Human Resources Development
Human resources development policy
The MOL Group's goal in human resources development is to "ensure both Group corporate growth and the development of individual employees." We strive to make the corporate lives of individual employees more challenging and rewarding, as they grow along with the group and make valuable contributions. Therefore, the Human Resources Division embodies "MOL CHARTS" in the global environment and develops diverse personnel who can produce results and value, and creates an organization that can bring innovative ideas forward and pursue challenging initiatives. In addition, the group positions diversity and inclusion as a new source of competitive advantage and provides opportunities for individual employees to envision their own careers. We also support each employee's efforts to enhance their skills in line with their own career paths and aspirations, regardless of their personal characteristics.
MOL's ideal employee profile
The ideal profile MOL seeks to develop is "independent-spirited personnel who create new values" and are committed to playing an active role in global markets and promoting the sustainable growth of the company.
"Independent-spirited personnel" means people who "always act with a sense of ownership" and find solutions even when facing difficult issues, and can put solutions into practice in cooperation with co-workers and other stakeholders. We develop personnel who also have management skills to lead the organization as they proceed along their career paths. In addition, we assume double-track of individual employees' career paths, supporting them as they build careers that make full use of their skills.
Targets/KPIs/Action Plans
The MOL group identifies five sustainability issues to be prioritized through its business, and in one of these issues, Human & Community, we have set goals, KPIs, and action plans for human resources development.
Sustainability Issues (Materiality)
Revamping content of management training programs
In FY2021, we revamped the content of the past programs and courses and held a training program comprised of lectures on four themes: "People (people and organization)/Objects (management strategies)/Money (accounting)/Information (DX)," dialogues with management, and case studies. At the end of the program, each of nine participants made a proposal to management on an idea they want to bring to life under the MOL Group Corporate Mission and Vision.
Enhancing development programs for senior management
In FY2021, we held a training program for all general managers. The content was intended to help them build their own skills and then enhance the organization based on their understanding of the gap between self-recognition and recognition among other persons, their sense of values, and assessments of trends in behavior.
We also proactively sent new general managers to training programs that span various industries.
HR development structure
| Executive Officer in charge | Junko Moro (Chief Human Resource Officer (CHRO) |
|---|---|
| Promotion division | Human Resources Division |
Career Path and OJT
Trainer system (targeting new employees)
A senior employee serves as the main tutor (trainer) of a new employee for a year, starting with their entry to the company, helping them work independently.
The new employee learns about behavior as a working adult, and the company and actual job roles. They are also regularly interviewed to recognize their own current status and issues at every stage after set a phased target for a year, using as a guidepost for growth.
Mentor system (targeting mid-career recruitment)
MOL introduced the mentor system as an initiative to encourage active roles for diverse personnel. To provide support beyond their job roles, employees are teamed with mentors from different teams of the company and practice one-on-one dialogue. Through periodic dialogue with mentors, mid-career employees gain opportunities to stand still occasionally to look back on their progress, consult with mentors about problems, and get help in developing networks and personal connections.
Job rotation (targeting new employees)
New employees will experience at least three different job roles (*) in the first 10 years after joining the company, allowing themselves and others to recognize their individual aptitudes and leading to careers after that. This also helps them a broad range of experience and in turn develop wide viewpoints and multifaceted perspectives.
(*) We believe it is beneficial for employees in land-based jobs to spend 10 years experiencing work in both business divisions and corporate divisions. Seagoing employees board various types of ships and experience land-based jobs for two of the 10 years. We intend for employees at sea to utilize their understanding of land-based jobs and gain a comprehensive perspective informed by experience of both facets of MOL business operations.
Training system
We set training goals according to the stage of personnel training.
At every stage, we present training programs for selected employees with elective courses tailored to their individual characteristics, roles, and aspirations, as well as compulsory programs.
Personnel System/Evaluation System
Performance data
Training programs for selected employees
We hold training programs for selected employees to foster broad, high-level perspectives and hone skills, in a conscious effort to realize our vision for developing next-generation managers and leaders.
One MOL Group Management College (MGMC)
MOL launched MGMC in FY2014 to improve diversity management skills in our cross-cultural working environment and cultivate the next-generation of "One MOL global executives," and made it an annual program. Every year, participants from all over the world are invited to Japan. They not only learn strategic thinking, organizational management, and leadership in today's global business environment, but also review their own careers from the standpoint of "MOL CHARTS." In addition, they form teams of several members each to research and deliberate group-wide issues and determine how to move forward. On the final day, they present their ideas to MOL top executives. In follow-up surveys and questionnaires, participants express high praise for the program and great satisfaction with the results.
No. of MGMC participants
| FY2019 | FY2020 | FY2021 | FY2014 ~cumulative total |
|---|---|---|---|
| 14 | Alumni follow-up session was held online (43 employees) | 14 | 119 |
One MOL Management School
The school was opened in 2010 with the goal of cultivating next-generation management professionals who are sensitive to trends of global society and conscious of overall optimization from mid-to-long-term viewpoints, and was revamped in 2021.
At every session, trainees envision what they want to realize under the Corporate Mission and Vision as a person responsible for management of MOL and the MOL Group. On the final day of the six-month program, students make proposals to management about ways to enhance the allocation of management resources. In fact, some of these proposals have been implemented and commercialized.
No. of management school participants
| FY2019 | FY2020 | FY2021 | FY2014 ~cumulative total |
|---|---|---|---|
| 7 | Canceled due to COVID-19 pandemic | 9 | 108 |