Sustainable organisational success is dependent on the expertise, adaptability, and continued development of its people. In 2025, the organisation employed 1,836 individuals globally, reflecting the scale and diversity of its workforce across trading and asset-based operations. Through continued investment in workforce capability and engagement, the organisation is better positioned to sustain long-term performance within an increasingly complex and evolving energy landscape.
This approach not only enhances individual and team effectiveness, but also strengthens organisational agility, innovation, and resilience across global markets. With 86.43% of employees participating in performance reviews and an expanding focus on structured development programmes, the organisation continues to embed a culture of continuous improvement and accountability. Ultimately, enabling people to grow and succeed supports the organisation’s ability to create enduring value for clients, communities, and the wider energy industry.
S1-1Policies related to own workforce
The strategic People priorities have continued to strengthen organisational resilience, workforce capability, and long-term sustainability across the business.
- Health and Safety: A proactive HSEQ approach centred on zero harm, with only 2 recordable work-related accidents reported in 2025 and zero fatalities.
- Talent Development and Leadership: Structured development supported by performance reviews (86.43% participation) and leadership programmes delivered globally.
- Fueling the Future: Continued investment in early-career talent, including 14 graduates hired in 2025 and 30 interns across key global locations.
- Human Rights: Alignment with internationally recognised frameworks, with zero reported severe human rights incidents or breaches of OECD/UN Guiding Principles.
Collectively, these efforts have contributed to a more agile, inclusive, and future-oriented organisation, better positioned to respond to changing market demands while sustaining long-term organisational performance.
S1-2Processes for engaging with own
workforce
Employee engagement remains an important component of strengthening organisational culture, employee experience, and operational effectiveness. To support ongoing dialogue and workforce participation, the organisation facilitates engagement through:
- Confidential employee feedback and reporting mechanisms
- Workforce consultation through local unions, works councils, and employee representatives
- Employee-led communities, networks, and resource groups
Feedback gathered through these mechanisms is regularly reviewed to identify key themes, inform action planning, and support ongoing operational and cultural improvements across the organisation.
S1-3Processes to remediate negative
impacts
Gunvor maintains formal processes to support the fair, confidential, and timely resolution of workplace concerns. Employees have access to a range of confidential reporting and support mechanisms, including a global ethics and compliance helpline, locally based HR specialists, and defined escalation pathways involving senior HR and compliance stakeholders where required. Reporting protections are established in line with recognised international best practice, including OECD principles and EU whistleblower requirements. Concerns raised are managed through a structured review and investigation process to support appropriate resolution, ongoing monitoring, and the identification of recurring themes or potential risks to strengthen organisational practices where needed.
Taking actions on material impacts:
Gunvor continues to evaluate workforce-related risks and opportunities to support long-term organisational resilience and sustainable performance. Particular focus has been placed on critical capability areas, operational health and safety, and employee well-being within high- intensity working environments.
The organisation increasingly views workforce development and employee well-being as strategic enablers of business performance, with workforce planning aligned to longer-term business and market scenarios. Continued investment has also been made in creating an inclusive and supportive employee experience through access to mental health, family, and financial well-being resources delivered in partnership with specialist providers. Benefits frameworks are regularly reviewed against local and global market practices to ensure ongoing relevance and competitiveness, while psychological safety, inclusion, and belonging remain embedded within leadership expectations and organisational culture.
Targets related to managing
material impacts
Gunvor continues to prioritise its long-term transformation agenda through ongoing investment in the attraction, development, and retention of talent across its global operations. Strengthening workforce diversity across business areas and functions remains an important strategic focus, reflecting the organisation’s recognition that diverse perspectives and experiences contribute to innovation, organisational effectiveness, and sustainable long-term growth.
Talent Acquisition analytics
During the year, the organisation developed a recruitment analytics tool designed to strengthen data-driven decision-making and improve visibility across the talent acquisition lifecycle. The tool enables enhanced tracking of key recruitment metrics, pipeline activity, hiring trends, and conversion rates, providing greater insight into workforce demand, recruitment effectiveness, and areas of potential risk or delay. By improving access to recruitment data and market intelligence, the organisation is better positioned to support strategic workforce planning, optimise hiring processes, strengthen talent pipeline management, and make more informed decisions in an increasingly competitive talent market.
