Sustainability Management

Basic Policy to Sustainability Management
Sustainability Management System
Sustainability Issues (Materiality)
MOL Sustainability Plan

Basic Policy to Sustainability Management

The MOL Group's sustainability management is based on a long-term strategy and aims to achieve sustainable growth for society and the group.
In the Group Vision for 2035, we state our intent to "take a leap toward becoming a global social infrastructure company," and we engage in the "BLUE ACTION 2035" group management plan to realize this vision.In the Group Vision for 2035, we state our intent to "take a leap toward becoming a global social infrastructure company," and we engage in the "BLUE ACTION 2035" group management plan to realize this vision. We will pursue "BLUE ACTION 2035" in line with the spirit of the MOL Group Corporate Mission and its values, "MOL CHARTS," and maximize the value we provide to all stakeholders by creating both economic and social value. The economic value generated by the MOL Group is primarily measured and managed through the financial Core KPIs defined in "BLUE ACTION 2035." Social value is categorized into three areas: "provision of infrastructure that supports daily life and industry," "realization of a sustainable ocean and global environment," and "enhancement of well-being."

Under "BLUE ACTION 2035" Phase2, which began in fiscal 2026, in addition to our 3 core strategies (Portfolio, regional and environment), we will focus on the Sustainability Issues (materiality) of the environment, safety, human resources, and DX as the management foundation to support these strategies, as well as a permanent corporate theme of governance.

The Framework of BLUE ACTION 2035

The Blueprint of BLUE ACTION 2035

Sustainability Management System

The MOL Group has established a management system with the President & CEO responsible for pursuing sustainability management on a group-wide scale. Key sustainability management issues are mainly discussed by specific committees (Sustainability Committee, BLUE ACTION Committee, Investment Strategy Committee, Safety & Quality Enhancement Committee, HC Action Committee, and Compliance Committee), which are subordinate to the Executive Committee. The Board of Directors oversees all sustainability-related initiatives. Particularly important policies, strategies, and other matters are decided after deliberation by the Executive Committee and each committee, followed by a resolution by the Board of Directors.

Sustainability Committee

This is a cross-functional organization that meets about once a month to deliberate on the group's sustainability strategy (identification and review of materiality, formulation of sustainability plans, confirmation of progress, and so on) and other initiatives such as the environment, human rights, value chain management, and social contribution activities.

Sustainability Committee Key Agenda Items for FY2025

Revision of Environmental Vision, Safety Vision, Human Capital Vision, and DX Vision
Review of environmental strategies based on the IMO Net-Zero Framework
Disclosure based on TNFD
Social Contribution Activities

Sustainability Discussions

Apart from general resolutions and reports, the Board of Directors will also discuss sustainability. This is intended to strengthen the board's involvement in reviewing sustainability management policies and strategies. In FY2024, the Board of Directors discussed topics such as the review of materiality, long-term decarbonization transition scenarios, and human rights initiatives.

Advisory Board

We believe it is important to respond appropriately to changes in global situations, social values, and technology, and to strategically optimize the balance of our business portfolio. Therefore, we have established an Advisory Board consisting of outside experts under the President & CEO, with the objective of obtaining opinions on prioritized areas from the perspective of updating and enhancing our management strategies and risk management.

Advisory Board (As of October of 2025)[408KB]

Sustainability Issues (Materiality)

Our group has identified key issues as "sustainability issues" (materiality) in order to achieve sustainable development together with society by realizing the Group Vision.
Since first identifying the Sustainability Issues in fiscal year 2019, we have conducted periodic reviews taking into account changes in both the external and internal environment. From fiscal year 2026, we have reorganized these into the following four material issues. The revision in fiscal year 2026 was carried out in parallel with the formulation of Phase 2 of the management plan "BLUE ACTION 2035." In order to clearly demonstrate the areas on which the MOL Group will focus, we identified issues that contribute to the creation of both economic and social value as our core material issues. For each of the four issues, we have established targets, KPIs, and action plans, and we manage progress toward their resolution.
The content of these sustainability issues was approved by the Board of Directors in March 2026. The Board also oversees the status of related initiatives, and we will continue to annually assess the need to review our materiality and make revisions as necessary in response to changes in the business environment.

