Gender equality and balance

The table below shows the gender balance in the company, as well as the percentage of women's salaries compared to men's, as of December 31, 2024.

 

Gender balance		Women’s share of men’s salaries in %
Women	Men	Base salary
35%	65%	82,38%

 

Results 

As of December 31, 2024, the gender distribution at House of Control was 35%
women and 65% men. This represents a decrease of 1 percentage point
compared to 2023.

As shown in the table above, women’s average base salary amounted to
82.38% of men’s in 2024. This is a modest increase of 0.38 percentage points
from 2023, following a sharper decline of 5 percentage points the year before.
While the gap remains significant, we see this as a slight improvement
compared to last year.

Men are still overrepresented in leadership roles. This remains an area of focus
and will be addressed in more detail later in the report.

 

Job levels and salaries

At House of Control, it is important to offer employees a competitive salary that
reflects market standards and is perceived as fair. To support this, we
partnered with Korn Ferry to establish a salary benchmarking framework for
the various roles across the company. This has provided us with a
comprehensive overview of roles, levels, and grades throughout our locations.
The framework ensures predictability for both employees and the organization,
while also supporting our efforts to attract and retain talent. The data aligns salaries for comparable grades and roles with the broader market, giving us greater control over pay equity. The Korn Ferry process served as the foundation for our 2024 salary review.

Gender balance – temporary employees, part-time employees, parental leave and recruitment 

The table below provides an overview of gender distribution in employment
types, parental leave, and recruitment activities in 2024. We continue to make
very limited use of part-time positions. In 2024, five exceptions were made:
four part-time hires were linked to ongoing studies, and one was adapted to an
individual’s personal circumstances. During the year, one part-time employee
also transitioned into a full-time role.

With regard to parental leave, three male employees made use of their leave
entitlement in 2024. In section 3.b.ii., we will return to the measures we have
implemented to encourage men to take their share of parental leave.

Over the course of the year, we hired four women and nine men. Despite our
ambition to achieve a more balanced gender distribution, we were not
successful in attracting more female candidates through the measures
implemented. As a result, this has been established as a strategic priority in our
HR strategy, where we aim to clarify and strengthen our approach to attracting
female talent. More on this is discussed in section 3.b.i.

 

Temporary employees		Actual part-time		Involuntary part-time		Parental leave average number of weeks		Recruitment
Women	Men	Women	Men	Women	Men	Women	Men	Women	Men
0	0	1	4	0	0	0	25,83	4	9

Salary differences between woman and men at different job levels in per cent 

The salary grades in the company are based on Korn Ferry’s job evaluation
framework. A thorough process was carried out to assess all roles across the
organization, with emphasis on role complexity, required competencies, and
responsibilities. The grades were determined based on Korn Ferry’s
professional expertise and experience, in close collaboration with internal
resources in the company.

As shown in Table 1, women at House of Control have a higher average base
salary than men in 3 out of 11 salary grades. In some grades, only one gender is
represented (see Table 2), which means salary comparisons are not applicable
for those categories.
From 2023 to 2024, we observed a significant increase in women’s share of
men’s salary in grades 13, 14, 16, and 17. In contrast, the percentage for women
in grade 15 decreased from the previous year.

During the year, we also had both male and female employees in grade 22 for
the first time, which provides a more meaningful basis for comparison. As of
the end of 2024, there were still no employees in grade 19.

Table 1

Grade	13	14	15	16	17	18	20	21	22	23	25
Women's share of men's base salary	138%	98%	93%	104%	105%	N/A	N/A	N/A	92%	N/A	N/A

 

As shown in Table 2, women remain underrepresented in the highest salary
grades within the company. This correlates with a higher proportion of men in
leadership roles.

In 2023, 4 out of 17 leaders were women, representing 23.5%. In 2024, this
increased to 5 out of 17 leaders, corresponding to 29.4%. While this is a
positive development, the distribution still reflects an imbalance that we are
committed to addressing over time.

Our assessment of the risks associated with gender imbalance, as well as the
measures we have implemented and plan to implement to increase the
proportion of women in leadership and higher-level roles, is described in more
detail in sections 3.b.i. and 3.c.-f. in this report.

Table 2

Grade	13	14	15	16	17	18	20	21	22	23	25
Women	67%	50%	28%	50%	33%	0%	0%	100%	50%	0%	0%
Men	33%	50%	72%	50%	67%	100%	100%	0%	50%	100%	100%

 

Our work for equality and against discrimination

Principles, procedures and standards 

At House of Control, our goal is to develop and attract the most qualified
people. This means recruiting employees who reflect the society we operate in,
regardless of gender, background, ethnicity, sexual orientation, religion,
identity, age, or disability. We have zero tolerance for discrimination, and our
commitment to equality is embedded across all our HR processes, including
recruitment, promotion, compensation and working conditions, development
opportunities, facilitation, and work–life balance.
Our approach to promoting equality and preventing discrimination is embedded
in our core values, ethical guidelines, learning and measurement systems,
employee handbook, compensation processes, and health and safety
procedures.