Fueling the Future: Investing in EarlyCareers
During 2025, the organisation continued to invest in future talent through its global graduate programme, welcoming 11 graduates across the Trading and Quantitative Analysis pathways. Demand for the programme remained strong, reinforcing the strategic importance of early- career talent pipelines within the business, while recruitment for the 2026 intake was successfully completed with offers extended to 10 graduates joining in September 2026.
A further milestone during the year was the successful completion of the 2024 Graduate Quant cohort, reflecting the strength of the organisation’s selection and development approach, as well as its focus on engagement, mobility, and long-term retention of early-career talent. International development opportunities also remained a key component of the programme, with five graduates undertaking cross-functional and international rotations to broaden commercial exposure and global capability.
Alongside the Graduate Programme, the organisation maintained an internship population of approximately 47 interns across Geneva, London, Tallinn, Houston, and Singapore, continuing to provide practical industry exposure
through partnerships with universities and educational institutions. During the year, four students from the University of Geneva joined the organisation through a scholarship-linked internship initiative within Middle Office and Support Functions. University engagement was also expanded through office-based events and learning sessions aimed at increasing awareness of careers across trading, analytics, operations, and corporate functions.
During the year, the organisation continued to strengthen university engagement through networking events, company presentations, and commercial learning workshops, while also supporting initiatives aimed at improving inclusion and representation within the industry, including Women in STEM events in London.
Characteristics of employees:
The organisation continues to manage international mobility opportunities across its global operations, recognising the value of cross-cultural collaboration, knowledge sharing, and global capability development. International transfers and rotation programmes provide broader commercial and cultural exposure, supporting employee development and the growth of globally minded future leaders.
Historical headcount
| 2021 | 2022 | 2023 | 2024 | 2025 | |
|---|---|---|---|---|---|
| Headcount | 1,644 | 1,711 | 1,780 | 1,969 | 1,836 |
| Group Trading Entities | 790 | 846 | 980 | 1,121 | 1,174 |
| Group Assets | 854 | 865 | 800 | 848 | 662 |
Accounting principles:
For the Group Assets headcount reported in 2025, the following events have been taken into consideration: the acquisition of a 75% ownership stake in Bahía de Bizkaia Electricidad SL (+49 headcount), and the mothballing of the Rotterdam, Netherlands refinery and terminal, which resulted in a significant number of employee departures during the reporting period.
Historical headcount by contract type and gender
| Female | Male | Other | Not Disclosed | Total | |
|---|---|---|---|---|---|
| Number of employees (headcount) | 560 | 1,260 | 0 | 16 | 1,836 |
| Group Trading Entities | 430 | 728 | 0 | 16 | 1,174 |
| Group Assets | 130 | 532 | 0 | 0 | 662 |
| Permanent contract | 542 | 1,242 | 0 | 16 | 1,800 |
| Group Trading Entities | 417 | 711 | 0 | 16 | 1,144 |
| Group Assets | 125 | 531 | 0 | 0 | 656 |
| Temporary contract | 18 | 18 | 0 | 0 | 36 |
| Group Trading Entities | 13 | 17 | 0 | 0 | 30 |
| Group Assets | 5 | 1 | 0 | 0 | 6 |
| Full-Time | 493 | 1,226 | 0 | 16 | 1,735 |
| Group Trading Entities | 405 | 724 | 0 | 16 | 1,145 |
| Group Assets | 88 | 502 | 0 | 0 | 590 |
| Part-Time | 67 | 34 | 0 | 0 | 101 |
| Group Trading Entities | 25 | 4 | 0 | 0 | 29 |
| Group Assets | 42 | 30 | 0 | 0 | 72 |
| Non-guaranteed hours contract | 0 | 0 | 0 | 0 | 0 |
Accounting principles:
The total number of Gunvor Group employees is categorized based on gender and contract type. Gender categories include male and female, which are defined according to biological sex, as well as other gender, which applies to employees who do not identify with their biological gender. Additionally, there is a not reported category for cases where gender information is unavailable. Within this category, employees who have chosen not to disclose their gender in the company’s human resources information system are specifically classified under not disclosed. Employees’ gender information is recorded based on their own registration in the internal employee management system.