Priority themes	Main targets and KPIs	Action
Climate Change Marine Environment	Achieve net zero GHG emissions for the entire Group by FY2050 GHG emissions intensity FY2035 ▲45% In the 2020s Deploy net zero emissions ocean-going vessels	Refer to "Environmental Vision"
Human Life Marine Environment Stable Operations	Zero fatal accidents Zero serious accidents LTIF：Lost Time Injury Frequency Vessel downtime rate	Refer to "Safety Vision"
Diversity, Equity & Inclusion Mutually Empowered Highly Engaged	MGKP Composition - Ration of Women: FY2035 20% - Ration of Group talents: FY2035 40% - Candidate readiness rate: FY2035 150% Ration of Woman in management positions (head office) FY2035 30% Organizations with improved engagement score: FY2035 80%	Refer to "Human Capital Vision"
IT/Digital Infrastructure Productivity & Safety Business Transformation	Time creation rate for value creation activities FY2035 ▲30%	Refer to "DX Vision"

Identification process

In line with Phase2 of BLUE ACTION 2035, a management plan launched in 2026, we reviewed the material issues in the following steps.

STEP1Identification of materiality candidate themes

Based on the European Sustainability Reporting Standard (ESRS) and referring to other international guidelines for disclosure of sustainability information, we identified candidate themes for materiality.

< Guidelines used for reference >

European Sustainability Reporting Standard (ESRS)
SASB Standard
SDGs
Stakeholder Capitalism Metrics

STEP2Double materiality assessment

Adopting the concept of double materiality, we conducted an assessment of impacts, risks, and opportunities related to the materiality candidate themes identified in STEP1.
Impact, risks and opportunities were assessed using the assessment methods defined in the European Sustainability Reporting Standards (ESRS). Impact was calculated by multiplying the severity (Size, scope, and difficulty of recovery) by the likelihood of occurrence, and risk and opportunity was calculated by multiplying the size of the potential financial impact by the likelihood of occurrence.

STEP3Evaluation from stakeholder and our company perspectives

Candidate themes for impacts, risks and opportunities that exceeded the threshold in STEP2 were prioritized in terms of their importance to stakeholders and the Company.
Regarding the stakeholder axis, we evaluated its importance by referring to records of engagement with investors, shareholders, customers, business partners, employees, and NPOs and NGOs. We also conducted separate interviews and questionnaires with investors and shareholders.
The importance of the corporate axis was evaluated from the perspective that it is highly related to the corporate philosophy and group vision, social value created, business strategy, and our group's strengths.
We also confirm the validity of the assessment with members of the Advisory Board.

STEP4Reconfigure materiality (organize themes)

In STEP3, we organized the themes that exceeded the threshold in terms of both stakeholders and our own company, and organized them into four issues: the environment, safety, human resources, and DX.
The table below shows our recognition of impacts, risks and opportunities for each issue.

