MOL Group CEO presents strategic outlook

According to Hashimoto, the group’s robust performance was driven by geopolitical shifts rerouting vessels and the depreciation of the yen. Despite this success, Hashimoto acknowledged risks such as geopolitical tensions and the prolonged Russia-Ukraine conflict, underscoring the need to strengthen decision-making, intelligence, and human capital to navigate an uncertain environment.

Looking ahead, 2025 marks the conclusion of Phase 1 of MOL’s “BLUE ACTION 2035” plan. With assets surpassing 4 trillion yen, the group aims to solidify its dominance in specific sectors and regions rather than pursuing broad expansion. Key strategies include focusing investments in competitive areas, optimizing shareholder returns, and efficiently managing assets.

Hashimoto stressed the importance of cultivating a “hunter’s mindset” within the workforce to drive business transformation and new ventures. Reforms in the personnel system will support this vision, enabling more dynamic collaboration and talent allocation across the organization.

On environmental challenges, Hashimoto acknowledged the slowing momentum for green fuel adoption but reaffirmed MOL’s commitment to operational efficiency and GHG emission reductions. He emphasized the group’s role as a leader in sustainable practices, collaborating with industry partners to shape future trends. 

Turning to global environmental issues, which are also a major management challenge for our group, the enthusiasm we saw around the time of the 2021 Glasgow Accord has faded, and it is becoming harder to envision a scenario in which hydrogen, biofuels, and other green fuels rapidly spread and replace fossil fuels.

… said Hashimoto

Hashimoto closed by reiterating MOL’s commitment to growth, profitability, and stakeholder value, extending best wishes for the health and success of all employees and their families.