company’s financial statements, Management makes various accounting estimates and assumptions that form the basis of the presentation, recognition, and measurement of the company’s assets and liabilities. See Note 1.3 to the consolidated statements.
1.3 Events after the balance sheet date No events have taken place after the balance sheet date that would have affected the financial statements, or any assessments carried out.
Other revenue
101
45
Other revenue, Jotun entities
1 956
1 416
Total operating revenue
5 305
4 642
(NOK million)
2024
2023
Decorative
Other revenue includes among others royalty income, misc. grants and refunds and profit from sale of fixed assets. Revenue from contracts with customers by segments
2 235
2 366
Marine
854
669
Protective
125
112
Powder
35
34
Total revenue from contracts with customers
3 248
3 181
Cost of Goods Sold
1 948
1 976
Gross Profit
1 301
1 206
Payment terms are based on agreements and local business practices and are in general in the range of 30 to 60 days.
Jotun Annual Report 2024 74
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents Contents Jotun Group Contents Jotun A/S
2.2 Payroll expenses
3.1 Intangible assets
Jotun A/S has a system of annual bonuses that applies to senior management and is limited to a maximum of 20 per cent of annual basic salary. Further, all members of the management, including the President & CEO, are part of an annual profit-dependent bonus system limited upwards to 50 per cent of annual basic salary.
Intangible assets are non-physical assets that have either been capitalized through internal development of products (development cost), customisation of IT applications or separate acquisitions. See Note 3.2 to the consolidated financial statements for further information.
The company’s pension plans are primarily defined contribution plans. For further information, see Note 5.2. For remuneration of President & CEO and Board of Directors, see note 5.3. (NOK million) (NOK million)
2024
2023
Wages including bonuses
1 091
989
Social costs
191
163
Pension costs, ref. Note 5.2
139
109
Other personnel costs Total Average full-time equivalents employees
-13
-13
1 408
1 248
987
982
Development cost
IT Applications and other intangibles
Total
Cost Balance as of 1 January 2023
519
499
1 018
Additions
27
88
114
Disposals
-
-
-
Balance as of 31 December 2023
546
587
1 132
Additions
41
65
105
Disposals
-1
-16
-17
585
636
1 221
Balance as of 31 December 2024
2.3 Other operating expenses
Amortisation and impairment Balance as of 1 January 2023
-148
-241
-389
(NOK million)
Amortisation
-22
-47
-69
-
-
-
Balance as of 31 December 2023
-169
-289
-458
Amortisation
-23
-71
-94
1
16
17
-191
-344
-535
Balance as of 31 December 2024
395
292
686
Balance as of 31 December 2023
377
298
675
8-10 years
3-10 years
2024
2023
Manufacturing
95
96
Warehouse
23
31
Transportation
48
46
Sales and marketing
68
84
Technical service
18
23
Research and Development
638
559
General and administrative
102
134
Royalty
30
32
Other*
109
-12
Total
1 130
993
* Other operating expenses are presented net of Cost Contribution Arrangement (CCA) incomes.
Jotun Annual Report 2024 75
Disposals
Disposals Balance as of 31 December 2024 Net book value
Estimated useful life
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents Contents Jotun Group Contents Jotun A/S
3.2 Property, plant and equipment
3.3 Inventories
Property, plant and equipment comprise various types of tangible fixed assets needed. See Note 5.4 for Right-of-Use assets.
(NOK million)
31.12.2024
31.12.2023
Raw materials
231
260
Finished goods
369
410
Allowance for obsolete goods
-12
-29
Total
588
641
31.12.2024
31.12.2023
113
109
(NOK million)
Land
Buildings
Electrical installations
Machinery, vehicles and Construction in equipment progress
Right-of-Use assets
Total
Cost 47
1 468
671
1 443
45
116
3 789
Additions
-
5
-1
104
27
18
153
Disposals
-
-
-
-
-
-
-
Balance as of 1 January 2023
-
-
-
-
-
-
-
Balance as of 31 December 2023
47
1 473
670
1 547
72
134
3 942
Additions
6
19
10
54
1
12
101
Disposals
-
-
-
-68
-11
-
-79
Reclassifications
Reclassifications Balance as of 31 December 2024
-
15
-
-
-15
-
-
53
1 506
680
1 533
48
146
3 965
(NOK million)
Accounts receivable Accounts receivable - Jotun entities
1 158
958
Total accounts receivable
1 270
1 067
Other receivables external
214
228
Other receivables - Jotun entities
167
332
1 651
1 627
31.12.2024
31.12.2023
Balance as of 1 January
88
66
Allowances for bad debt made during the period
25
22
Total
Depreciation and impairment Balance as of 1 January 2023
3.4 Trade and other receivables
-
Depreciation Disposals
-393
-237
-942
-
-62
-1 633
-49
-59
-82
-
-21
-210
-
-
-
-
-
-
The change in allowance for bad debt is shown in the following table: (NOK million)
-
-
-
-
-
-
-442
-296
-1 024
-
-82
-1 843
-49
-59
-90
-
-22
-221
Realised losses for the year
-
-
Disposals
-
-
68
-
-
68
Balance as of 31 December
113
88
Impairment
-
-
-
-
-
-
-491
-355
-1 046
-
-104
-1 996
31.12.2024
31.12.2023
Not due
939
757
Less than 30 days
74
34
30-60 days
21
22
60-90 days
33
29
More than 90 days
316
313
Impairment Balance as of 31 December 2023
-
Depreciation
Balance as of 31 December 2024
-
Ageing of accounts receivable as of 31 December was as follows: (NOK million)
Net book value Balance as of 31 December 2024
53
1 015
325
486
48
42
1 969
Balance as of 31 December 2023
47
1 031
374
523
72
51
2 099
unlimited
25-33 years
10-14 years
3-10 years
Estimated useful life
Allowance for bad debt*
-113
-88
Total
1 270
1 067
* Allowances related to receivables from Jotun entities represent NOK 112 million (2023: NOK 88 million).
