Promotion of Diversity
1. Vision of Diversity Management
The MOL Group views diversity as encompassing not only such superficial attributes as gender, nationality, and age but also each individual’s inner characteristics, including experience, natural aptitudes, skills, and values. The Group will establish a new competitive superiority by creating working environments and an organizational culture that motivate employees worldwide to work enthusiastically and energetically and which encourage employees with different personalities and skills to work as a team.
2. Activities of Global Human Resources
The MOL Group, which develops businesses globally, has about 15,000 employees and crewmembers of various nationalities. We have worked to develop an environment that will increase our group-wide comprehensive strength and allow multi-national, diversified personnel including women to play more active roles.
Ratio of Employees by Region (Consolidated)
Ratio of Seafarers on Company-Operated Vessels
by Region (Consolidated)
3. Promoting more active roles for women in the workplace
The MOL Group is looking at ways to foster more active roles for female employees from the viewpoint of recruiting talented human resources, growing our businesses, and ensuring diverse perspectives in risk management.
We confirm and discuss our progress in expanding opportunities for women in the workplace at the annual meeting of the Human Resources Development Committee, which includes members of the Executive Committee take part.
The MOL Group promotes more active roles for women in the workplace in compliance with an action plan based on the Act on Promotion of Women’s Participation and Advancement in the Workplace, which was established at the end of March 2016.
Percentage of Women in Managerial Positions
The MOL Group believes that increasing opportunities for women in the workplace contributes to the improvement of corporate value and set a goal of at least 8.0% of managerial positions filled by women. Reflecting an increase in the number of females recruited for managerial positions, we anticipate achieving this target by the end of fiscal year (FY) 2023.
Various Supporting Systems
The MOL Group has developed support measures to keep up with life events, to help all employees to maximize their skills even as their life stages change due to marriage, childbirth, childcare, and so on.
[ Details of the systems ]
(1) System related to childbirth/childcare
- Morning sickness leave (special leave/for women only)
- Employees can take up to 10 working days in case of difficulty working due to morning sickness. Can take up to 5 working days as paid leave, as well as half-day leave.
- Measures to alleviate the burden of commuting (for women only)
- Staggered office hours are allowed with limits of one hour per day (can be separated into half-hour blocks for arrival and leaving) only during morning sickness period, and shorter work hours are permitted.
- Leave during pregnancy (special leave/for women only)
- 1 working day every month in addition to morning sickness leave (paid leave)
- Pre-/post-childbirth leave (special leave/for women only)
- 8 weeks pre-childbirth (14 weeks for multiple births), 8 weeks after childbirth. Six weeks before and six weeks after childbirth are paid leave. The day of childbirth is included in the pre-birth leave.
- Spouse childbirth leave (for men only)
- Can acquire 3 working days when his spouse delivers childbirth. (Available as half-day paid leave)
- Childcare leave
- Available from the next day of the ending date of the post-birth leave, to the day before the child's 2nd birthday. (In case of a birth in April, until April 30 of the year after the child's 1st birthday)
Employees can divide their childcare leave into two periods in case they take leave that starts and end within 8 weeks after their spouse gives birth.
Can apply for annual leave, which was terminated in the past 3 weeks, when acquiring childcare leave totaling more than 5 working days up to 20 working days for one child, in case of short-term childcare leave and as an exception.
- Program to support a smooth return to work after childbirth (Madrebonita) (for women only)
- MOL is cooperating with the NPO Madrebonita and subsidizes the entry fee of Madrebonita's "Post-childbirth Care Classroom." A "Pre- and Post-childbirth Online Self-care class" is also available for female employees to support them as they return to work after childbirth.
- Cooperation with company-led preschool
- MOL, in association with Global Kids, allows employees preferential entrance to preschools operated by that company.
- Subsidy to support returning to work from childcare leave
- A ¥20,000 subsidy to support returning to work from childcare leave is paid to an employee's family upon the employee's return to work if they do not secure the child a spot in a licensed nursery school and place the child in a non-licensed nursery school. This subsidy is available from the date of the return to work to the end of March in the following year or the date the child enters a licensed nursery school, whichever comes first.
- Childcare hours (for women only)
- In case of care of child under the age of 1, 30 minutes per morning or afternoon, or 60 minutes per day, is granted as a childcare hour. This is regarded as working hours. A spouse can also use childcare hours in cases such as the other spouse not being available to care for the child.
- Child nursing leave (special leave)
- Employees who care for children until they are old enough to enter elementary school can take child nursing leave if the child is injured or ill.
- Caring for a sick child (babysitter)
- MOL has introduced a corporate plan to assign babysitters to care for children in case of illness. Employees can use the plan at a corporate member discount, and the company will subsidize part of the cost.
- Reloclub ticket 700
- A ¥700/hour subsidy is provided for expenses related to babysitting a preschool child and using nursery facilities.
Other: MOL interviews employees at the start of their pregnancies, before taking maternity leave, and before returning to work.
(2) Systems related to workstyles
- Flextime system
- Employees can choose a starting time for work from 5 a.m. to 10:30 a.m., and an ending time from 3:30 p.m. to 10 p.m. (They are required to work during the core hours of 10:30 a.m. to 3:30 p.m.)
- Limits on overtime work
- In case employees are caring for a child before the child is old enough to enter elementary school, overtime work can be limited to 44 hours/month, 390 hours/year if they prefer.
- Limits on late-night overtime work
- In case employees are caring for a child before the child is old enough to enter elementary school, they can be exempted from late-night overtime work if they prefer.
- Exemption from overtime work
- In case employees are caring for a child under the age of 3, overtime work is exempted if prefer.