In terms of contract type, employees are classified as either permanent or temporary. Permanent employees hold long-term positions without a predetermined end date in their contracts, while temporary employees are hired for a specific duration, as defined by the end date in their contracts. Temporary employees include those who have signed contracts directly with Gunvor, and do not include non-employees engaged through external providers. Temporary employees include those on fixed-term contracts and interns. Unlike some other classifications, Gunvor Group does not employ non-guaranteed hours employees. Additionally, employees are further categorized based on their working hours. Those with a contractual working percentage of 100% are considered full-time employees, whereas employees working under 100% of the standard contractual hours are classified as part-time employees. This calculation is based on the end of the reporting period.
Number of employees in countries with 50 or more
| Group Trading Entities | Group Assets | Total 2025 | 2024 | |
|---|---|---|---|---|
| Germany | 1 | 494 | 495 | 489 |
| Switzerland | 301 | 0 | 301 | 297 |
| Netherlands | – | – | – | 271 |
| Estonia | 218 | 0 | 218 | 228 |
| USA | 197 | 0 | 197 | 174 |
| Singapore | 177 | 0 | 177 | 169 |
| Spain | 20 | 138 | 158 | 106 |
| UK | 84 | 0 | 84 | 70 |
| Turkey | 53 | 0 | 53 | 51 |
| Others | 123 | 30 | 153 | 114 |
| TOTAL | 0 | 0 | 0 | 0 |
Accounting principles:
Gunvor operates in more than 20 locations, with 50 or more own-workforce employees in 8 of these countries. The number of employees in other locations has been consolidated under the “Others” category. The geographic distribution of employees is calculated by aggregating the total headcount of employees within the specific geographical locations where our entities are located.
This calculation is based on the end of the reporting period.
Additionally, headcount by gender at the end of the reporting period has been presented for the EMEA, APAC, and Americas regions.
Number of employees in countries with 50 or more
| EMEA | Americas | APAC | Total | |
|---|---|---|---|---|
| Number of employees (headcount) | 1,370 | 260 | 206 | 1,836 |
| Group Trading Entities | 708 | 260 | 206 | 1,174 |
| Group Assets | 662 | 0 | 0 | 662 |
| Permanent contract | 1,345 | 258 | 197 | 1,800 |
| Group Trading Entities | 689 | 258 | 197 | 1,144 |
| Group Assets | 656 | 0 | 0 | 656 |
| Temporary contract | 25 | 2 | 9 | 36 |
| Group Trading Entities | 19 | 2 | 9 | 30 |
| Group Assets | 6 | 0 | 0 | 6 |
| Full-Time | 1,271 | 258 | 206 | 1,735 |
| Group Trading Entities | 681 | 258 | 206 | 1,145 |
| Group Assets | 590 | 0 | 0 | 590 |
| Part-Time | 99 | 2 | 0 | 101 |
| Group Trading Entities | 27 | 2 | 0 | 29 |
| Group Assets | 72 | 0 | 0 | 72 |
| Non-guaranteed hours contract | 0 | 0 | 0 | 0 |
Employee turnover figures
| 2025 | 2024 | |
|---|---|---|
| Turnover Rate | 23.62% | 10.76% |
| Group Trading Entities | 17.97% | 14.80% |
| Group Assets | 31.97% | 5.58% |
| Turnover Numbers | 454 | 202 |
| Group Trading Entities | 206 | 156 |
| Group Assets | 248 | 46 |
Accounting principles:
Employee turnover refers to the total number of employees who have left the Gunvor Group during the reporting period, while the employee turnover rate represents this figure as a percentage of the workforce. The total number of departing employees is determined by aggregating all exits across our operational countries, excluding non-employees. Departing employees include those who leave voluntarily, as well as those who exit due to dismissal, retirement, death in service, etc. This comprehensive approach ensures that all relevant forms of separation are considered in the calculation.
