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MOL CEO Hashimoto's 2026 New Year Message
- Management Plan 'BLUE ACTION 2035' Toward Phase 2 -
January 06, 2026
MOL President & CEO Takeshi Hashimoto delivered the following "2026 New Year Message" to all MOL Group officers and employees on January 5.
Happy New Year to everyone in the MOL Group.
Regarding the President Appointment
On December 19 last year, we announced the new president (Chief Executive Officer) appointment. As of April 1 this year, I will hand over the baton to Mr. Jotaro Tamura. Under the leadership of the next CEO and the new executive team to be announced, I have high expectations that everyone will unite their strengths and contribute to further leaps forward for MOL group.
Looking Back on the International Situation in 2025
2025 was a year of significant upheaval in global political and economic environments. At the start of the year, the United States underwent a change in administration, resulting in major shifts in trade and environmental policies. This led to increased complexity in tariffs and port usage fees in the logistics sector, and there were many instances where operational stability was compromised. The overall economy was negatively affected, making it a challenging year for the shipping industry, including our company. However, I feel that stability gradually returned in the latter half of the year.
Geopolitically, there was progress toward world peace, such as the end of fighting between Palestine and Israel, the restoration of order in the Middle East, and signs of resolution in Russia's invasion of Ukraine. Regarding the Russia-Ukraine issue, the lifting of economic sanctions has become a condition for peace on the Russian side, and various scenarios are possible. We will remain vigilant regarding the future movements of the international community and ensure that we are prepared to respond flexibly to any possible resolution.
On environmental issues, the U.S. policy shift caused the previously booming green economy to cool rapidly. In October last year, the adoption of the "IMO Net Zero Framework (NZF)," an international framework for achieving zero greenhouse gas emissions from international shipping, was postponed by one year. Nevertheless, the need to address climate change is an irreversible global trend. While we may need to slow down the timing and scale of investments, we will continue to steadily advance our environmental strategy with a long-term perspective, including the transition to clean energy and the introduction of energy-saving technologies.
Regarding relations with China, considering the overwhelming market share of Chinese shipbuilding, this year once again highlighted the importance of diversifying and strengthening supply chains, including the revival of Japanese shipbuilding.
Evaluation of "BLUE ACTION 2035" Phase 1
With the end of fiscal 2025, our group's long-term management plan "BLUE ACTION 2035" Phase 1 (FY2023-2025) concludes. Over these three years, we increased our equity capital to the 2.5 trillion yen level and, in addition to investments in LNG carriers and FSRUs - our areas of strength - we actively expanded our business beyond conventional boundaries, acquiring overseas tank terminal companies, multiple high-quality overseas real estate properties, investing in offshore wind power projects, and purchasing cruise ships. Thanks to the profits from the record-breaking financial performance in 2021-22, we were able to decide on many promising investments, laying the groundwork for future growth. Expanding earnings in new business areas is not easy, but overcoming these challenges is essential for corporate growth.
On the other hand, the performance of our container shipping company Ocean Network Express (ONE) continues to have a significant impact on our consolidated results. ONE holds shareholder equity exceeding $20 billion, and as a shareholder, we will continue to be involved in management to ensure long-term profitability with an ROE of around 10% or higher.
Despite major policy changes in the U.S. regarding environmental issues, our company has steadily pursued initiatives with a long-term perspective, undeterred by short-term fluctuations. In particular, our persistent efforts to improve operational efficiency through the introduction of energy-saving devices and LNG dual-fuel vessels will strengthen our competitiveness going forward.
Over the past three years, our group has driven transformation in all aspects toward realizing the group vision set for 2035 in "BLUE ACTION 2035." As the company undergoes significant changes, I believe there were times when employees felt burdened, but I am confident that we have laid the foundation for putting the entire group on a growth trajectory. I sincerely thank everyone for their dedicated efforts at their respective workplaces.
Determination for 2026 and "BLUE ACTION 2035" Phase 2
From fiscal year 2026, "BLUE ACTION 2035" Phase 2 (FY2026-2030) will begin. The specific management plan for Phase 2 is currently being developed internally, but our focus will be on quickly monetizing the investments accumulated mainly during Phase 1 and steadily achieving results. At the same time, while maintaining financial discipline, we will continue to strengthen shareholder returns and invest in business areas where our competitive edges can be leveraged, aiming to further enhance corporate value.
Our asset size has expanded to the 6 trillion yen level. It is important to establish mechanisms to ensure these increased assets reliably generate cash, but for our company - which had group assets of about 2 trillion yen just ten years ago - achieving this is by no means easy. To take on this major challenge, we will focus on creating an environment where diverse talent can thrive and on developing globally minded personnel. We will maximize the potential of regional organizations strengthened through regional strategies and new talent acquired through M&A and mid-career recruitment, aiming to enhance organizational capabilities.
In Conclusion
As a social infrastructure company supporting global logistics, we will continue to flexibly and boldly tackle changing international circumstances and environmental challenges. I have always stated my desire to make MOL Group a company that is regarded as excellent in every respect. To remain a group trusted and valued by all stakeholders, let us join forces together.
Finally, I wish for safe operations for all MOL Group vessels and workplaces, and I extend my heartfelt wishes for the health and happiness of all MOL Group members and their families worldwide. This concludes my New Year's greeting.