|Mr. Iain Paterson
Chairman of the Sustainable Development Committee (SDC)
Over recent years, MOL Group has evolved and its operations have become more international and more complex. How is this reflected in MOL’s SD approach and the Board’s perspective?
MOL Group entered a new phase in sustainability when in 2010 it became a listed company in the Dow Jones Sustainability World Index. In 2011, new strategic business directions were identified and, finally, due to personnel changes in the Board, the composition of the SDC also changed. So we updated the Committee Charter and agreed on a new direction: making progress in the 6 strategic focus areas and in the performance of our business divisions and subsidiaries. Moreover, we also aim to pay more attention to ensuring effective implementation of policies and tools such as our Code of Ethics and the new HSE and Social Impact Policy.
In 2011 MOL refreshed its group-level HSE Policy by adding social impact criteria. How can you ensure it is effectively implemented?
A policy remains only a nice piece of paper if it is not translated into tangible outcomes in the action and behaviour of individuals. The Board of Directors receives regular reports on the HSE performance of MOL Group, which includes details on significant incidents, key performance indicators and our main projects. Moreover, as ‘Health and Safety’ and ‘Environment’ are two important sustainability focus areas, we request that progress reports are compiled for the SD Committee meetings. And do not forget that one of the topics of the regular business division and company reports is HSE performance. Besides the Lost-Time Injury Frequency which remains a KPI in the incentive scheme for all managers within the Group, through concentrating on the above-mentioned focus areas we aim to express our sensitivity towards, and moreover start to really manage, the impacts of our operations on the affected social environment.
What kind of sustainability issues and challenges will be in focus for 2012?
We have long-term sustainability targets which define the main directions for the ongoing business year. To pick some examples: energy efficiency projects will be continued or launched at several sites; the roll-out of different safety programs (e.g. process, work, road and contractor safety) will be also continued; in Százhalombatta we plan to commence the construction of a biogas plant and our R&D programme for biofuels will continue as well. Regarding human capital related issues, we will carry on implementing various competency-development programs and tailor our systems to deal with the more international nature of our operations. Furthermore, a modified version of the Code of Ethics was recently issued and we (as members of the SD Committee) requested a report on the status of its implementation by the end of the year.
How do you evaluate performance in 2011 in the light of sustainability objectives?
Regarding safety, which is our first priority, I have ambivalent feelings. The Lost Time Injury Frequency was lower than for previous years and close to our long-term target objective (1.23, compared to our target of 1), and the majority of the accidents which happened were not technology-related but rather minor injuries caused as a result of slips and trips.
But, unfortunately, fatal incidents which were connected with MOL Group’s activities also occurred, which is unacceptable. Most of the environmental targets were met, and the numerous HR-related awards we received during the year are a reliable validation of the ongoing investment into MOL’s human capital.
Which sustainability challenge are you personally the most concerned about?
The key challenge is how humanity can more intelligently preserve the world’s resources for future generations.
The human race will only be able to survive if productive land, water and other natural resources are preserved. However, I would like to highlight the word “intelligent”: we should act in a conscious and systematic way to safeguard resources and be sure to not forget to pay attention to social development.