Jotun Annual Report 2024 76
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
Company overview
Contents Contents Jotun Group Contents Jotun A/S
3.5 Other current liabilities
3.7 Contingent liabilities 31.12.2024
31.12.2023
Public charges and holiday pay
209
197
Prepaid dividend from Jotun entities
740
822
Other liabilities to Jotun entities
46
30
Other accrued expenses
389
226
Total current provisions, ref. Note 3.6
63
36
1 447
1 311
(NOK million)
Total
Received interim dividend from associates or joint ventures are recognized as current liability until the final approval by the General Assembly subsequent year. Other accrued expenses are related to commissions, bonuses to employees and other accrued expenses.
3.6 Provisions
Claims
Environmental
Other
Total
Balance sheet 1 January
45
134
1
179
Provisions arising during the year
53
52
-
105
Utilised
-34
-7
-1
-43
Unused amounts reversed
-1
-
-
-1
Balance as of 31 December
63
178
-
241
Current, ref. note 3.5
63
-
-
63
-
178
-
178
63
178
-
241
Claims
Environmental
Other
Total
103
105
13
221
2
29
-
31
Utilised
-34
-
-2
-37
Unused amounts reversed
-26
-
-10
-36
Balance as of 31 December
45
134
1
179
Current, ref. note 3.5
35
-
1
36
Non-current
10
134
-
144
Total
45
134
1
179
Non-current Total 2023 (NOK million)
Balance sheet 1 January Provisions arising during the year
Jotun Annual Report 2024 77
In accordance with Jotun policies, claims should in principle be covered by customer-owner company. When a claim is caused by product or specification failure, costs will be reimbursed by Jotun A/S based on the prevailing royalty and CCA agreements. Environmental matters Jotun A/S is through its operation exposed to environmental and pollution risk. Production facilities and product warehouse sites have been inspected regarding environmental conditions in the soil. For sites where clean-up costs are probable and reliable estimates of the costs have been made, provisions are recorded accordingly. Due to uncertainties inherent in the estimation process, it is possible that such estimates could be revised in the near term. In addition, further expenditures may arise as the full scope of conditions at some sites has yet to be determined. The related amount of potential, future costs is not determinable due to the unknown timing and extent of corrective actions which may be required. Jotun’s activities are carried out in accordance with local laws and regulations, and the Group’s HSE requirements. Changes in laws and regulations may require Jotun A/S to make investments and incur costs to meet future compliance requirements.
3.8. Contractual obligations and guarantees
2024 (NOK million)
Product liability claims and disputes Product liability claims consist of several separate and specific guarantee claims arising from products sold. Assumptions used to calculate provisions for claims are based on technical assessments of product failures and the expected repair cost for each specific case.
Purchase obligations Jotun A/S has no major contractual purchase obligations. Out of the total ongoing investment program, NOK 4,7 million is contractual committed capital expenditures (CAPEX) at year-end. For purchase of raw materials there are no significant commitments for the company. In general, these contracts can be terminated without significant penalties. Other obligations Jotun A/S has guarantees mainly covering tax withholding and other guarantees for subsidiaries. These amounted to approximately NOK 1 540 million in 2024 (2023: NOK 1 398 million).
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4.1 Interest-bearing debt
4.2 Cash and cash equivalents
The table below gives an overview of total net interest-bearing debt. Further information is given in Note 4.1 to the consolidated financial statements.
(NOK million)
31.12.2024
31.12.2023
Cash deposits
3 077
1 391
(NOK million)
31.12.2024
31.12.2023
Total
Non-current interest-bearing debt Bond 2021-26
300
300
Bond 2021-28
350
350
Bond 2023-27
300
300
Bond 2023-29
300
300
Bond 2024-29
650
Total excl. lease liability Lease liability Total
Short-term investments
1 900
1 250
24
31
1 924
1 281
Current interest-bearing debt Bond 2018-24 Bank debt (NIB), unsecured
784
940
3 861
2 331
As of 31 December 2024 Jotun, A/S had NOK 3 089 million (2023: 2 336 million) of undrawn long-term credit facilities available.
