A Corporate Group No. 1 in Work-Style Reform and Human Capital Competitiveness
First written in FY2017. 7 of 12 entries say "Advanced", first in FY2019. Latest entry: FY2026.
- FY2026RaisedAnnual report
「The company has established six specific actions: “continuous talent development,” “deeper use of human capital data,” “expanding opportunities for maritime professionals,” “promoting human capital exchanges across organizational boundaries,” “strengthening the Group-wide human resources function,” and “improving engagement.”」
The company put the Human Capital Vision into six actions and set targets for fiscal 2030 and fiscal 2035, including a 20% ratio of women in MGKP, a 40% Group human capital ratio, and a 30% ratio of women in management positions among land-based employees. - FY2025AdvancedAnnual report
「As one result of these initiatives, overtime hours in fiscal 2024 were reduced by 6% from the previous fiscal year and by 16% from fiscal 2022, before the initiatives began. / The company has also set a target of a 15% ratio of women in management positions among land-based employees in fiscal 2025 as one of the management plan's Core KPIs and is monitoring progress (fiscal 2024 actual: 12.2%).」
The company reduced overtime hours by 6% from the previous fiscal year and by 16% from fiscal 2022, while the ratio of women in management positions reached 12.2%; progress toward the fiscal 2025 target of 15% continues to be monitored. - FY2024AdvancedAnnual report
「The company has designated the three years of Phase 1, from fiscal 2023 through fiscal 2025, as a period of transformation and is pursuing initiatives in line with the action plan HC ACTION 1.1, updated in February 2024, to achieve its targets by the end of fiscal 2025.」
The company updated the Human Capital Vision action plan to HC ACTION 1.1 and continues to monitor progress toward its fiscal 2025 targets, including a 15% ratio of women in management positions. - FY2024-Q2RestatedAnnual report
「There were no newly arising business or financial issues requiring priority action during the current second-quarter consolidated cumulative period.」
The company reaffirmed that no new business or financial issues requiring priority action had arisen. - FY2024-Q1RestatedAnnual report
「There were no newly arising business or financial issues requiring priority action during the current first-quarter consolidated cumulative period.」
The company confirmed that no new business or financial issues requiring priority action had arisen. - FY2023AdvancedAnnual report
「In April 2023, the company announced the MOL Group Human Capital (HC) Vision. It will undertake a fundamental transformation of its human capital policies and initiatives, including appointing and developing specialized personnel to lead new businesses and global personnel to strengthen regional strategies, and centralizing human resources planning across the Group and globally.」
The company put its workstyle reform and human capital competitiveness themes into practice through the Human Capital Vision, Group-wide and global centralization, and the appointment and development of specialized and global personnel. It also set Phase 1 targets, including a 15% ratio of women in management positions. - FY2022AdvancedAnnual report
「The company will make initiatives related to human resources, including securing and developing highly capable seafarers as a foundation for future proactive investment, its highest priority.」
Alongside continuing workstyle reform, the company positioned securing and developing seafarers, expanding numerical targets for a more diverse organization, and developing a new human resources plan as priority initiatives. - FY2021AdvancedAnnual report
「Improving organizational capabilities / A project execution structure not constrained by existing organizational boundaries / Launch of project teams (16 teams in total)」
The company put workstyle reform and improved organizational capabilities into practice by establishing a project execution structure not constrained by existing organizational boundaries and launching 16 teams in total. - FY2020AdvancedAnnual report
「The company aims to improve productivity by 15% and redeploy the personnel freed up by these gains to growth areas. In light of the productivity benefits of making remote work permanent, it will seek to achieve the target ahead of schedule.」
The company developed workstyle reform into specific measures: a 15% productivity improvement across the Group, redeployment of personnel to growth areas, and making remote work permanent. - FY2019AdvancedAnnual report
「The company will pursue specific measures, including research into elemental technologies for achieving autonomous navigation, consideration of LNG-fueled vessels, and workplace reform to transform workplace and organizational culture.」
The company put workstyle reform into practice as workplace reform and continued it as an initiative linked to maritime expertise, ICT, technology development and environmental businesses. - FY2018RestatedAnnual report
「The company will continue five priority initiatives: strengthening maritime expertise, utilizing ICT, developing technology, developing environmental and emission-free businesses, and promoting workstyle reform to organically link these initiatives. In fiscal 2018, the second year of the initiatives, it will narrow the focus of the key themes in each area and pursue measures to put them into practice.」
The company continued workstyle reform as a priority initiative linked to maritime expertise, ICT, technology development and environmental businesses, and announced a policy of narrowing the focus of key themes in fiscal 2018. - FY2017First statedAnnual report
「The company will achieve innovation in technology and business models while striving to become a corporate group with No. 1 human capital competitiveness and a corporate culture in which officers and employees can work with enthusiasm.」
As a measure to achieve its vision for 10 years from now, the company established workstyle reform as an independent strategic item for the first time and linked No. 1 human capital competitiveness with innovation in technology and business models.