Diversity and Inclusion
D&I Statement
Our people are an integral component of Nippon Paint Group in achieving Maximization of Shareholder Value (MSV).
We value diversity*, and recognize the importance of inclusion. For this reason, we are determined to
foster a culture where differences are welcomed and appreciated, and environments where all employees have access to
resources, feel respected and are empowered to reach their full potential.
People play a vital role at Nippon Paint Group and we firmly believe that active participation and contribution by a
diverse workforce is the key driving force to achieve MSV.
*diversity in terms of race, religion, gender, age, sexual orientation, nationality, culture and a variety of values and ideas
Management system
At Nippon Paint Holdings, we have identified Diversity & Inclusion as a key materiality topic and are advancing related human resources initiatives. Specifically, the Sustainability Team (People & Community Team), which reports directly to the Directors, Representative Executive Officers & Co-Presidents, discusses policies and initiatives related to the human resources activities of each partner company. The team regularly reports updates to the Co-Presidents, who, in turn, provide updates to the Board of Directors as needed. In this way, the Board of Directors monitors the materiality-related activities managed by the People & Community Team. The People & Community Team autonomously advances initiatives by facilitating the sharing of best practices among partner companies, identifying key priority issues, and developing roadmaps tailored to each partner company.
Building up human capital with diversity
Building up human capital with diversity serves as one of the most critical cornerstones of our Asset Assembler
model.
We know that our diverse, skilled and engaged workforce is critical to achieve MSV. To this end, we foster the
promotion of human resources with a diverse background and the promotion of education and awareness of diversity,
equity, and inclusion; eliminate the discrimination, harassment, and violence based on race, gender, religion, and
any other form of diversity in the workplace; and create a more welcoming work environment where everyone feels
welcomed and respected.
Each of our PCs are building up human capital by taking actions that are suitable for the countries and regions
where they conduct business activities.
The Global Code of Conduct, which was established in January 2022, articulates our focus on diversity and respect
for human rights. In addition, our PCs around the world carry out human resource management activities designed to
secure and increase diversity. Moreover, our Corporate Governance Policy stipulates that the Group values ensuring
diversity.
DuluxGroup
At DuluxGroup, we believe that diverse perspectives and experiences drive innovation and enhance performance. Our leaders, at all levels, are focused on creating an environment where everyone feels they belong and can do their best work.
We are committed to achieving and maintaint a Gender Balance across our business. Through a focused effort in our recruiting strategies, our internal talent management processes and development of our people, we have increased female representation at all levels of the organization, particularly in leadership, where we have more than doubled the percentage of women in our Top 200 in the last 10 years.
By actively promoting career development opportunities and a compelling employee value proposition, including flexible work arrangements, we aim to not only attract and retain talented women, but also break down gender stereotypes in our industry.NIPSEA Group
At NIPSEA Group, we are committed to building a balanced and inclusive workforce that reflects the diversity of the communities we operate in. In 2025, we continued to focus on improving representation across key levels, with particular emphasis on increasing female representation in both management and emerging leadership roles.
Our approach to inclusion goes beyond representation. Through initiatives such as the Group-wide Cross-Generation Mentorship Programme, we foster inclusive talent development by bridging generational perspectives and accelerating opportunities for high-potential employees aged 35 and below. Leadership development programmes, including AGILE, also incorporate elements of inclusive leadership, equipping leaders to manage diverse teams effectively.
We continue to provide accessible and equitable development opportunities across the Group through structured learning platforms, mentorship, and leadership programmes. At the same time, we actively promote cross-country sharing of cultures, practices, and experiences through internal platforms and engagement initiatives, strengthening collaboration and understanding across our diverse workforce.
These efforts reinforce our commitment to creating an inclusive environment where all employees can grow, contribute, and succeed.Dunn-Edwards
At Dunn-Edwards, we’re proud to have built an organization that reflects the diverse melting pot that is the North American market, and we’re committed to fostering an inclusive and diverse environment, where all employees feel welcomed and valued, and where everyone has equal access to opportunities, guidance, and support.
Based on this guiding principle, in 2020, we established our Diversity, Equity, and Inclusion (DE&I) Committee to steer our efforts in this area. In the time since, all activities and initiatives undertaken have been developed based on company-wide survey data, gauging the sentiment of our workforce around the company’s current state of and efforts toward DE&I.
To date, we’ve expanded resources for career development and career pathing, launched a DE&I training curriculum for team members at all levels, and launched a new Intranet and communication strategy to improve transparency across the organization. As we go forward, we’ll continue to use a data-driven approach to shape future activities to ensure a welcoming and supportive environment.Japan Group
Japan Group continued to advance DE&I initiatives by strengthening efforts to draw out individual potential and by further promoting women’s empowerment in the Japan segment. We continued to improve the ratio of women in managerial positions while also resetting our mid-term action plan for 2026–2027 to reflect future priorities.
To create an environment in which employees can maximize their potential, we expanded our Unconscious Bias Seminar, inviting a leading external expert and broadening participation from executives and managers to general employees. We also continued to support employees’ autonomous career development by utilizing the Career Plan Self-report and linking it to mobility and development opportunities.