4.3 Net financial items Exchange gains and losses related to forwards and options have affected the net financial items with the following amounts:
Financial income (NOK million)
2024
2023
Interest income
72
47
650
Interest income on loans to Jotun entities
194
170
94
Net foreign exchange gain
-
-
Other current interest-bearing debt (cash pool)
562
518
Other financial income
49
26
Total excl. lease liability
562
1 262
Total
315
242
Lease liability
19
21
Total
581
1 283
(NOK million)
2024
2023
2 462
2 512
42
52
Interest costs
-112
-108
Total interest-bearing debt
2 504
2 564
Net foreign exchange loss
-35
-47
Non-current interest-bearing receivables
2 289
2 152
Impairment of shares in subsidiaries, see Note 5.6
-105
-69
122
246
Other financial costs
-11
-10
Cash and cash equivalents
3 861
2 331
Total
-263
-234
Total interest-bearing receivables
6 272
4 729
52
9
Net interest-bearing receivables/debt (-)
3 767
2 165
Total interest-bearing debt excl. lease liability Total lease liability
Current interest-bearing receivables
Jotun Annual Report 2024 78
Financial costs
Net financial items
Exchange gains and losses related to forwards and options have affected the net financial items with the following amounts: (NOK million)
2024
2023
Unrealised gain / loss (-)
-132
51
Realised gain / loss (-)
-36
-142
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4.4 Financial risk management
5.1 Taxation
The company’s financial risks and the management of these are in all material aspects identical to the disclosures made in Note 4.4 to the consolidated financial statements, unless otherwise stated below.
Income tax reported in the income statement
To reduce currency risk in cash flows, Jotun A/S uses currency options and forward contracts to ensure predictability in cash flows up to 16 months ahead. As of 31 December 2024, Jotun A/S has hedged 38 per cent of its next cash flow over the next 12 months.
Current income tax charge:
(NOK million)
Local currency
31.12.2024
31.12.2023
Currency amount
NOK
USD
64
MYR
174
EUR GBP
Currency amount
NOK
726
68
687
443
174
384
25
291
15
165
18
256
18
QAR
60
187
PHP
841
165
SGD
12
100
12
92
CZK
142
66
78
35
210 636
139
IDR
2023
560
371
Deferred tax:
The currency exposures related to external loans in foreign currency given to Jotun entities are disclosed in the table below.
(NOK million)
Tax payable
2024
Relating to original and reversal of temporary differences
-63
2
Income tax expense reported in the income statement
497
373
Reconciliation of Norwegian nominal statutory tax rate to effective tax rate In the following table reported income tax is reconciled with the calculated tax expense based on the Norwegian tax rate of 22 per cent. The main components are specified below. 2024
(NOK million)
Profit before tax as reported in the income statement
2023
4 126
2 253
Income taxes at statutory tax rate
22 %
908
22 %
496
233
Exempted tax on dividends
-14 %
-567
-14 %
-309
70
195
Tax on dividends and surplus in controlled foreign companies (CFC)
2%
100
4%
85
841
154
Non-deductible expenses and non-taxable income*
0%
10
1%
12
Correction previous year and change in temporary differences
-1 %
-44
1%
14
Taxation outside Norway less deductible in Norwegian Tax
2%
90
3%
Other
52
64
Total
2 286
2 149
74
Total income tax expense
497
373
Effective tax rate
12 %
17 %
* Non-deductible expenses are primarily related to write-down of shares. See Note 5.6 for further information. Specification total tax payable (NOK million)
2024
2023
Tax payable for the year
569
371
Net foreign tax paid
-86
-74
Norwegian tax settlement for previous years
164
119
Withholding taxes receivable
-156
-98
CFC tax receivable (NOKUS)
-107
-61
SkatteFUNN (R&D tax incentive scheme) receivable
-4
-4
Total tax payable in Norway and abroad
379
253
Tax payable in Norway
375
245
(NOK million)
2024
2023
Non-current assets
-204
-141
Current assets
-201
-71
Liabilities
-480
-401
Specification of deferred tax
Net temporary differences
-885
-614
Tax rate Deferred tax asset recognised in the statement of financial position
22 % 195
22 % 135
Information about estimate and judgment, see Note 5.1 to the consolidated financial statements.
Jotun Annual Report 2024 79
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5.2 Pensions and other long-term employee benefits
5.3 Remunerations
Jotun A/S has both defined contribution and defined benefit pension plans. The majority of the company’s pension plans are defined contribution plans, whereby the company’s obligation is limited to annual contributions to the employees’ pension plans. Costs related to the defined benefit plans account for less than five per cent of total pension costs in 2024.
Remuneration of the President & CEO
Summary of pension costs (NOK million)
2024
2023
Pension costs defined contribution plans and other severance schemes
135
104
Pension costs defined benefit plans
3
4
Total pension costs recognised in the income statement, ref. Note 2.2
139
109
Actuarial gain / loss (-) recognised in other comprehensive income (net of tax)
11
-1
The defined benefit schemes were replaced by defined contribution plans in 2004. Net pension obligations as of 31 December 2024 are primarily related to previous early retirement schemes for Jotun A/S’s senior executives.
Ordinary salary
Bonus
Benefits in kind
Pension cost
Total
President & CEO
8 526
3 665
373
5 076
17 640
The President & CEO is part of a pension scheme that includes a mutual opportunity to discontinue employment in whole or in part up to five years earlier than a stipulated retirement age of 67 years. Jotun A/S has no obligation to give the President & CEO or the Chairman of the Board special remuneration upon discontinuance or change of employment or office. Should the President & CEO’s employment discontinue, his contract has a clause stipulating that a one-year “competition quarantine” may be imposed with compensation. The President & CEO has a notice period of six months. Jotun A/S has not given any loans or guarantees to the President & CEO, the Chairman of the Board, or to any shareholders or members of Jotun A/S Management, the Board of Directors, or Corporate Assembly. Remuneration of the Board of Directors and Corporate Assembly
Other severance schemes are obligations related to operating pension schemes for employees with an annual basic salary and pension base exceeding 12 times the basic amount (G).