 

How we work to ensure equality and prevent discrimination in practice

At House of Control, it is a core principle to hire the most qualified candidate
for every position, while also working systematically to promote equality and
diversity throughout the organization.
We were pleased to recruit more women than men in 2023, which we saw as
an important step toward a more inclusive and balanced workplace. However,
we were not able to maintain this development in 2024, and the effort to attract
more female candidates has therefore been established as a strategic priority
in our HR strategy. How we intend to address this moving forward is outlined in
section 3.c.-f.

We also accommodate different needs and individual circumstances, including
physical challenges, and emphasize that all employees should be able to carry
out their work in a safe and respectful environment.
Performance and development reviews are conducted twice a year and provide
an opportunity for individual follow-up on development, well-being, and
everyday work. These conversations also support long-term development
planning and the identification of leadership potential.

Each department has its own training budget, and employees are encouraged
to pursue skill-building and professional growth regardless of their role or
gender.

We are committed to providing talents with opportunities for challenging tasks,
strategic exposure and insights, and visibility, for instance, through
participation in presentations, projects, and internal forums. These are key
arenas for learning, influence, and career development.HR is also actively
involved in recruitment processes and hiring decisions, and we strive for
gender balance in interview panels whenever possible, in order to promote
diversity and reduce unconscious bias.
HR maintains a close advisory role with leaders on matters related to
organizational structure, compensation, development, and conflict
management. The dialogue provides space for reflection and awareness, and
supports consistent decision-making across the organization. 

In addition, we actively use key figures and insights from sources such as eNPS and
HR data to monitor developments and adjust our actions as needed.

The psychosocial work environment is an important focus area within the
organization. The Working Environment Committee (AMU) held three meetings
in 2024, during which measures and key figures related to both the physical
and psychosocial work environment were reviewed. The current AMU
committee is appointed through December 31, 2025.

Every other month, pulse surveys are conducted through Peakon, where
employees provide anonymous feedback on topics such as inclusion,
leadership, and development. The results are followed up in HR meetings,
workshops, and AMU, and the overall results are shared with the entire
organization through the internal platform Workplace.

We facilitate flexibility in the workday where possible, such as flextime and
remote work. This supports work–life balance and adaptation to different life
situations, within the framework of each role’s responsibilities and
requirements. To further support this and promote greater gender equality in
career development, the company’s parental leave policy was revised as of
January 1, 2024. Parental leave is now fully paid throughout the entire leave
period, regardless of NAV’s coverage. In addition, two weeks of paid paternity
leave are offered. The change is intended to encourage more men to take their
share of parental leave and to ensure that taking leave does not lead to
disproportionate consequences for women’s career progression and salary
development.

The culture at House of Control is rooted in values such as trust, influence, and
openness, regardless of role. These values were developed in collaboration
with employees and reflect our commitment to ensuring that everyone has equal opportunities for influence and development. They are embedded in our
learning system, Visma Dialog, enabling individual goals to align with our
shared direction.

To strengthen linguistic inclusion within the organization, all presentation
templates were changed to English in 2024. This measure has made it easier
for international colleagues to follow along and participate actively, regardless
of their native language. However, we recognize that there is still room for
improvement, and we aim to continue developing in this area in 2025.

Several teams and employees participated in Tracom’s Social Styles program during 2024. The program provides insight into one’s own and others’ behavioral styles and communication preferences. It has contributed to increased understanding, improved collaboration, and a stronger culture of inclusion in daily work.

As mentioned earlier in this report, we have established a salary framework and
job grading structure in collaboration with Korn Ferry. Through annual reviews,
we ensure transparency and fairness in the evaluation of roles and
compensation. We plan to continue this collaboration beyond 2024 to maintain
structure and insight in our pay equity work.

In addition, we have clear procedures in place to prevent discrimination and
promote equal treatment. These include an anonymous whistleblowing
channel, shared access to internal guidelines via Google Drive, and a review of relevant policies as part of the onboarding process. How we aim to further clarify and improve access to this information is outlined in section 3.f.

 

How we will ensure equality and prevent discrimination going forward

In 2025, we will continue to develop our work on equality and diversity through
targeted actions and more systematic use of data and technology.

A central goal is to increase the proportion of women in the company,
particularly in leadership and key positions. This is anchored in our HR strategy, where we will increasingly use AI tools to reduce unconscious bias in
recruitment and development processes.

We will also analyze data over time
related to gender balance, pay, and internal mobility in order to implement more targeted actions and monitor progress.

Throughout the year, we will utilize functionality in Visma Dialog to map
development potential across the organization. In particular, we aim to identify and promote female leadership talent. Our goal is to build a leadership team that reflects the diversity of our employees, customers, and the society we are part of, which is critical to culture, reputation, and our ability to attract and
retain top talent.

The Tracom Social Styles program will be offered to more teams and employees in 2025. The experience so far has been very positive, and we see the program as an important tool for building understanding, reducing misunderstandings, and strengthening psychological safety within teams and leadership groups.

We will continue our collaboration with Korn Ferry to ensure insight into pay
development and compliance with the principle of equal pay for equal work.
Results and recommendations from the annual review will be closely linked to
our compensation process.