To promote women’s empowerment in the Japan segment, the D&I Committee reviewed and updated its mid-term action plan, adding new indicators such as the ratio of female hires and the promotion of annual leave and childcare leave uptake, in addition to the ratio of women in managerial positions. Through the Talent Committee and the Mobility Project, business leaders discussed and finalized specific cross–Japan Group career opportunities and development support for successors, including women. We also continued to provide opportunities for external learning and networking, including cross-industry training through J-WIN for female leaders, as well as roundtable discussions with managers and career workshops for next-generation female leadership candidates.
Female candidates are not given preferential treatment in managerial appointments. Both management and supervisors are expected to promote the right person regardless of gender, ensuring that talented female employees are not overlooked in promotion decisions.
DE&I promotion program
DuluxGroup
Focused on creating an environment where everyone feels they belong and can do their best work
- Through a focused effort in our recruiting strategies, our talent management processes and development of our people, we have increased female representation at all levels of the organization, particularly in leadership
- Promoting career development opportunities and a compelling employee value proposition, including flexible work arrangements
NIPSEA Group
Fostering a diverse and inclusive workforce that embraces people of different genders, generations, nationalities, and expertise
- D&I committee continues to champion initiatives focused on promoting diversity and inclusion
- Successfully completed Group-level women mentoring program, fostering empowerment and providing support to mentees in establishing local women mentorship program
- Introduced D&I policy and campaigns in NIPSEA countries
Dunn-Edwards
Fostering an inclusive and diverse environment, where all employees feel welcomed and valued, and where everyone has equal access to opportunities, guidance, and support
- Expanded resources for career development and career pathing
- Launched a DE&I training curriculum for team members
- Launched a new Intranet and communication strategy to improve transparency across the organization
Japan Group
Following the practice in 2023, in 2024, approximately 30 female next-generation leaders were selected and provided with the following support programs for their career development
- Distribution of information on the attractiveness of executive positions in the company newsletter
- Roundtable discussions with the next generation of female leaders by young executives
- Mentoring with young executives
- Career training and workshops
Examples of the Japan Group D&I Initiatives
Gender pay gap for Japan Group
At every PC in Japan Group, wages are determined based on roles played and significance of job tasks. We have gender
pay parity in like-for-like roles and job tasks.
Based on our analysis, the primary cause of the gender pay gap
is the lower ratio of women in managerial positions than men. Under the goal of increasing the ratio of women in managerial positions,
Japan Group is taking actions, such as providing skill development programs for female employees and their supervisors.
We believe that the gender pay gap will decrease with the increase in the ratio of women in managerial positions.
For details on "Gender pay gap for Japan Group", see the ESG Data page.
Work-life balance initiatives
Japan Group have established flexible working systems in step with the life events of their employees, including work-from-home systems and systems allowing paid leave to be taken in hourly increments, shortened working hours, and childcare and nursing care, as well as promoting initiatives such as seminars to explain systems.
| System | Eligible people | Summary |
|---|---|---|
| Flextime system | All employees | In principle, employees work core hours of 11 a.m. to 2 p.m. and are able to choose their own starting and finishing times |
| Shortened work hours system | Employees with preschool children and those caring for family who require nursing | Employees may shorten their working hours in 30-minute increments up to a limit of two hours per day |
| Childcare leave | Employees with children up to first grade in junior high school | Seven days per year for one child and ten days per year for two children Leave can be taken in hourly or daily increments |
| Nursing care leave | Employees caring for family who require nursing | Seven days per year for one nursing recipient and fourteen days per year for two recipients
Leave can be taken in hourly or daily increments |
| Menstrual leave | Female employees | When it is difficult for an employee to work on menstrual days. Two days within the menstrual period |
| Paid leave by unit system | All employees | Leave can be taken in hourly or half-day increments |
| One-week holiday | All employees who have been with the company for at least two years | Acquisition of five consecutive days of paid annual leave every year |
| Work-from-home system | Those raising children or caring for family Employees engaged in overseas-related work |
Employees may work from home up to four times per month During the COVID 19 pandemic, this system applies to all employees, with no limit applied to the number of times |
| Childcare allowance | Employees caring for children under the age of three | Subsidies available for childcare fees when using childcare facilities |
| Childcare leave system | Employees caring for children under the age of three | Up to three years |
| Nursing care leave system | Persons caring for family who require nursing | Authorization of leave for up to six months per year to provide nursing care |
Establishment of Working from Home System
Encouraging men to take childcare leave
Male employees' participation in childcare is important in terms of responding to the requests of these employees, and also to mitigate the impact of childcare, which is skewed towards women, and to allow both spouses to build a sustainable career. Japan Group are encouraging men to take childcare leave to support men actively participating in it. In particular, we are using in-house media to offer messages from management and stories about men’s experiences with childcare leave, and working to create an environment in which it is easy for men to take it.
A comment from a male employee (photograph at right): "I couldn't do any of the things I wanted to do; feeding the baby, changing diapers, putting my child to bed; it was a constant process of self-examination and failure. I realized just how much I had been relying on my wife to raise my children. This woke me up to how being close to my child's growth would be an asset for me; it was a great opportunity for me to re-look at the way I work."
