Roadmaps of Sustainability Teams

Released April 3, 2025

Environment & Safety

Climate change

Step1 2024	Step2 2025	Step3 -2030	Step4 2050-2060
Established collaboration group for understanding and improving carbon mitigation, such as: Scope 3 footprint calculation and insights Reduction opportunities and improvement initiatives Engagement with PCG innovation and sourcing teams Reviewed and action carbon disclosures (TCFD, IFRS/CDSB) as appropriate	Enable Carbon collaboration group for understanding and improving carbon mitigation, such as: Scope 1 & 2 improvement Scope 3 data approach & evolution Scope 3 Improvement program in collaboration with procurement Share of experience for data collection & reporting tools	NIPSEA Group: 15% Scope 1 & 2 reduction 2025 (2021 baseline) DuluxGroup (Pacific): 50% renewable electricity consumption and 50% Scope 1 & 2 reduction 2030 (2020 baseline) DuluxGroup (Europe): Targets to be established in 2025 Japan Group: 37% Scope 1 & 2 reduction 2030 (2019 baseline)	Net zero carbon (Scope 1 & 2)

Resources & Environment

Step1 2024	Step2 2025	Step3 -2060
Reviewed circularity best practice (waste, water) and identify improvement opportunities Reviewed emerging nature-related disclosure standards (TNFD) and action as appropriate	Embed adopted reporting metrics and leverage from PCG initiatives and insights to promote learning and identify opportunities Review emerging nature-related disclosure standards (TNFD) and action as appropriate	Significantly improve the circularity of our supply chains (e.g. renewable resources, waste, water)

Safe People & Operations

Step1 2024	Step2 2025	Step3 -2060
Established process safety collaboration group Supported implementation of high potential incident reporting and improvement action across PCGs	Enable collaboration group to share, review, and align technical and operating standards across PCGs for management of high-consequence process safety risks (i.e. flammable solvents, combustible dusts)	Enable effective control of high-consequence safety risks to reduce high-potential incidents and prevent all disasters and fatalities

People & Community

DE&I

Step1
2024

Step2
2025

Step3
2026-

NIPSEA Group

Continued to build a Strong Leadership Pipeline Across Regions
Developed future-ready leaders through our Group-level Leadership Development programs

DuluxGroup

Under a leader-led approach, efforts drove toward gender balance, emphasized areas where women were under-represented, and focused on broader inclusion initiatives, such as disability and inclusive leadership practices

Dunn-Edwards

Diversity training for all levels, follow-up survey

Japan Group

Initiated a development program targeting female employees

NIPSEA Group

Achieve 35% female representation in management and emerging leaders
Launching the career portal
Strengthen leadership diversity by enhancing career pathways, leadership programs, and the Women Mentorship Program

DuluxGroup

Drive gender balance
Embedding inclusion initiatives tailored to each country
By hiring, developing, and advancing talented women

Dunn-Edwards

Shape initiatives based on survey feedback (career growth) and shift committee from DEI to Engagement focus

Japan Group

Continue improving the ratio of women in managing positions and resetting the mid-term target for the future

NIPSEA Group

Sustain long-term progress in talent development
Further development of career pathways
Integrate inclusive leadership practices
Expand mentorship initiatives
Leverage data insights from employee engagement survey

DuluxGroup

Leaders in all countries, regardless of statutory requirements, track and address gender pay gaps. Ongoing focus on inclusion and belonging initiatives

Japan Group

Recruitment and training of women and, creation of an environment that draws out individual potential

Growth with community

Step1 2024	Step2 -2025	Step2 2026-
Developed Nippon Paint Group CSR Website DuluxGroup Launched the 'Dulux Communty Donations' portal Significantly increased social media coverage of CSR projects and scaled-up the 'Colour your Club' program Dunn-Edwards: Creation of Dunn-Edwards Foundation	NIPSEA Group: Invest at least US$5 million to support CSR initiatives each year DuluxGroup Invest at least $1.5M in CSR projects each year Continue to increase the number of employee volunteer hours by at least 10% (yoy)	NIPSEA Group: Invest at least US$5 million to support CSR initiatives each year

Innovation & Product Stewardship

Sustainable Products

Step1 2024	Step2 2025-	Step3 -2030
Developed methodologies & modeling of LCA (PCF^*, software, database) IT Tool implementation for product sustainability scoring in system Sustainable products portfolio optimization DuluxGroup Developed recommendation for Scope 3 reduction target and roadmap Continued implementation of sustainable products sales and packaging roadmaps	Implement the LCA tool into daily operations in Japan and China, with plans to extend its use to other regions, including Southeast Asia and the DuluxGroup business Optimize our sustainable product portfolio and drive sustainable business growth by engaging the entire value chain	Manage the performance of Sustainability Scoreboard of each PCG every quarter Promote creation of more innovative sustainable products Implement sustainable products and Scope 3 roadmaps DuluxGroup: Deliver 2030 Best in Class sustainable product sales target

