44
EMPLOYEES AND THE WORKPLACE
GROWTH THROUGH SUSTAINABLE
WORKFORCE DEVELOPMENT
Jotun is focused on driving growth through a sustainable, organic and strategic development of its global
workforce. This provides opportunities for our employees, while delivering lasting value for our business
stakeholders.
Jotun’s continued success depends on its ability to recruit,
develop and retain qualified personnel. The Group tailors its
HR activity to provide a dynamic and attractive work place,
one where individuals thrive and successful teams are created,
helping Jotun fulfil its strategic ambitions.
As a Group, we are guided by our values, but defined by our
people. It is imperative that we recognise, nurture
and develop their abilities, allowing them to
build their individual careers while we
build strong market position.
A PATHWAY FOR
POTENTIAL
Every new Jotun
employee starts a
journey. Their present
role is not the
destination, but a
platform for further
development. By
creating a dynamic
work environment, the
Group encourages them
to gain experience across
functions, departments,
regions and segment borders,
motivating them to maximise their
career potential and deliver optimal
value to the business.
Organisational
This is of particular value to so-called ‘millennials’, who
join Jotun early in their careers seeking quick personal and
professional progression, and form the next generation of
leaders. It is essential Jotun understands and responds to their
desires, allowing us to retain talented young people and build
on-going competitive advantage.
Jotun invests heavily in creating a structure where leaders are
nurtured and opportunities delivered (see page 46) while all
employees enjoy tailored initiatives to build individual and
collective competence (see page 47).
CONCEPTS THAT WORK
HR responds to Jotun’s business strategy by developing,
advocating and implementing six interlinked concepts:
Recruitment, Leadership, Competence Development, Reward,
Organisational Design, and Global Mobility. Each one feeds
into the other to create a ‘wheel’ of sustainable development,
enabling Jotun to meet its employees’, shareholders’
and customers’ needs and expectations.
Our concepts, policies and
standards are devised centrally,
but implemented locally,
empowering our regional
and local HR professionals
and local management
to make decisions that
support overall Group
strategy.
Organisational surveys,
conducted every two
years, reveal a high level
of employee engagement
and commitment to Jotun,
while also delivering valuable
feedback on priority areas for
improvement. This kind of insight
helps us continually refine the HR
function and activities to ensure ongoing
added value.
2017 HIGHLIGHTS
The Group’s growth is steady and prudent, with employee
numbers increasing slightly in 2017, despite challenging market
conditions for numerous business segments.
The past year has also seen:
• The continued roll-out of Jotun’s revamped Leadership
Expectations programme
• The initiation of a survey looking into the success and
sustainability of Jotun’s Mobility programme
Design
Reward
Leadership
Recruitment
Global
Mobility
Competence
Development
Global HR
Concepts