The higher turnover rate reported within Group Assets in 2025 was primarily driven by workforce reductions associated with the mothballing of the Rotterdam, Netherlands refinery and terminal, which resulted in a significant number of employee departures during the reporting period.
The turnover rate is calculated by dividing the total number of departing employees by the average number of employees during the same period. The average number of employees is derived by summing the headcount at the beginning and end of the year and dividing by two, ensuring consistency with the annual reporting methodology.
Characteristics of non-employees:
Non-Employee Headcount 2025
| Self-employed | Worker provided by undertakings |
Total | |
|---|---|---|---|
| Headcount | 4 | 247 | 251 |
| Group Trading Entities | 3 | 232 | 235 |
| Group Assets | 1 | 15 | 16 |
Accounting principles:
Self-employed individuals and workers provided by undertaking entities are classified as non-employees. These individuals contribute their labour to Gunvor Group but do not have a direct employment contract with us. The total number of non-employees is determined by aggregating their headcount across all relevant operations. This calculation is based on the end of the reporting period.
Collective bargaining coverage and social dialogue:
Collective bargaining 2025
| EEA | Outside EEA | Total | |
|---|---|---|---|
| Percentage employees covered by collective bargaining agreements |
72.78% | 0.43% | 36.49% |
| Group Trading Entities | 7.91% | 0.43% | 2.04% |
| Group Assets | 97.58% | 0.00% | 97.158% |
| Percentage employees covered by collective bargaining agreements |
70.60% | 0.00% | 35.18% |
| Group Trading Entities | 0.00% | 0.00% | 0.00% |
| Group Assets | 97.58% | 0.00% | 97.58% |
Accounting principles:
As of the end of the reporting period, most of the employees working at assets in three countries within the EEA region, the majority of whom are blue-collar workers, are covered by a collective bargaining agreement. Additionally, within the Trading Group, employees in Spain, as well as those based in Brazil outside the EEA region, are also covered by a collective bargaining agreement. All other employees within the Trading Group are white-collar workers and are not covered by such agreements. The extent of collective bargaining coverage is determined by calculating the total number of employees covered by collective bargaining agreements during the reporting period, excluding non-employees. This total is then divided by the overall number of employees at Gunvor Group to provide a comprehensive measure of collective bargaining representation within the organization.
Workers’ representatives are employees elected to advocate for the workforce on matters related to the work environment and working conditions at specific locations. In entities with a substantial number of employees—defined as those with more than 50 employees and representing at least 10% of the total workforce—coverage is measured by calculating the total number of employees in each entity, excluding non-employees. This figure is then divided by the number of employees represented by workers’ representatives within the respective entities during the reporting period. As refinery employees exceed the 50-employee threshold, they are represented by workers’ representatives. However, Trading Group employees in Brazil and Spain fall well below this threshold and, therefore, are not covered by workers’ representation.
Top management gender distribution
| 2024 | 2024 | 2024 | |||||||
|---|---|---|---|---|---|---|---|---|---|
| Female | 2025 % |
% | Male | 2025 % |
% | Total | 2025 % |
% | |
| Gender distribution headcount | 19 | 3.40 | 2.51 | 85 | 6.75 | 5.52 | 104 | 5.66 | 5.23 |
| Group Trading Entities | 9 | 2.10 | 1.90 | 65 | 8.92 | 9.81 | 74 | 6.30 | 6.69 |
| Group Assets | 10 | 7.70 | 4.38 | 20 | 3.75 | 3.90 | 30 | 4.53 | 3.30 |
Accounting principles:
In our company, top management is defined as one and two levels below the administrative management and supervisory bodies. Top management in Assets is defined as one level below the administrative management and supervisory bodies based on our organizational structure. This includes Chief Officers, Heads of Divisions, Heads of Departments, Directors, and Managers. These roles are considered key decision-makers within the organization and play a strategic role in guiding the company’s direction. The gender distribution in top management is calculated by aggregating the total number of male and female employees in these designated top management positions. Non-employees are excluded from this calculation.