31.12.2024
31.12.2023
Board of Directors
3 609
3 735
Corporate Assembly
230
230
3 839
3 965
(NOK thousand)
Actuarial assumptions 2024
(NOK thousand)
2023
Discount rate in %
3.4
Expected return in %
3.4
3.0
3.75-5.9
3.75- 5.4
2.25
2.0/3.5
External auditor remuneration
1.8-4.0
1.6-3.75
(NOK thousand)
31.12.2024
31.12.2023
Statutory audit
4 444
4 139
Wage adjustment in % Inflation / increase in social security basic amount (G) in % Pension adjustment in %
3.0
Total
Shares controlled by members of the Board of Directors and Jotun A/S Management are specified in Note 5.8 in the consolidated financial statement.
Other attestation services Schemes with net pension obligations
Net pension obligations 2024
2023
Balance as of 1 January
-99
-95
Recognised in the Income Statement
-3
-4
Other movements
6
5
(NOK million)
Net pension obligation defined benefit plans
-90
-99
Other severance schemes
-127
-112
Balance as of 31 December
-217
-211
Jotun Annual Report 2024 80
Tax services Other services Total
-
64
227
748
157
616
4 827
5 566
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5.4 Leases Right-of-Use assets
Undiscounted lease liabilities and maturity of cash outflows:
Land
Buildings
Machinery, vehicles and equipment
Total
Balance as of 1 January 2023
6
27
83
116
Additions
-
3
15
Balance as of 31 December 2023
6
30
98
(NOK million)
31.12.2024
31.12.2023
Less than 1 year
20
22
1-2 years
12
16
18
2-3 years
7
9
134
3-4 years
4
4 2
Cost
(NOK million)
Additions
-
2
10
12
4-5 years
1
Balance as of 31 December 2024
6
32
108
146
More than 5 years
1
1
Total undiscounted lease liabilities
45
54
2024
2023
Depreciation of Right-of-Use assets
22
21
Interest expense
2
1
Depreciation and impairment Balance as of 1 January 2023
-6
-11
-45
-62
Amounts recognised in the consolidated income statement:
Depreciation
-
-5
-16
-21
Balance as of 31 December 2023
-6
-16
-61
-82
(NOK million)
Depreciation
-
-6
-16
-22
Balance as of 31 December 2024
-6
-21
-77
-104
Balance as of 31 December 2024
-
11
31
42
Balance as of 31 December 2023
-
14
37
51
Net book value
Lease liability as of 31 December (NOK million)
31.12.2024
31.12.2023
Non-current
24
31
Current
19
21
Total
42
52
Lease liability is classified as interest bearing debt, see Note 4.1.
Jotun Annual Report 2024 81
Leases
Other lease expenses recognised in the income statement: Expenses relating to short-term leases
3
2
Expenses relating to lease of low value assets
3
2
Expenses related to variable payments
23
18
Total
52
44
The total cash outflow related to lease of Right-of-Use asset was NOK 23 million (2023: 22 million). The portfolio of short-term leases does not vary significantly from year to year.
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5.5 Related parties Two parties are deemed to be related if one party can influence the decisions of the other. During 2024, goods and services were purchased and sold to various related parties in which Jotun A/S holds a 100 per cent or less equity interest. Investments in subsidiaries are presented in Note 5.6, investments in associates and joint ventures are presented in Note 5.7 and shareholder and dividend information are presented in Note 5.8 to the consolidated financial statements.
The amounts of these transactions are shown in the table below. 2024
(NOK million)
Group companies
The transactions between related parties are sales and purchases of finished goods, raw materials and technical services. Jotun A/S also has considerable royalty income from Jotun entities. Joint expenses are distributed in accordance with agreed cost contribution arrangements. Internal trading within the Group is carried out in accordance with arm’s length principles.
Associates and joint ventures
Purchases of services from the Group companies are mainly related to global and regional functions included in the cost contribution arrangement. In addition, Jotun A/S purchases research and development services from Jotun entities. Parts of the research and development costs are capitalized, see Note 3.1.
2023
Total
(NOK million)
Group companies Associates and joint ventures Total
Sales of goods to
Purchases of goods from
Other revenue from
Cost contribution income
Purchases of services from
Interests on loans to
1 196
301
1 448
1 085
1 102
194
193
114
508
301
54
1
1 389
415
1 956
1 394
1 156
194
Sales of goods to
Purchases of goods from
Other revenue from
Cost contribution income
Purchases of services from
Interests on loans to
1 170
432
961
761
832
169
162
99
455
258
47
1
1 332
531
1 416
1 019
879
170
Intercompany balances are disclosed in the table below. (NOK million)
Subsidiaries 31.12.2024 31.12.2023
Associates / Joint ventures 31.12.2024 31.12.2023
Non-current assets Other non-current receivables
2 284
2 148
2
2
Total non-current assets
2 284
2 148
2
2
Trade receivables
943
794
216
164
Other current receivables
159
325
8
7
Total current assets
1 102
1 119
224
171
Total assets
3 386
3 267
226
173
Trade creditors
187
154
29
37
Other short-term liabilities
814
849
534
522
1 001
1 002
563
559
Current assets
Current liabilities
Total liabilities
Jotun Annual Report 2024 82
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5.6 Shares in subsidiaries Below follows the specification of companies subject to write downs in 2024.
