Alexander Voyloshnikov, Captain of the containership MOL Courage
MOL has the largest fleet of operating vessels in the world, and I am proud to be able to work as a member of the team. The various safe operation measures are effective, and in particular the information provided by the Safety Operation Supporting Center on weather and sea conditions for oceans and ports is extremely valuable. I refer to the information in making decisions as a captain. I share MOL's goal of becoming the world leader in safe operation. I believe it is my job to work on a daily basis to educate and train younger crew members on the ship to achieve this goal. I think that it is necessary to faithfully conduct what is truly necessary to achieve safe operation and not to become consumed in paperwork or other on-board administrative procedures and lose sight of its essence.

Takahiro Hayakawa, Ship Design Group, Technical Division
The fact that we actually built the world's first hybrid car carrier is a testament to the MOL Group's environmental consciousness and technical capabilities. Applying technologies at sea (on ships) that were originally developed onshore was challenging given the differences in operating conditions. The project faced a number of hurdles like this, but the manufacturer, the shipbuilder and MOL worked together to successfully deliver the vessel right on schedule. With everyone's support, we will continue to report on the tangible applications of ISHIN component technologies moving forward.

Kongera A. Ponnappa, Captain, Spirit of MOL training ship
Thanks to fast decision-making by MOL's Tokyo Head Office and meticulous arrangements, many organizations lent their support to relief efforts in typhoon-affected areas, including relief organizations, port authorities, the coastguard, the government of the Philippines, MOL Training Center Phillippines (MOLTCP) and MOL Career Support, Ltd. (MOLCS). At disaster-hit sites, cadets and seafarers from the Spirit of MOL threw themselves into various support activities. I'm glad if we were able to be of help to the people affected by the typhoon in Cagayan de Oro,Philippines.

Ajit Chadha, Captain of the containership MOL Maestro (Recipient of MOL Presidential Award in 2011)
I have been working for MOL for more than 15 years. The reason for that is because of the rigorous enforcement and transparency of the company's safe operation support system and manual. The company naturally tries to save costs where it can, but it never begrudges investment in safety equipment. I feel that the support we receive from land enables all seafarers to work with peace of mind. Personally, it enables me to captain the vessel with the aim of achieving the "Four Zeroes." I believe that our mission is to disseminate the company's safety message and ensure the company's safety culture is passed on to the next generation of MOL seafarers.

Hanako Hirose,Coal and Iron Ore Carrier Group, Coal and Iron Ore Carrier Division,(Joined MOL in 2006, Senior Assistant)
I am responsible for customers in Japan in the Coal and Iron Ore Carrier Division, having returned from my second term on child-care leave. My second term was longer than the first, and the company introduced a system offering shorter working hours following my return to work. This support system, which allows employees to continue working while raising their children, gets better every year. I am sure that many employees will take advantage of this system in the future. Personally, I am thankful to the various people around me that supported me every day when I had to work at home because I'd strained my back or had to take turns with my partner to drop the kids off at day care or pick them up. It is because of the support of these people that I was able to take a second term of child-care leave. I want younger employees to know that if they use the company's systems, they can produce results at work and lead a fulfilling work life by working in various ways.

Eiko Kagata, CSR and Environment Office, Corporate Planning Division
(As of FY2010)
I took child-care leave twice, for a total of 801 days, and returned to work in May 2010. Every day is busy as I juggle my work and family commitments, but with the understanding and cooperation of the company and my family, I am leading a very rewarding life. I have to deal with the various problems of being a working mother.

For example, soon after I returned to work, I got a call from the nursery school saying that my child had taken ill suddenly, and I had to leave work. Thanks to the support of my colleagues, I was able to overcome these challenges. Within the area of CSR, I am currently working mainly on social contribution activities. In my work, I feel a great sense of responsibility as a member of the CSR and Environment Office within the broad range of activities we pursue. My aim is to deliver results by using my time efficiently.

Masumi Hida, Human Resources Planning Group, Human Resources Division
(As of FY2011)
I returned to work in May 2010 after taking child-care leave. At present, I am responsible for land-based staff in Japan in the Human Resources Division. Something I didn't realize before, but do now after having actually used the system, is that the company has designed easy-to-use systems for employees from many perspectives. I have come to appreciate the importance of these systems. Based on this newfound appreciation, I go about my duties thinking of how I can support employees so that they can work with peace of mind, while being true to the essence of the company. My child is still young, so I need to take a lot of unplanned time off. However, my workmates cover for me and understand my situation. I really appreciate their thoughtfulness and understanding. The support I receive from my family and colleagues motivates me to work hard day in and day out.

Santanu Ghosh, Chief Engineer, Containership MOL CELEBRATION Recipient of 2010 Outstanding Seafarer Award
(As of FY2011)
MOL's safety culture is fostered through teamwork and communication. Teamwork requires all- round participation and at the same time transparency. True, transparent, two-way communication and feedb ack are of immense importance in building teamwork among the various participants. This encourages new ideas to come to the fore, providing quicker and better solutions to problems. This continuous practice of analyzing and implementing solutions builds a sense of confidence as well. In the process, this culture provides an environment conducive to cleaner, safer, and healthier growth. I think our team worked well together, which is very important. I have promised myself that will work with even greater effort and energy to improve my performance.