The Working Environment Committee (AMU) will continue its quarterly
meetings, and we will keep using pulse surveys and HR data to identify risk
areas, monitor engagement, and ensure inclusion at all levels of the
organization.

In 2025, we will also strengthen our collaboration with the parent company and other entities within the Visma Group, particularly within areas such as AI, DEI,
employer branding, and talent development. This provides us with access to shared resources, expertise, and knowledge exchange, which we will actively use to further advance our own work on equality and diversity.

We have identified the following risks of discrimination and barriers to equality: 

● Through analysis of our data, pulse surveys, and ongoing insights, we have identified certain areas where there may be a risk of imbalance or unconscious
bias.

● Gender balance in the organization and leadership: The proportion of women in the organization and in leadership roles remains lower than desired, although there has been a slight increase among leaders over
the past year. This imbalance can influence who gains leadership
experience, access to strategic work, and who is perceived as a role
model within the organization. As a result, measures have been
implemented to identify and support female leadership talent through Visma Dialog and other development tools.

● Low proportion of women in recruitment: this year's figures show a decline in the proportion of women among new hires. This poses a challenge to achieving future balance and diversity, and the effort to attract more female candidates has therefore been established as a strategic priority within the HR strategy.

● Recruitment practices and structure: Although HR is involved in
recruitment processes and decision-making, and we strive for gender
balance in our evaluations, there is still a risk that current practices do
not fully capture the potential for diversity. The selection of candidates and the emphasis on cultural fit may, in some cases, be unintentionally exclusionary. It is therefore important that we continuously evaluate how
our processes can be improved, both in methodology and perspective.

● Linguistic and cultural inclusion: With several nationalities represented among our employees, linguistic inclusion has become an important focus. While all presentation templates have been changed to English, we recognize the need to further strengthen awareness around language
use and inclusive communication in day-to-day operations.

 

The following measures to prevent discrimination and promote equality have been implemented

● Full salary during parental leave, along with two weeks of paid paternity leave, introduced as of January 1, 2024

● Bi-monthly pulse surveys conducted through Peakon, measuring topics such as inclusion, fairness, and diversity, followed up in HR meetings, AMU, and team workshops

● The Working Environment Committee (AMU) holds quarterly meetings reviewing key figures, trends, and measures related to physical and psychosocial work environment

● Korn Ferry salary data used in annual reviews of pay, grading, and
gender distribution to ensure pay equity and identify potential gaps

● Access to training and development through Visma Dialog and department budgets; all employees are encouraged to pursue development regardless of gender or role

● Internal mobility and development conversations to ensure equal access to visibility, development, and influence

● Presentation templates switched to English to support linguistic inclusionacross nationalities

● Tracom Social Styles program conducted with several teams to
strengthen understanding, collaboration, and psychological safety

● HR participates actively in hiring decisions, and gender balance is sought wherever possible

 

Upcoming initiatives and planned activities

● Increase the proportion of women in the company, especially in
leadership and key positions,anchored in the HR strategy

● Use of AI tools in recruitment and development processes to reduce
unconscious bias and ensure objectivity

● Mapping and follow-up of development potential in Visma Dialog, with particular focus on identifying female leadership talent

● Further rollout of the Tracom Social Styles program to more
teams/employees in 2025

● Strengthened linguistic inclusion in internal communication, with the aim of broader use of English

● Systematic work on recruitment practices to ensure structural fairness and diversity in candidate selection

● Close monitoring of gender balance in new hires and leadership roles through ongoing analysis of key figures

● Enhanced collaboration with the parent company and the Visma Group on AI, DEI, talent development, and shared initiatives

● Continued partnership with Korn Ferry for salary analysis and insights to support the compensation process

● Increased visibility of measures, progress, procedures, and processes, shared through the new internal channel “HoC Space” and All-hands meetings

 

Results of the work so far and expectations going forward

In recent years, we have worked systematically to promote greater pay
equality, and this year’s figures show positive results across several parts of
the organization. This marks a clear improvement compared to previous years, although there is still work to be done to close gaps at certain levels.

At the same time, this year’s assessment confirms that gender balance remains a clear challenge, particularly in leadership positions and among new hires. We did not succeed in recruiting women to the extent we had hoped in 2024, which represents both a risk and a key area for improvement. Increasing the proportion of women in the company is therefore firmly anchored as a strategic
priority in our HR strategy.

In 2025, we will continue to build on measures that support a more balanced
and inclusive organization. This includes improved use of development tools in
Visma Dialog, active follow-up of female leadership talent, and data-driven
insights into gender balance and mobility. Tracom Social Styles will be offered
to additional teams as a concrete tool for strengthening collaboration,
preventing misunderstandings, and building trust in day-to-day work. We will
also further develop our collaboration with the Visma Group in the areas of AI,
DEI, using shared resources and experiences to strengthen our local efforts.

Equality and non-discrimination are not static goals but an ongoing process. We remain firmly committed to continuing this work through concrete actions, organization-wide engagement, and a culture where all employees, regardless
of gender or background, have equal opportunities for development,
participation, and influence.

For information contact: 

Sara Ringås