Shares held directly by the parent company Book value (NOK million)
Ownership %
Company (NOK million)
Company
City
Country
Jotun Algerie S.A.R.L
Algiers
Algeria
2
70.00
Technover P SPA
Algiers
Algeria
38
100.00
Jotun Australia Pty. Ltd.
Melbourne
Australia
42
100.00
Jotun Bangladesh Ltd
Dhaka
Bangladesh
46
99.99
Jotun Powder Pakistan Ltd
Jotun Brasil Importacao. Exportacao E Ind De Tintas Ltda.
Rio De Janeiro
Brazil
229
100.00
Jotun (Cambodia) LTD
Phnom Penh
Cambodia
1
100.00
Jotun Paints (HK) Ltd.
Hong Kong
China
85
Jotun Cyprus Ltd.
Limassol
Cyprus
Jotun Danmark A/S
Kolding
Denmark
El-Mohandes Jotun S.A.E.
Cairo
Egypt
Jotun Powder Coatings LLL
Cairo
Egypt
Jotun Ethiopia Paint Manufacturing PLC
Addis Ababa
Jotun France S.A.
Paris
Jotun (Deutschland) Gmbh
Country
Write down
Jotun Philippines Inc.
Philippines
41
Jotun Bangladesh Ltd
Bangladesh
35
Pakistan
11
Jotun Kenya Limited
Kenya
6
100.00
Jotun Mexico SA de CV
Mexico
6
8
100.00
3
100.00
Jotun Maroc SARL AU
Morocco
3
143
70.00
Jotun Algerie S.A.R.L.
Algeria
0
10.00
Ethiopia
154
100.00
Total
France
2
100.00
Hamburg
Germany
12
83.33
Jotun Hellas Ltd.
Glyfada
Greece
3
97.40
Jotun Insurance Cell
St. Peterport
Guernsey
8
100.00
Jotun India Private Ltd.
Mumbai
India
488
96.42
P.T. Jotun Indonesia
Jakarta
Indonesia
88
56.63
Jotun (Ireland) Ltd.
Cork
Ireland
0
100.00
Jotun Italia S.R.L.
Trieste
Italy
112
100.00
Jotun Kazakhstan LLP.
Almaty
Kazakhstan
1
100.00
Jotun Kenya Limited
Nairobi
Kenya
8
95.00
Jotun Libya J.S.Co.
Tripoli
Libya
6
80.00
Jotun (Malaysia) Sdn.Bhd.
Kuala Lumpur
Malaysia
106
100.00
Jotun Paints (Malaysia) Sdn. Bhd.
Kuala Lumpur
Malaysia
204
100.00
Jotun Mexico. S.A. de C.V.
Veracruz
Mexico
25
99.54
Jotun Maroc SARL D Associe Unique
Casablanca
Morocco
46
100.00
Jotun Myanmar Company Limited
Yangon
Myanmar
101
99.99
Jotun Myanmar Services Company Limited
Yangon
Myanmar
0
99.99
Jotun B.V.
Spijkenisse
Netherlands
49
100.00
Scanox AS
Drammen
Norway
80
100.00
Jotun Powder Coatings AS
Sandefjord
Norway
109
100.00
Jotun Paints Co. L.L.C.
Muscat
Oman
45
62.00
Jotun Powder Coatings Pakistan (Pvt) Ltd
Lahore
Pakistan
41
26.90
Jotun (Philippines) Inc
Manila
Philippines
81
100.00
Jotun Polska Sp.zo.o.
Gdansk
Poland
18
100.00
Jotun Paints Factory Doha W.L.L.
Doha
Qatar
140
80.00
Jotun Paints Qatar W.L.L.
Doha
Qatar
1
80.00
Jotun Romania SRL
Voluntari City
Romania
1
100.00
Jotun (Singapore) Pte. Ltd.
Singapore
Singapore
28
100.00
Jotun Paints South Africa (Pty) Ltd.
Cape Town
South Africa
20
100.00
Jotun Iberica S.A.
Barcelona
Spain
155
100.00
Jotun Sverige AB
Gothenburg
Sweden
5
100.00
Jotun Thailand Ltd.
Bangkok
Thailand
133
100.00
Jotun Boya Sanayi ve Ticaret A.S.
Istanbul
Türkiye
108
100.00
Jotun MEIA FZ-LLC
Dubai
UAE
542
100.00
Jotun MENA LLC.
Dubai
UAE
50
100.00
Pretronor Services Limited
Dubai
UAE
5
100.00
Jotun Paints (Europe) Ltd
Flixborough
UK
86
100.00
Jotun Paints Inc. Jotun Paints Vietnam Co. Ltd.
Houston Ho Chi Minh City
US Vietnam
185 60
100.00 100.00
Total
Jotun Annual Report 2024 83
3 906
2 105
Estimate and judgement Jotun A/S assess the carrying value of investments in shares whenever events or changes in circumstances indicate that the carrying value of an investment may not be recoverable. If the carrying value of an investment exceeds its estimated recoverable amount, an impairment loss is recognized in the income statement. Jotun A/S reverse impairment losses in the income statement if and to the extent Jotun A/S has identified a change in estimates used to determine the recoverable amount.