Masaru Satose, Managing Director, MOL (Singapore) Pte. Ltd.
(As of FY2011)
The guidebook issued to our staff covers employment, compliance with antitrust law, rules of conduct, valuing diversity and dignity at work, occupational safety, business continuity planning, confidentiality, conflicts of interest, staff counseling, disciplinary actions, responding to discontent and other policies related to protecting human rights.

Taketo Otomo, LNG carrier Al Zubarah
(As of FY2010)
I spent three months aboard an LNG carrier training as a Junior Third Engineer. I worked hard every day, knowing that the safe transportation of the energy resources that society needs supports the lifestyles of many people around the world. My work involved using all five senses to conduct careful checks of the on-board equipment I was assigned, continuously monitoring their status and conducting accurate maintenance in order to prevent any malfunction from occurring. Before performing maintenance work, we all participated in "Kiken Yochi Training" (KYT; danger awareness training), confirming safety before beginning work in order to prevent accidents.

I learned through this training voyage that by continuing these tireless efforts, we can ensure safe ship operations. Next time I am aboard a vessel, I will remember the spirit of Safety First, and work to contribute to safe operations.

Jim Whitelaw, Chief Engineer, LNG carrier Dukhan
(As of FY2010)
It is my responsibility as chief engineer to ensure that everyone is familiar with the company's SMS and safety requirements and to ensure that these standards are adhered to at all times. Due to the increasing complexity of the modern LNG carrier, training and instruction by more senior members of the vessel team is necessary so that junior officers and crew can carry out maintenance tasks efficiently and safely. The company-generated "permit to work" and "risk assessment" forms should be properly completed each time any work is to be done. Submitting a properly completed risk assessment and a work scope for the intended work is also essential.

Considering environmental issues, I am responsible for ensuring that our fuel oil burning equipment is maintained to the highest standard and that fuel oil consumption is kept to an absolute minimum. We are also aware of the changing regulations regarding the burning of high sulfur content fuel and the long-term consequences to the atmosphere.

Jin Yamasaki, Technical Division
(As of FY2010)
There are some who probably consider ship technology to have matured a long time ago. But today, the demand to lower environmental impact and cut costs in response to elevated fuel prices has risen sharply. In turn, this situation is spurring both the adoption of new rules and the development of new technologies. Outside the world of marine transport, efforts to encourage the switch to new energy sources and the adoption of environmental technology are happening everywhere. This trend is continuing to bring changes to the types of cargo present, cargo movement, and the distribution of goods. Given this climate, I want to be involved in projects to develop ships that incorporate innovative technology for improving energy efficiency and meeting the challenges presented by the transport of new types of cargo.

At a marine transport firm, the job of an engineer involves no direct hand in the shipyard making things. Our job in a shipbuilding project instead involves listening to and coordinating requests from cargo owners and ideas from shipyards, manufacturers and ship crews. Once cost, maintenance and other factors have been considered, our job is to pull all of this together into a project that will make our newest ships the best mode of transportation possible. My goal today is to become an engineer who can lead projects that develop and construct new ships, all while properly balancing the range of core elements that go into a vessel, including those from areas outside of technology.

Toshikazu Inaoka, Deputy General Manager, Dry Bulk Carrier Supervising Office
(As of FY2010)
An accidental collision that led to the total loss of a Cape-size bulker in May 2010 was a painful incident. We learned that the background of this accident was a lapse in common sense and traditional seamanship on the vessel. In the wake of this accident, we became even more keenly aware that it's always necessary to go back to basics. That is, there's little hope of enhancing safe operation only by discussions and information based on general concepts of MOL vessels, without considering the quality of vessels, the condition of equipment and machinery, and the conscientiousness of the seafarers.

It is not easy to visit all 300-plus bulkships and raise the safety level of the whole fleet at once, but we pay close attention to the vessels, consistently go and see what is really occurring on aboard, and focus on enlightenment and education of seafarers.

Hironori Takezaki, Manager, Car Carrier Division
(As of FY2010)
I am responsible for the Africa route, which handles cargo for more than 50 customers. Some 200 bills of lading (B/Ls) are carried on a single large-scale (5,000-unit) car carrier. When plotting out the navigation plan, I make every effort to meet customer requirements for loading dates and arrival assignments. On the other hand, requests from the business division, if we put the highest priority on these, it may sometimes conflict with safe operation. I consider safe operation a matter of course, and constantly work toward solutions that ensure safe operation and accommodate business needs, while maintaining close communication with vessels and our division's Vessel and Marine Engineering Group. African ports have many problems we cannot imagine in advanced nations, such as sunken ships that aren't shown on charts and a shortage of accurate port/harbor data.

Furthermore, while the piracy issue is drawing attention lately, I try to put "safe and reliable transport" into practice by always sharing the latest information with vessels and other concerned parties.