- Partial telecommuting system
- In case employees prefer telecommuting because their working hours in the office are limited due to certain reasons, partial telecommuting is permitted before and after the working hours (7 hours in total).
- Reduced work hours during childcare
- Working hours per day can be shortened to 6 hours for up to 24 months if employees are caring for a child 3 years old or older.
- Telecommuting system
- Employees can work at home for only a half day in combination with a half-day leave assuming they are using the flextime system.
- Reemployment system for those who retire due to a spouse's overseas work
- If employees retire to accompany their spouse on an overseas assignment, the company provides an opportunity for reemployment within 4 years after their retirement.
(3) Other systems related to women's health issues
- Gynecology checkup (breast cancer, uterine cancer, bone density test): Employees can have a medical exam at no cost.
- Menstrual leave: Employees are eligible for leave in case of difficulty working during their menstrual periods.
- Training program related to women's health issues: MOL seeks to improve health literacy by providing lectures related to women's health by a public health nurse from the medical office and holding health seminars featuring outside lecturers.
System Usage Stats
To promote more active roles for female employees, MOL not only enhances systems centering on support for childcare, but also provides expands support for their career path and provides seminars to improve motivation.
Women's HOT dialogue sessions
MOL has held the "MOL Group Women's HOT dialogue" for the group's female employees since 2017. The company provides opportunities for female employees to listen to presentations by outside lecturers and dialogue with senior female employees. This is intended to help participants think about their own career paths, build networks within the group, and work more energetically than ever.
Workshop to develop their carrier and networking
Diversity Promotion Lecture/Training Program
- Roundtable discussion "LGBT: What Do I Need to Know"
- The lecture about "How to ensure smooth communication - by learning the differences in thinking between males and females"
- Madrebonita lecture "Think about working while raising a child"
- MOL provides the following training programs according to career path/level
"Relationships among diverse personnel, their active roles, and results of business performance/Training program to encourage understanding of the importance of a workplace where diverse personnel can play active roles"
"Training program about understanding diverse attributes of employees, how to ensure smooth communication"
"Training program to promote understanding of inhouse systems related to childcare/nursing"
"Unconscious bias training program"
- Assigning female employees to an outside training program to support more active roles for women
4. Recruitment of athletes
To promote the development of an environment where diverse employees play active roles, MOL recruited an athlete for the first time in 2016, Kae Kurahashi, a wheelchair rugby player. She balances work and athletic activities, working in the Human Resources Division two days a week (working one day remotely) and training the other three days.
As One MOL, MOL Group executives and employees support Kurahashi, who participates in games in Japan and overseas, and played a tremendous role in the wheelchair rugby World Championship in August 2018.
Wheelchair rugby is a sport that can maximize the team's strength with all the players demonstrating their ability to perform, depending on the degree of disability, and playing their own roles. It is an ideal sport to embody diversity. MOL aims to convey the attractiveness of wheelchair rugby, encourage a greater appreciation of diversity and energize the company going forward.
MOL is an official supporter of the wheelchair rugby team BLITZ. It serves as an official partner of the Japan Wheelchair Rugby Federation, and supports wheelchair rugby through co-sponsorship of the World Wheelchair Rugby Challenge 2019.
MOL continues to promote the growth of wheelchair rugby and works to develop an environment that celebrates the diversity of employees inside and outside the company.
About Wheelchair Rugby
Wheelchair rugby is a game combining elements of rugby, basketball, volleyball, ice hockey, to name a few, and played in the same space as a basketball court. It is a team sport for athletes who have disabilities requiring them to use wheelchairs. This is the only sport in the Paralympic Games that permits contact between wheelchairs. Players are allotted from 0.5 to 3.5 points depending on their level of disability. Under this system, the total points of four players on the court must be within 8.0 points. The wheelchairs used in the game are reinforced to make them durable enough to withstand extreme contact, and modified for players in different positions.
5. Other initiatives on promotion of diversity
Establishment of Diversity and Healthcare Management Office
Having already established the "Diversity Management Unit" and "Healthcare Management Unit" in our Human Resources Division, we upgraded those units to the new "Diversity & Healthcare Management Team" in 2017. This move enhanced our organizational power to promote diversity and healthcare management by assertively implementing relevant programs. We work to provide various support and develop a workplace that allows all group employees to maintain their emotional and physical health and engage in their work with enthusiasm.
Continued Employment System
MOL has a reemployment system for workers who have reached mandatory retirement age, and re-hires retirees who desire to work.
Creating Opportunities for Disabled Workers
We continue our efforts to promote the hiring of disabled workers by cultivating job fields where they can make the most of their abilities and cooperating closely with social welfare organizations.
6. Development of the employee workplace environment
MOL has moved forward to create a workplace environment and corporate culture in which all employees, all over the world, can maximize their enthusiasm and dynamism and contribute their own diverse personalities and abilities.
- Implementing projects to improve the onboard lifestyle
- Implementing free address offices through workplace reforms
- Recommendations on working remotely
- Recommendations on going home early [Smart WORK project]
- Promotion of workstyle reforms [Personal system reforms/Corporate culture reforms/Workplace reforms/Operational reforms]
- MOL Challenge Day [Employee and family workplace tour/experience of wheelchair rugby]
In consideration of changes in life stages and lifestyles of employees and crewmembers, and for them to work energetically, MOL enhances career support, realizes flexible workstyles, and promotes approaches to work that are effective and emphasize the proper perspective while striking an overall balance. To work in excellent health, both mentally and physically, we strive toward the development of a workplace environment that helps employees manage their health and work in comfort, as well as comply with laws, regulations, and treaties, and seek to accelerate communication.