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Shares held by subsidiaries and associates Company
5.7 Shares in associates and joint ventures
City
Country
Ownership %
Jotun Bulgaria EOOD
Sofia
Bulgaria
100.00
Jotun CZECH a.s.
Usti nad Labem
Czech Republic
Jotun Powder Coatings LLL
Cairo
Egypt
Jotun India Private Ltd.
Mumbai
P.T. Jotun Indonesia
Shares held directly by the parent company Book value (NOK million)
Ownership %
China
34
50
Saudi Arabia
39
40
Dammam
Saudi Arabia
26
30
Chokwang Jotun Ltd.
Busan
South Korea
82
50
0.40
Jotun U.A.E. Ltd. (LLC)
Dubai
UAE
109
41.5
38.12
Jotun Abu Dhabi Ltd.
Abu Dhabi
UAE
28
35
Jotun Yemen Paints Ltd.
Aden
Yemen
-
14
Jotun Powder Coatings AS
Company
City
Country
100.00
Jotun COSCO Marine Coatings (HK) Ltd.
Hong Kong
90.00
Jotun Saudia Co. Ltd.
Dammam
India
3.58
Jotun Powder Coatings Saudi Arabia Co. Ltd.
Jakarta
Indonesia
43.04
Jotun Mexico, S.A. de C.V.
Veracruz
Mexico
Jotun Powder Coatings Pakistan (Pvt) Ltd
Lahore
Pakistan
Jotun Paints (HK) Ltd
Shares held by Jotun A/S for third parties
Jotun Coatings (Zhangjiagang) Co. Ltd.
Zhangjiagang
China
100.00
Jotun (Shanghai) Manangement Co. Ltd.
Shanghai
China
100.00
Jotun Coatings (Taiwan) Ltd company
Taipei
China
100.00
-
Total
318
Shares held by subsidiaries and associates Company
Jotun B.V. Jotun (Deutschland) Gmbh
Hamburg
Germany
16.67
Jotun Hellas Ltd.
Glyfada
Greece
2.60
Jotun Bangladesh Ltd
Dhaka
Bangladesh
0.01
Jotun Myanmar Services Company Limited
Yangon
Myanmar
0.01
Jotun Myanmar Company Limited
Yangon
Myanmar
0.01
Ownership %
Aden
Yemen
22.00
Aden
Yemen
17.00
Abu Dhabi
UAE
40.00
Qingdao
China
100.00
Dammam
Saudi Arabia
40.00
Dubai
UAE
47.00
Jotun Paints Co. L.L.C. Jotun Yemen Paints Ltd.
Jotun Yemen Paints Ltd. Jotun U.A.E. Ltd. (LLC) Jotun Abu Dhabi Ltd. Jotun COSCO Marine Coatings (HK) Ltd.
Jotun MEIA FZ-LLC Cairo
Egypt
0.05
Jotun COSCO Marine Coatings (Qingdao) Co Jotun Powder Coatings U.A.E. Ltd. Jotun Powder Coat. Saudi Arabia Co. Ltd.
Pretronor Services Limited Saghrat Al Noor LLC
Country
Jotun Saudia Co. Ltd.
Jotun (Malaysia) Sdn.Bhd
El-Mohandes Jotun S.A.E.
City
Baghdad
Iraq
100.00
Jotun Powder Coatings AS Jotun Powder Coatings U.A.E. Ltd.
For further information regarding investments in associates and joint ventures, see Note 5.5 to the consolidated financial statements.
5.8 Share investments Company
City
Country
Book value (NOK million)
Ownership %
Nor-Maali Investment OY
Lahti
Finland
6
33.44
Total
5.9 Share capital and shareholder information See Note 5.8 to the consolidated financial statements.
Jotun Annual Report 2024 84
6
Contents
Who we are
Our business
Board of Directors’ report
Financial statements
Sustainability statements
Company overview
Contents Contents Jotun Group Contents Jotun A/S
2 Statsautoriserte revisorer Ernst & Young AS
Foretaksregisteret: NO 976 389 387 MVA Tlf: +47 24 00 24 00
Stortorvet 7, 0155 Oslo Postboks 1156 Sentrum, 0107 Oslo
www.ey.no Medlemmer av Den norske Revisorforening
To the Annual Shareholders' Meeting of Jotun A/S INDEPENDENT AUDITOR'S REPORT
Opinion We have audited the financial statements of Jotun A/S (the Company) which comprise: •
•
The financial statements of the Company, which comprise the statement of financial position as at 31 December 2024 and the income statement, statement of comprehensive income, statement of cash flows and statement of changes in equity for the year then ended and notes to the financial statements, including a summary of significant accounting policies, and The financial statements of the Group, which comprise the statement of financial position as at 31 December 2024, the income statement, statement of comprehensive income, statement of changes in equity and statement of cash flows for the year then ended and notes to the financial statements, including material accounting policy information.