To determine the gender distribution ratio in top management, the number of women and men in top management is calculated separately. Each gender’s top management headcount is then divided by the total number of employees of that respective gender in the entire organization (i.e., female top managers divided by total female employees, and likewise for male employees). This provides the representation rate of each gender in leadership positions relative to their overall presence in the company. The calculation is performed at the end of the reporting period, ensuring that the data reflects the most accurate and up-to-date representation of gender distribution in top management. This approach allows us to monitor diversity within leadership positions and supports our commitment to fostering an inclusive and equitable workplace.
Age range distribution 2025
| Under 30 | % | Between 30-50 | % | Over 50 | % | Not | % | |
|---|---|---|---|---|---|---|---|---|
| Age distribution HC / % | 264 | 14.38 | 1,201 | 65.42 | 358 | 19.50 | 13 | 0.70 |
| Group Trading Entities | 175 | 14.90 | 819 | 69.76 | 167 | 14.23 | 13 | 1.11 |
| Group Assets | 89 | 13.44 | 382 | 57.70 | 191 | 28.86 | 0 | 0.00 |
Accounting principles:
The age distribution of employees is determined by categorizing the workforce into three groups: employees aged under 30 (29 years old or younger), those between 30 and 50, and those over 50 (51 years old or older). The total headcount for each age group is aggregated, excluding non-employees. This calculation is based on the end of the reporting period to ensure consistency in reporting. The percentage share of each age group is then calculated by dividing the headcount of the respective age category by the total number of employees and multiplying by 100.
Disability Data Collection
In compliance with the legal requirements outlined in the EU General Data Protection Regulation (GDPR), which applies to all EU member states and EEA countries, as well as similar personal data protection regulations in the various countries where we operate outside of the EU and EEA, we are unable to provide specific reporting on the number of employees with disabilities within our organization. These regulations are designed to uphold the fundamental right to privacy and protect sensitive personal data, including information related to individuals’ health and disabilities.
As a company, we are fully committed to fostering an inclusive and diverse workplace, ensuring equal opportunities for all employees while respecting their privacy and data protection rights. While we may not disclose specific disability-related statistics, we continuously strive to create a supportive and accessible work environment through our inclusion policies, workplace accommodations, and employee support programs.
Diversity metrics:
Gender representation continues to be recognised as an important organisational priority, supported through targeted recruitment, talent development, and external collaboration initiatives. Efforts have been concentrated on increasing diversity within early career pipelines to support more balanced workforce representation over the longer term, while succession and development strategies continue to prioritise the progression of female talent into leadership positions.
This commitment extends beyond the organisation through active participation in industry networks and forums that promote greater inclusion across the shipping, trading, and broader energy sectors. Through engagement in external partnerships, industry discussions, and knowledge-sharing platforms, organisational leaders contribute to advancing inclusive workplace practices and supporting broader dialogue around diversity, equity, and inclusion. The organisation remains committed to further expanding its involvement in initiatives that strengthen representation, inclusion, and equitable opportunities across the industries in which it operates.
S1-10Adequate wages:
Gunvor recognises fair and adequate remuneration as a key component of responsible and sustainable employment practices. As part of its ongoing commitment to transparency and regulatory alignment, work is underway to strengthen internal data collection, validation, and reporting processes related to employee compensation. During the current reporting period, the organisation intends to undertake a comprehensive assessment of wage practices against recognised European benchmarks, supporting alignment with emerging disclosure requirements and broader expectations relating to equitable pay standards.
Social protection:
The organisation is committed to maintaining employment practices that support employee well-being, security, and long-term sustainability across the workforce. All employees are covered by a comprehensive social protection framework designed to provide consistent access to essential benefits and support mechanisms, irrespective of employment type or contractual arrangement. This approach reflects the organisation’s commitment to both regulatory compliance and broader principles of responsible employment.
The framework incorporates a range of statutory and supplementary benefits intended to support employees through different life stages and personal circumstances, including healthcare, retirement provision, family-related support, and protections linked to periods of economic or personal hardship. By maintaining broad and equitable access to these protections, the organisation aims to foster a working environment that promotes stability, inclusion, and employee well-being across its global workforce.
