MOL GroupHuman Capital
Vision

In April 2026, in conjunction with the formulation of Phase 2 of our corporate management plan, BLUE ACTION 2035, we updated the MOL Group Human Capital Vision, which sets out the Group’s fundamental approach to Human Capital. The Vision was originally established in 2023, and this update was approved by the Board of Directors in February 2026.

MOL Group Human Capital (HC) Vision[1.10MB]

Overall View

The Three Basic Principles of the HC Vision and the Roadmap Toward 2035

Based on the theme "All on Board, Success through Growth" in the HC Vision, MOL Group established three basic principles "Diversity, Equity & Inclusion," "Mutually Empowered" and "Highly Engaged," as the basic principles of the group's human capital policy. By creating a positive cycle based on these three basic principles, we aim to achieve the sustainable growth of both individuals and the company, ultimately delivering value to all stakeholders.

HC Vision

All on Board, Success through Growth

By empowering every individual to align toward a shared future and fulfilling our respective roles, the MOL Group will achieve sustainable growth for both individuals and the company, ultimately creating value for all stakeholders. In a rapidly changing business environment, it is essential to fully leverage the strengths and expertise of our diverse people, promote collaboration across organizational boundaries, and continuously enhance engagement.
By developing such an environment and systems, the MOL Group aims to maximize the "capabilities of our people and organizations" in alignment with the group's business strategy, and evolve into a strong and resilient corporate group that grows on a global scale.

Basic Principle 1

Diversity, Equity & Inclusion

We thoroughly respect human rights and comply with all laws and regulations. We accept and welcome a diverse range of colleagues, and create opportunities that encourage each and everyone of our people to play an active role in their own way.

Basic Principle 2

Mutually Empowered

We nurture an environment in which each and every one of our people becomes a professional with a strong sense of ownership.
We collaborate with and mutually empower people inside and outside the company. We enhance the abilities of each and every one of our colleagues, transcending organizational and regional boundaries, while maximizing groupwide organizational capabilities.

Basic Principle 3

Highly Engaged

We continue to create a group in which each individual can perform their best, feeling proud, secure, healthy and energetic in belonging to the group.
We will create a basis for them to challenge themselves, thereby providing new value to the organization.

ACTION PLAN HC ACTION

Overview of HC Action and KPIs

When the HC Vision was established, we consolidated action plans aligned with each of the three basic principles under the framework of "HC Action" and implemented initiatives toward the target state to be achieved by the end of Phase 1 of the management plan (FY2023–FY2025). Building on this foundation, we will continue to define the target state to be reached by the end of Phase 2 (FY2026–FY2030), together with the actions required to achieve it, and steadily advance our efforts toward these goals.

Overview of Action Plans

KPI

Key Initiatives and the Process of Value Creation

STRUCTURE Organizational Structure to Promote HC Action

To support the Chief Human Resource Officer (CHRO) and oversee the planning and execution of HC Action, we established the Human Capital Strategy Division at our Head Office in 2023.
During Phase 1, working closely with the Human Capital Management Division at Head Office and HR functions across the Group, we developed a cross-group HR functional structure among HR organizations and promoted the HC Vision and Action.
In Phase 2, we will further strengthen this cross-group HR functional structure and execute HC Action aligned with new business strategies.
In addition, during Phase 1, we established the HC Action Committee as a subcommittee of the Head Office Management Committee, as well as the MGKP (MOL Group Key Positions) Committee as an advisory body to the CHRO.
The HC Action Committee primarily discussed reformation of the Head Office HR systems, while the MGKP Committee deliberated on appointments aimed at realizing the "right people in the right place" on a Group-wide basis.
In Phase 2, by expanding the scope of discussions within these two committees globally across the Group, we aim to further advance HC Action and ultimately maximize the capabilities of our people and organizations across the entire Group.