In our opinion: • •
•
the financial statements comply with applicable statutory requirements, the financial statements give a true and fair view of the financial position of the Company as at 31 December 2024 and its financial performance and cash flows for the year then ended in accordance with simplified application of international accounting standards according to section 3-9 of the Norwegian Accounting Act, and the consolidated financial statements give a true and fair view of the financial position of the Group as at 31 December 2024 and its financial performance and cash flows for the year then ended in accordance with IFRS Accounting Standards as adopted by the EU.
Basis for opinion We conducted our audit in accordance with International Standards on Auditing (ISAs). Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the Company and the Group in accordance with the requirements of the relevant laws and regulations in Norway and the International Ethics Standards Board for Accountants’ International Code of Ethics for Professional Accountants (including International Independence Standards) (the IESBA Code), and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
Other information The Board of Directors and CEO (management) are responsible for the information in the Board of Directors’ report. Our opinion on the financial statements does not cover the information in the Board of Directors’ report. In connection with our audit of the financial statements, our responsibility is to read the information in the Board of Directors’ report. The purpose is to consider if there is material inconsistency between the information in the Board of Directors’ report and the financial statements or our knowledge obtained in the audit, or otherwise the information in the Board of Directors’ report otherwise appears to be materially misstated. We are required to report if there is a material misstatement in the Board of Directors’ report. Based on our knowledge obtained in the audit, it is our opinion that the Board of Directors’ report •
•
contains the information required by applicable statutory requirements.
Responsibilities of management for the financial statements Management is responsible for the preparation of the financial statements of the Company that give a true and fair view in accordance with simplified application of international accounting standards according to section 3-9 of the Norwegian Accounting Act, and for the preparation of the consolidated financial statements of the Group that give a true and fair view in accordance with IFRS Accounting Standards as adopted by the EU. Management is responsible for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, management is responsible for assessing the Company’s and the Group’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless management either intends to liquidate the Company or the Group, or to cease operations, or has no realistic alternative but to do so.
Auditor’s responsibilities for the audit of the financial statements
3
•
Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the Group to express an opinion on the consolidated financial statements. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit opinion.
We communicate with the board of directors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
Oslo, 14 February 2025 ERNST & YOUNG AS The auditor's report is signed electronically Alexandra van der Zalm Bristol State Authorised Public Accountant (Norway)
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. As part of an audit in accordance with ISAs, we exercise professional judgment and maintain professional scepticism throughout the audit. We also: •
•
• •
•
Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Company’s and the Group’s internal control. Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management. Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Company’s and the Group’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Company and the Group to cease to continue as a going concern. Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.
is consistent with the financial statements and
A member firm of Ernst & Young Global Limited
Jotun Annual Report 2024 85
Independent auditor's report - Jotun A/S 2024
Independent auditor's report - Jotun A/S 2024
A member firm of Ernst & Young Global Limited
A member firm of Ernst & Young Global Limited
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Financial statements
CO U N T RY
SH ARE
H O L DING
%
Jotun Algerie S.A.R.L., Algiers
70 P
MOROCCO
Jotun Maroc Sarl D Associe Unique, Casablanca
100
S
AUSTRALIA
Jotun Australia Pty. Ltd., Victoria
100 S
MYANMAR
Jotun Myanmar Company Ltd., Yangon
100
P
BANGLADESH
Jotun Bangladesh Ltd., Dhaka
100 P
Jotun Myanmar Services Co. Ltd., Yangon