S1-12Persons with disabilities:
In line with applicable data protection legislation, including GDPR and comparable regulations across the jurisdictions in which the organisation operates, the collection and disclosure of sensitive personal data relating to disability status is subject to strict privacy limitations. As a result, the organisation does not publicly report disability-related workforce data.
Notwithstanding these regulatory constraints, the organisation remains committed to fostering an inclusive and accessible working environment that supports equal opportunity and fair treatment for all employees. This commitment is reflected through inclusive workplace practices, reasonable accommodation measures, and
employee support initiatives designed to promote participation, accessibility, and well-being across the workforce, while continuing to respect individual privacy and data protection rights.
S1-13Training and skills development
metrics:
Throughout 2025, organisational learning was delivered through a blended approach combining digital learning available via the learning platform and virtual instructor-led sessions tailored to varying employee development needs. This flexible model supported accessibility and participation across a globally distributed workforce operating in multiple time zones.
Participants in the Leadership Programme continued their development journey throughout the year, coming together in multiple office locations to support both personal and professional growth through shared learning and collaboration.
Training and skill development
| Percentage of employees participating in performance reviews (%) |
2025 Average training hours (h) |
2024 Average training hours (h) |
|
|---|---|---|---|
| Total | 86.43 | 11.15 | 4.88 |
| Group Trading Entities | 85.43 | 2.17 | 1.82 |
| Group Assets | 88.22 | 27.00 | 8.93 |
Accounting principles:
Training hours refer to the total time dedicated to employee training and skills development initiatives. These initiatives encompass a variety of learning methods, including on-site training sessions, online courses, workshops, certification programs, structured educational opportunities, and short-term pop-up courses. Additionally, training related to adherence to the Code of Conduct, Anti-Bribery and Corruption, Human Rights and Whistleblowing, Annual Compliance, and Information Security is included. However, this definition excludes trainee programs, course development efforts, and the instructional time spent by trainers or facilitators.
To support continuous learning, employees are provided with access to a dedicated platform where they can freely explore a vast library of professional and personal development courses and resources using their individual user accounts. This platform offers hundreds of training modules and materials designed to enhance skills and knowledge across various fields.
To measure training participation, training hours per employee is calculated by dividing the total recorded training hours across Gunvor Group by the total headcount. This calculation is conducted over the reporting period and includes all employees counted in the organization’s workforce while excluding non-employees. By tracking training hours, we aim to assess employee development efforts and ensure equitable access to learning opportunities across our workforce.
Health and safety metrics:
All employees across the Company are covered by the Health and Safety Management System. This includes both office-based and site-based personnel. In particular, blue-collar workers at our Group Assets are covered due to specific legal and regulatory requirements that mandate the implementation of comprehensive occupational health and safety measures. We ensure that our health and safety protocols are consistently applied across all operational levels, in alignment with local legislation and corporate policies.
We are pleased to report that in 2025, no fatalities occurred across the organisation. Similarly, no significant injuries were recorded, meaning no employee suffered injuries with long-term effects carrying a significant impact on activities or well-being. Our operational sites reported one case whereby someone was injured to such an extent that the person could
not return to work the next day (Lost Workday Injury, or LWI). The number of LWIs per million workhours (LWIF) is a metric we compare with the average of the European refining industry, which we regard as a suitable benchmark. In 2025, the 12-month rolling LWI frequency closed at 0.43, remaining well below the levels observed in earlier years and continuing to compare favourably with industry expectations.
In 2025, the organisation recorded one Restricted Work Injury (RWI) and three Medical Treatment Cases (MTC), compared with four RWIs and six MTCs in 2024. The All-Injury Frequency (AIF) closed the year at 2.2, improving from 4.2 in 2024 and remaining below the levels reported in several prior years. Total man hours worked in 2025 were 2.30 million, broadly consistent with prior years and supporting comparability of the frequency measures.
Reviewing the causes of incidents during 2025, they remain broadly consistent with common industry patterns. Sites continue to actively address these through targeted training, last-minute risk analyses, and systematic incident sharing across the organisation.