*1 Product Carbon Footprint

Chemicals of Concern

Step1 2024	Step2 2025-	Step3 -2030
Proceeded the CoC phasing out plan by regions and business units based on local status Continuously evaluated other CoC restriction requirements and implementing action plans DuluxGroup: Continued development of positions statement for 95% of CoC	Continue to proceed the CoC phasing out plan by regions and business units based on local status Continuously evaluate other CoC restriction requirements and implementing action plans DuluxGroup: Continue development of Group CoC position statements	Create sustainable products based on phase out plan Phase-out 4 heavy metals before the end of 2030 globally

R&D

Step1 2024	Step2 2025-	Step3 -2030
Initiated and drove flagship projects in Sustainability Created sustainable project portfolio and drove sustainable business growth	Throughout the entire value chain, we are committed to reducing carbon emissions and delivering additional value to our customers Developing bioplatfoms on the upstream side Developing low-temperature fast-curing solutions and long-life platforms on the customer side	Drive innovation towards UN SDGs and carbon neutrality

Product Stewardship

Step1 2024	Step2 2025-	Step3 -2030
Monitored, recorded and communicated the change of global regulations Assessed raw materials introduction, registered new substance and ensured SDS and GHS label generation, registration hazard chemical permits correctly and precisely Responded to customers requests, i.e., RoHS, IMDS etc.	Continue to monitor, record and communicate the change of global regulations Continue to assess raw materials introduction, register new substance and ensured SDS and GHS label generation, registration hazard chemical permits correctly and precisely Continue to respond to customers requests, i.e., RoHS, IMDS etc.	Implement inquiry management database Inquiry response training Training for customers and business partners DuluxGroup: Implement packaging roadmaps

Governance

Board of Directors governance

Step1 2024	Step2 2025	Step3 -2026
Enrichment of discussion on growth strategy Improvement of the operational efficiency of Board meetings Thorough engagement in succession planning Further fine tuning of the "Audit on Audit" framework	Enrichment of discussion on growth strategy Thorough engagement in succession planning Further upgrading of the "Audit on Audit" framework	Further sophistication of growth strategy discussions Enhance and implement succession plans

Execution governance

Step1 2024	Step2 2025	Step3 -2026
Proactive improvement tailored to the situation of each PCG through voluntary self-inspections by CSA (Control Self-Assessment) List Operating and enhancing the effectiveness of internal reporting channels tailored to the situation of each PCG Strengthening collaboration within the Sustainability Team to respond to changes in social demands such as "human capital" and others	Effectively utilise the CSA list as a tool for voluntary inspections and promote the penetration of an autonomous, exhaustive risk identification to countermeasure implementation system in each PCG On the Whistleblowing Hotline, share best practice from each PCG to ensure more effective and efficient operation Extend and brush up various measures and initiatives to new AOCs joining the Group in order to maintain and improve governance and internal controls across the Group	Verify effectiveness and refine risk management system whistleblowing hotline Upgrading the governance framework (Including compliance and risk management) to respond to changes in social demand

Sustainable Procurement

Strengthen Internal Mindset and Enhance Understanding of Sustainable Procurement

Step1 2024	Step2 2025	Step3 2026-
Supported Group Environment, Health, and Safety (EHS) to compile Scope 3 for the NIPSEA group progressively Improved understanding of Scope 3/ESG among the group’s procurement through training Developed supplier ESG audit program with NIPSEA China	Conduct supplier ESG assessment Develop supplier ESG engagement framework Supplier awareness/training workshop Supplier ESG audit program Compile RM Life-cycle Assessment (LCA) data Support compilation of Scope 3 carbon emission Update country & region of origin of RM in the SAP system (for climate risk assessment)	Continue to strengthen internal mindset for sustainable procurement

Sustainable Procurement Actions with Suppliers

Step1
2024

Step2
2025-

Conducted supplier questionnaire (94% by value)
Engaged suppliers to provide primary data to improve Scope 3 data quality

Strengthen internal capabilities, reduce GHG emissions, and conduct due diligence to ensure supply chain sustainability
Collaborate with key suppliers to innovate sustainable products and processes via the Global Key Account Management (GKAM) strategy
- define our supplier assessment methodology
- engage suppliers on defining lower carbon feedstocks and raw material
- set expectations for supplier GHG emissions reductions

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