Promotion of Diversity and Inclusion
1. Vision of Diversity & Inclusion 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.
In April 2021, the MOL Group established a new basic policy, which positions promotion of diversity and inclusion as "driving forces for new growth" to promote diversity and inclusion management more powerfully than ever before. The basic policy is central to our human resources strategy, and we move forward a framework that can combine the diverse individual abilities of every group employee all over the world to create new values.
The Mitsui O.S.K. Lines Group will create new value by combining the diverse individuality and capabilities of all group employees, all over the world, and ensure sustainable enhancement of corporate value. We position diversity and inclusion as the driving force of new growth, and will implement the following initiatives:
- Provide opportunities for diverse personnel to get together and grow, and enable every one of them to bring out the best of their abilities.
- Foster a corporate culture that enables them to express their diversity, individuality, sense of value, and points of view, freely and openly.
- Flexibly establish a human resource system and workplace environment that can leverage the diversity of the group.
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
More active roles for female employees are indispensable to promote diversity and inclusion. The group takes a proactive stance in various initiatives such as enhancing systems needed during different life stages such as childcare support, extensive support for career development, training programs for build awareness at managerial levels, and dialogues to support the MOL Group's women in networking and career development. This phase of our efforts was highly regarded and earned use the honor of selection as a "Nadeshiko Brand," companies recognized for encouraging women's success in the workplace. In addition, in March 2021, we renewed the action plan based on the Act on Promotion of Women's Participation and Advancement in the Workplace. We proactively press forward with various initiatives such as selection of diverse careers by double-tracking career path-setting, allocating personnel according to individual capabilities by strengthening talent management and providing growth opportunities.
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 2021.
Original (in Japanese only)
English version. / Unofficial translation
MOL Establishes Action Plan Based on 'Act on Promotion of Women's Participation and Advancement in the Workplace'[226KB]
Percentage of Women in Managerial Positions
MOL sets a goal of percentage of women in managerial positions as follows.
Targets by end FY 2025
- Increase the percentage of women employees in managerial positions both on land and at sea to 7% or higher.
- Increase the percentage of land-based women employees in managerial positions to 10% or higher.
- Increase the percentage of land-based women employees (equivalent to team leaders) in leadership positions to 20% or higher.
Action Plan based Based on 'Act on Advancement of Measures to Support Raising Next-Generation Children'
MOL helps all employees achieve work-life harmony, demonstrate their maximum enthusiasm and vitality to perform at their full potential, and gain fulfillment from their work in compliance with an action plan based on 'Act on Advancement of Measures to Support Raising Next-Generation Children', which was established in the end of March 2021.
Original (in Japanese only)
English version. / Unofficial translation
MOL Establishes Action Plan Based on 'Act on Advancement of Measures to Support Raising Next-Generation Children'[202KB]
Personnel System Allowing for Diverse Workstyles
In July 2018, MOL introduced a new personnel system, based on changes in the areas of businesses-and the different characteristics of those business fields-as well as changes in workers' sense of value in society. We are moving ahead to create multi-faceted career paths based on individual employees' career orientatation, values, and life stage. Specifically, we nurture and retain top professionals, and establish job categories that limit work locations. We can also provide our employees with more flexible, diverse workstyles through an occupational change system.
In addition, we developed a system to support autonomous career development to maximize employee performance. This allows each and every employee to realize their own value and potential, perform to the best of their ability and expertise, and approach their work with an ideal balance of good work environments and rewarding jobs.
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.
MOL Group D&I Hot Dialogue
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. In fiscal year 2020, we changed the name to "MOL Group D&I HOT Dialogue," calling for male employees to participate and make the dialogue an opportunity for all participants to think for themselves about what they need to do to develop their careers and realize their personal and family goals, especially in families with two working spouses. In fiscal year 2021, in conjunction with International Women's Day, we held the W Dialogue with Mitsui Chemicals, Inc., in which more than 200 people from both companies and Group companies participated. This meeting not only built a network within the MOL Group, but also provided an opportunity for dialogue that transcended the boundaries of the company and industry.
Diversity Promotion Lecture/Training Program
- Roundtable discussion "LGBT: What Do I Need to Know"
- 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
In addition, we conduct diversity promotion courses, lectures, and training programs, management poisition-specific training, and so on, regardless of gender.
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 AXE. 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. Employment of disabled workers
Realizing that disabled workers can have meaningful lives as members of the local community
MOL leased part of the "Work Happiness Farm: Saitama Koshigaya Farm" (*) in Koshigaya-shi, Saitama Prefecture, and started operation of its own "MOL RAISE" program in April 2021. Harvested vegetables are used in lunch menus at the employee canteen in the Head Office, helping to maintain and enhance the health of employees.
MOL believes that indoor vegetable farming is one of the workplaces where every disabled employee can move toward achieving their full potential. We hope we can help them take a step into participation in society and enjoy rewarding lives as members of the local community through their work at "MOL RAISE."
(*) A rental farm for companies, established in Koshigaya-shi, Saitama Prefecture, by S. Pool, Inc. (Headquarters: Tokyo), which supports the employment of disabled persons.
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.