The MOL Group is enhancing recruitment activities, training programs and various other systems with the aim of ensuring the growth of both the MOL Group and individual employees. The Group also endeavors to enhance employee health and develop workplaces that instill peace of mind in employees in line with an individual's stage in life. Under the midterm management plan (fiscal 2010 to fiscal 2012), we have set a number of numerical targets, and are working to achieve those during the term of the plan.
- Recruitment and Human Resources Development
- HR System and Evaluation System
- Consideration for Health Care and Work Environments
- Instill an Awareness of Human Rights
- Systems that Support Diverse Human Resources and Work Styles
- Meeting the Needs of Expatriate Staff and Locally-hired Employees
- Relationships with Labor Unions
Recruitment and Human Resources Development
In recruiting employees, MOL conducts fair recruitment activities to recruit people who have the qualities the company is looking for such as a fighting spirit, toughness, leadership ability and communication ability. Regarding human resource development, MOL regards an employee's first 10 years in the company as a cultivation period for becoming a marine transport professional. Training falls into two broad categories: on-the-job training (OJT) and off-the-job training (OFF-JT). The OJT system develops employees by exposing them to jobs in various workplaces. Meanwhile, OFF-JT includes position-specific training, overseas training and on-board training to gain experience on the frontlines of our business. In addition, for mid-level and higher-level employees, we run management skillenhancement training and "MOL Group Management Schools" to develop future leaders of the MOL Group.
Land-based Employees by Gender and Position
|March 31, 2010||March 31, 2011||March 31, 2012|
|Group leaders and above||235||4||215||6||206||6|
|Below manager level||290||196||282||195||282||199|
HR System and Evaluation System
We have adopted a system for personnel management and remuneration that encourages employees to take the initiative more in their work and more appropriately reflects responsibility and results. Aiming to ensure a fair and highly transparent evaluation, managers conduct interviews with their subordinates every quarter.
Consideration for Health Care and Work Environments
In addition to complying with laws and regulations, we have introduced the following systems and structures for managing employee health and enhancing working environments so that employees can work energetically, and in good health, both physically and mentally.
- Appointed a person responsible for promoting health management
- Implement yearly medical check-ups and follow-up
- Hold monthly Health Management Meetings
- Provide daily medical services at the company clinic in the head office
- Implement medical exams before, during and after overseas postings for employees working overseas
- Subsidize breast cancer and cervical cancer screening fees for female employees
- Implement regular mental health consultations at key worksites in Japan
- Implement online mental health self-evaluation
- Conduct yearly organizational mental health review
- Conduct mental health seminars for managers, including those at MOL Group companies
- Implement measures to reduce overtime work (implement no-overtime days, have days when everyone in the company leaves at a certain time, and strengthen processes for approval of overtime work)
- Implement medical check-ups and recovery leave for employees spending an extended period of time at worksites
- Open massage room (inside the head office building)
Care for Working Environments
- Accept various consultations in the Counseling and Aid Center in the Human Resources Division, in the head office (The Counseling and Aid Center receives various requests for consultation from sea- and land-based staff, past employees and family members, and MOL Group employees, and maintains strict confidentially. Matters consulted on include workplace human relations, workrelated worries and harassment, as well as personal problems.)
- Implement Casual Days (every Friday, and every day between June and September)
- Introduce safety confirmation system to confirm safety in a disaster
|Number of Industrial Accidents
(Land-based; Excludes Commuting Accidents)
|Number of Leave Days Due to Industrial Accidents||0||0||0|
Instill an Awareness of Human Rights
Human Rights Training
The Counseling and Aid Center in the Human Resources Division is also responsible for human rights education. We conduct human rights training every year at all levels to foster a work environment where all corporate officers and employees share an understanding of the need for mutual respect and can carry out their work with a positive frame of mind. There are various issues surrounding the subject of human rights, but we try to devise training programs based on the goals of the UN Global Compact, in which we participate, as well as important international regulations such as the International Covenants on Human Rights. Our training is designed to eliminate human rights breaches or discrimination caused by mistaken beliefs founded on baseless biases or delusions.
Activities as a Member of the Human Rights Awareness Group
Corporate counterparts draw on their respective experiences and knowledge for brainstorming and training people about human rights in various fields. The insight gained is reflected in internal training programs.
Human Rights Enlightenment Slogan Solicitation and Awards
Before "Human Rights Week," which is held in the first week of December every year, we solicit "Human Rights Slogans" from MOL and MOL Group employees and their families and give internal awards to the best entries.
Dissemination of Human Rights Information
We distribute internally a journal issued by a human rights awareness group of which the company is a member. Furthermore, in order to stimulate awareness regarding human rights issues in daily life, we use our intranet to introduce events and seminars about human rights in Japan, as well as human rights-related facilities (such as museums).
Systems that Support Diverse Human Resources and Work Styles
MOL operates various systems with the aim of utilizing diverse human resources and offering employees a variety of work formats, so that employees are much more motivated and can concentrate on work.
- Child-care leave:
- In addition to morning sickness and maternity leave, MOL also has a child-care leave system for the period before children are accepted at day care. A total of approximately 90 employees have taken child-care leave since the system was introduced in 1992.
- Shorter hours and exclusion from overtime for employees with young children:
- This system was introduced in fiscal 2010.
- "Refresh" leave:
- Employees are allocated extra holidays after 15 years and 25 years of continuous service.
|Average Number of Annual Leave Days Taken (Including Summer Vacation)||12.8||12.4||12.1|
|Number of Working Mothers (Mothers with Children Under the Age of 15)||33||33||38|
|Number of Employees Using Child-care Leave System (Excluding Land-based Contract Employees)||8||7||7|
|Ratio of Female Employees Taking Child-care Leave||100%||100%||100%|
|Number of Employees Taking Maternity Leave (Pre- and Post-Childbirth) (Excluding Land-based Contract Employees)||2||4||5|
(MOL non-consolidated data)
Meeting the Needs of Expatriate Staff and Locally-hired Employees
The company appoints a person to support various aspects of the lives of expatriate employees and their families, including medical care, children's education, and safety, in the nations where they work. And we have hired about 3,600 national staff at local subsidiaries all over the world, contributing to the growth of local economies.
Relationships with Labor Unions
Land-based employees belong to the Mitsui O.S.K. Lines Labor Union, and seafarers are members of the All Japan Seamen's Union. Both unions enjoy good and sound relations with MOL management.