100
S
Jotun Brasil Imp. Exp. & Industria de Tintas Ltda., Rio de Janeiro100P
NETHERLANDS
Jotun B.V., Spijkenisse
100
S
BULGARIA
Jotun Bulgaria EOOD, Sofia
100 S
NORWAY
Jotun A/S, Sandefjord
100
P
CAMBODIA
Jotun (Cambodia) LTD, Phnom Penh
100 S
Scanox AS, Drammen
100
S
Jotun Coatings (Zhangjiagang) Co. Ltd., Zhangjiagang
100 P
OMAN
Jotun Paints Co. L.L.C., Muscat
62
P
Jotun COSCO Marine Coatings (HK) Ltd., Hong Kong
50 S
PAKISTAN
Jotun Powder Coatings Pakistan (Pvt) Ltd., Lahore
99
P
Jotun COSCO Marine Coatings (Qingdao) Ltd., Qingdao
50 P
PHILIPPINES
Jotun (Philippines) Inc., Manila
100
P
POLAND
Jotun Polska Sp.zo.o., Gdansk
100
S
CHINA
Jotun Paints (HK) Ltd., Hong Kong
100 S
Jotun (Shanghai) Management Co. Ltd., Shanghai
100 S
QATAR
Jotun Paints Qatar W.L.L., Doha
80
P
Jotun Coatings (Taiwan) Ltd. company, Taipei
100 S
ROMANIA
Jotun Romania S.R.L., Otopeni
100
S
Jotun Cyprus Ltd, Limassol
100 S
SAUDI ARABIA
Jotun Powder Coatings Saudi Arabia Co. Ltd., Dammam
47
P
Jotun CZECH a.s., Usti nad Labem
100 P
Jotun Saudia Co. Ltd., Jeddah
40
P
Jotun Danmark A/S, Kolding
100 S
SINGAPORE
Jotun (Singapore) Pte. Ltd., Singapore
100
S
El-Mohandes Jotun S.A.E., Cairo
70 P
SOUTH AFRICA
Jotun Paints South Africa (Pty) Ltd., Cape Town
100
P
Jotun Ethiopia Paint Manufacturing PLC, Adama
100 P
SOUTH KOREA
Chokwang Jotun Ltd., Kyungnam
50
P
Jotun France S.A.S., Paris
100 S
SPAIN
Jotun Ibérica S.A., Barcelona
100
P
Jotun (Deutschland) GmbH, Hamburg
100 S
SWEDEN
Jotun Sverige AB, Gothenburg
100
S
Jotun Hellas Ltd. Piraeus
100 S
THAILAND
Jotun Thailand Ltd., Samutprakarn
100
P
Jotun India Private Ltd., Pune
100 P
TÜRKIYE
Jotun Boya San. ve Tic. A.S., Istanbul
100
P
INDONESIA
P.T. Jotun Indonesia, Jakarta
100 P
UNITED ARAB EMIRATES
Jotun Abu Dhabi Ltd. - L.L.C., Abu Dhabi
52
P
IRELAND
Jotun (Ireland) Ltd., Cork
100 S
Jotun MEIA FZ-LLC, Dubai
100
S
ITALY
Jotun Italia S.R.L., Trieste
100 S
Jotun MENA L.L.C., Dubai
100
S
IRAQ
Saghrat Al Noor LLC, Baghdad
100 S
Jotun Powder Coatings UAE L.L.C., Dubai
47
P
KAZAKHSTAN
Jotun Kazakhstan L.L.P. Almaty
100 S
Jotun UAE LTD (L.L.C.), Dubai
42
P
Jotun Kenya Ltd., Nairobi
100 S
UNITED KINGDOM
Jotun Paints (Europe) Ltd., Flixborough
100
P
MALAYSIA
Jotun (Malaysia) Sdn. Bhd., Shah Alam
100 P
USA
Jotun Paints Inc., Houston, Tx
100
S
Jotun Paints (Malaysia) Sdn. Bhd., Nilai
100 P
VIETNAM
Jotun Paints (Vietnam) Co. Ltd., Ho Chi Minh City
100
P
MEXICO
Jotun Mexico, S.A. de C.V. Veracruz
100 S
Decorative Paints
Marine Coatings
CYPRUS CZECH REPUBLIC
Production and sales
CO M PA N Y
Contents
ALGERIA
BRAZIL
Sales office
Company overview
DENMARK EGYPT ETHIOPIA FRANCE GERMANY GREECE INDIA
KENYA
Protective Coatings
Powder Coatings
P Production and sales
S Sales office
In addition to the companies listed above, the Jotun Group also owns a number of holding and inactive companies. In addition to legal companies Jotun has either branch offices, dealers, distributors or licensees in Andorra, Angola, Argentina, Austria, Azerbaijan, Bahamas, Bahrain, Barbados, Belgium, Belize, Bosnia & Herzegovina, Botswana, British Indian Ocean Territory, Brunei, Cameroon, Canada, Chile, Colombia, Congo, Croatia, Dominican Republic, Ecuador, Estonia, Faroe Islands, Fiji, Finland, Ghana, Guadeloupe, Guinea, Haiti, Hungary, Iceland, Ivory Coast, Jamaica, Japan, Jordan, Kuwait, Latvia, Lebanon, Libya, Lithuania, Luxembourg, Maldives, Malta, Marshall Islands, Mauritius, Monaco, Montenegro, Mozambique, Namibia, Nepal, Netherland Antilles, New Caledonia, New Zealand, Nigeria, Panama, Peru, Portugal, Puerto Rico, Rwanda, Serbia, Seychelles, Slovakia, Slovenia, Solomon Islands, Sri Lanka, Sudan, Suriname, Switzerland, Tanzania, Trinidad & Tobago, Tunisia, Uganda, Ukraine, Uruguay, Virgin Islands and Zambia.
Jotun Annual Report 2024 86
Contents
Who we are
Our business
Board of Directors’ report
Sustainability statements
Jotun’s Board of Directors and Group and Regional Management visit Jotun’s first dealer shop in Addis Ababa, Ethiopia.
Financial statements
Company overview
Contents
BOARD OF DIRECTORS
CORPORATE ASSEMBLY
Odd Gleditsch d.y., Chairman Jørgen Arnesen Nicolai A. Eger Jannicke Nilsson Nils K. Selte Camilla Hagen Karoline Gleditsch Silje Kristin Engen Bjørg Engevik Nilsen
Bjørn Ekdahl, Chairman Anne Cecilie Gleditsch Bjørn Ole Gleditsch Kornelia Eger Carl Erik Hagen Helle Abrahamsen Ole August Krutnes Marte Sølvsberg Siri Gilde Flenstad Liv Hellesvik Knut Are Lohne Jens-Erlend Thrana
Credits Copywriting: Blue-C Design: BK.no Photos: Adobe Stock: cover, 4. Morten Rakke: 2, 6, 8,9, 10, 11, 17, 24, 29, 30, 36, 38, 44, 54, 58. Jotun: 2, 8, 9, 13, 14, 15, 25, 47, 87. Jason Kenning: 16. Artur Pardo/Luxart Foto: 3. NTB: 9. Fredrik Solstad: 9. Thomas Møller: 9. Svein Brimi: 9. Anders Schønnemann: 2, 12. Pek Ming Han: 70
Jotun Annual Report 2024 87