Managing the risks associated with loss of containment remains a central priority for Gunvor’s processing and storage sites and forms a major element of our HSEC governance and procedures. Gunvor measures process safety performance by recording Process Safety Events (PSEs) in the categories established by the American Petroleum Institute (Tiers 1, 2, and 3), where Tier 1 incidents represent the most severe consequences.
We are pleased to report that in 2025, the organisation recorded no Tier 1 events and three Tier 2 events. The Process Safety Event Rate (PSER) closed the year at 1.3, compared with 0.7 in 2024, showing that performance remains within a manageable range but requires continued focus to sustain improvement.
We remain firmly focused on learning from our events and near misses in order to strengthen our barriers and prevent incidents. Initiatives on Gunvor’s Process Safety Improvement List were reviewed and updated during 2025 based on incident and near-miss root cause analyses. Applicable improvement actions continue to be selected by individual sites, acknowledging their specific operational risk profiles and areas requiring targeted intervention.
All Injuries Frequency (AIF) as 12-Month Rolling Average
Number of Process Safety Events (Tier 1/Tier 2) per Million Work Hours (Gunvor Assets)
Lost Work Injury Frequency (LWIF) as 12-Month Rolling Average
Work-life balance metrics:
Work-life balance 2025
| Group Trading Entities | Group | 2024 Average training hours (h) |
|
|---|---|---|---|
| Percentage of employees entitled to take family-related leave | 100.00% | 100.00% | 100.00% |
| Percentage of males that took family-related leave | 8.51% | 5.64% | 7.30% |
| Percentage of females that took family-related leave | 17.67% | 16.92% | 17.50% |
| Total percentage of employees that took family-related leave | 11.75% | 7.85% | 10.34% |
Accounting principles:
At Gunvor Group, we ensure that all employees have the right to take family-related leave in accordance with the terms and conditions outlined in their employment contracts. Family-related leave encompasses various types of leave, including maternity leave, paternity leave, parental leave, breastfeeding breaks, leave for birth or adoption, and time off to care for sick children or relatives. This definition does not include absences for employees’ personal medical appointments, pregnancy-related illnesses outside of parental leave, or time off taken for funerals or the passing of relatives. Additionally, family-related leave does not cover any leave categorized as an unspecified leave of absence.
The calculation of family-related leave is determined by dividing the number of distinct employees of each gender who have taken family-related leave by the total number of eligible employees of that gender. Eligible employees are defined using the same criteria as the total headcount. An employee who takes family-related leave multiple times within the reporting period is counted only once for the entire year, ensuring accuracy in reporting.
This calculation is conducted over the reporting period and includes all employees within Gunvor Group, while excluding non-employees. By monitoring and reporting on family-related leave, we aim to promote a supportive work environment that acknowledges and accommodates employees’ family responsibilities.
Remuneration metrics (pay gap):
In preparation for evolving sustainability reporting obligations, including alignment with ESRS and the implementation of the CSRD, the organisation continues to strengthen the transparency, consistency, and fairness of its
remuneration practices. Ongoing review and enhancement of remuneration frameworks are intended to support equitable pay practices, reinforce inclusion objectives, and ensure the organisation remains competitive in attracting, motivating, and retaining diverse talent.
As part of this broader commitment, attention continues to be placed on identifying and reducing unjustified pay disparities, while embedding principles of fairness and accountability into compensation practices across the organisation. Progress against these objectives will continue to be monitored and disclosed in line with relevant reporting requirements and
Incidents, complaints and severe human rights impacts:
Discrimination incidents reported and complaints filed
| Assets | Total | 100.00% | |
|---|---|---|---|
| Discrimination incidents reported | 0 | 0 | 0 |
| Complaints filed through channels | 0 | 0 | 0 |
| Complaints filed to National Contact Points for OECD | 0 | 0 | 0 |
| Amount of fines, penalties, and compensation for damages | 0 | 0 | 0 |
| Number of severe human rights issues and incidents | 0 | 0 | 0 |
| Cases of non respect of UN Guiding Principles and OECD Guidelines | 0 | 0 | 0 |
| Amount of Fines, penalties, and compensation – relating to severe human rights incidents | 0 | 0 | 0 |