Materiality	Priority themes	Impact/Risk/Opportunity	Details　of impact/risk/opportunity		Materialization timing*1	Related business*2	Related of ESRS topics
Environment	Climate Change	Impact (negative)	1	Acceleration of climate change due to high GHG emissions from the combustion of marine fuels	Short- to long-term	Shipping	E1 Climate change adaptation, Energy
		Risk	2	Increase in expenditures due to capital investments required to comply with environmental regulations	Short and medium term	Shipping
		Risk	3	Increase in expenditures resulting from penalties, taxation, and reputational damage caused by violations of environmental regulations	Short and medium term	Shipping
		Risk	4	Deterioration of revenues due to declining demand for high-GHG-emitting resources such as fossil fuels as decarbonization progresses	Short- to long-term	Shipping
		Opportunity	5	Strengthening of competitiveness through the introduction of low- and zero-carbon technologies, leading to increased revenues	Short and medium term	Shipping、Energy infrastructure
		Opportunity	6	Increase in revenues through business development that anticipates demand for low- and zero-carbon technologies and fuels, including the wider adoption of clean energy	Medium and long term	Shipping、Energy infrastructure
		Opportunity	7	Reduction in expenditures through improved fuel efficiency, such as the introduction of energy-saving equipment and optimized vessel operations	Short and medium term	Shipping
	Marine Environment	Impact (negative)	8	Potential adverse impacts on marine ecosystems and coastal fisheries and tourism industries in the event of fuel or cargo spills caused by groundings or collisions	Short- to long-term	Shipping、Energy infrastructure	E2 Pollution of water E3 Marine resources
	Marine Environment	Risk	9	Increase in expenditures resulting from penalties and reputational damage due to environmental regulation violations triggered by oil spills and similar incidents	Short term	Shipping、Energy infrastructure	E2 Pollution of water E3 Marine resources
Safety	Human Life	Impact (negative)	10	Damage to the life and health of employees and business partners across the value chain	Short term	Shipping、Energy infrastructure、Ports and logistics、Cruise and ferry	S1 Working conditions S2 Working conditions
		Risk	11	Increase in expenditures due to penalties, litigation, and reputational damage arising from harm to the life and health of employees and business partners	Short term	Shipping、Energy infrastructure、Ports and logistics、Cruise and ferry
		Risk	12	Increase in expenditures due to employee turnover resulting from inadequate workplace safety, as well as medical expenses and related costs	Short term	Shipping、Energy infrastructure、Ports and logistics、Cruise and ferry
	Marine Environment	Impact (negative)	13	Refer to 9	Same as left	Same as left	Same as left
	Marine Environment	Risk	14	Refer to 10	Same as left	Same as left	Same as left
	Stable Operations	Risk	15	Increase in expenditures due to fines, litigation, and reputational damage resulting from major accidents	Short term	Shipping、Cruise and ferry	S4 Personal safety of consumers and/or endusers
	Stable Operations	Opportunity	16	Strengthening of competitiveness through the continuous maintenance and enhancement of safety and quality, as well as ensuring the safety of newly introduced technologies, including low- and zero-carbon technologies, leading to increased revenues	Short- to long-term	Shipping	S4 Personal safety of consumers and/or endusers
Human Capital	Diversity, Equity & Inclusion	Opportunity	17	Improved productivity through the recruitment of diverse talent and expansion of business opportunities by leveraging diverse perspectives, resulting in increased revenues	Short- to long-term	Shipping、Energy infrastructure、Ports and logistics、Cruise and ferry、Real estate、Related businesses and others	S1 Working conditions, Equal treatment and opportunities for all S2 Working conditions, Equal treatment and opportunities for all
	Mutually Empowered	Opportunity	18	Expansion of business opportunities through the acquisition, development, retention, and effective utilization of talent that drives innovation, leading to increased revenues	Short and medium term	Shipping、Energy infrastructure、Ports and logistics、Cruise and ferry、Real estate、Related businesses and others
	Highly Engaged	Opportunity	19	Improved productivity and employee retention through enhanced job satisfaction, resulting in reduced expenditures and increased revenues	Short and medium term	Shipping、Energy infrastructure、Ports and logistics、Cruise and ferry、Real estate、Related businesses and others
Digital Transformation	IT/Digital Infrastructure Productivity & Safety Business Transformation	Opportunity	20	Deepening operational efficiency through the introduction of advanced technologies, contributing to climate change mitigation	Short- to long-term	Shipping	E1 Climate change adaptation, Energy
Digital Transformation		Opportunity	21	Increase in revenues through improved operational efficiency and enhanced safety in line with technological advancements	Short- to long-term	Shipping、Energy infrastructure、Ports and logistics、Cruise and ferry、Real estate、Related businesses and others	SPorts and logisticsking conditions S2 Working conditions S4 Personal safety of consumers and/or　endusers

*1 Starting from 2025, the short-term is within 1 year, the medium-term is within 5 years, and the long-term is over 5 years.
*2 Our group's businesses include "shipping," "energy infrastructure," "ports and logistics," "cruise and ferry," "real estate," and "related businesses and others" for analysis.

MOL Sustainability Plan

Prior to fiscal 2025, the MOL Sustainability Plan was used to manage the progress of materiality-related targets, KPIs, and action plans. Since fiscal 2026, we have been implementing progress management in accordance with our Environmental Vision, Safety Vision, Human Capital Vision, and DX Vision.

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