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Human capital development
MOL Group considers development of its employees as a key driver for future success so has implemented a group-level guideline that defines the elements of strategic skills management. These are:
- development systems must focus on accelerating employee integration into the company and into any new position;
- employee knowledge, professional and personal skills should be developed to ensure efficient daily operations;
- the employee’s career growth and development is supported and its effectiveness is monitored.
Thanks to last years’ efforts the relation between MOL Group strategic goals and the training and development concept became more transparent and shows the way to develop in the future:
- Global thinking and doing
Business efficiency and global processes are getting more of a focus so the best practices from training and development programs are also being used from global to local level to support integrated work.
- Learning instead of training
Focusing on internal knowledge transfer and complex, long-term leadership and professional development which reflect business need instead of modular and theoretical education.
- Concentrating on mass but individualized development
As the oil and energy industry requires special knowledge, we launched development programs not only for talent pools but also for our experts. We provide not only professional development programs but also special competency development to make employees capable of not just reacting to changes but initiating them.
- Return-oriented monitoring during the planning and implementation of development programs
E.g: monitoring the correlation between HSE programs and accidents and/or Lost Time Injury Frequency (LTIF).
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Training and development data in MOL Group /data from BI/ |
2009 without INA |
2010 without INA |
2010 with INA |
|---|---|---|---|
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Average hours of trainings per employee (hours) |
21 |
25 |
18 |
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Average training cost per employee (HUF) |
55,876 |
60,472 |
43,098 |
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Group level training data per employee group – without IES S.p.A. and TVK plc* |
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Average hours of trainings per employee (hours) |
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Executive/Top management |
58 |
48 |
42 |
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Middle/General management |
37 |
38 |
32 |
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First line management/Supervisor |
29 |
39 |
33 |
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Specialists groups |
27 |
29 |
22 |
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Other employees |
17 |
23 |
15 |
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Average training cost per employee (HUF) |
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Executive/Top management |
604,472 |
557,567 |
476,355 |
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Middle/General management |
233,533 |
277,333 |
226,563 |
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First line management/Supervisor |
163,014 |
176,806 |
153,451 |
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Specialists groups |
112,316 |
117,038 |
89,613 |
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Other employees |
39,830 |
45,520 |
31,764 |
* IES S.p.A. and TVK Plc was unable to provide training data broken down to employee groups
Training events for competency assurance
Training events that support safe and effective daily operations and that are in line with authority regulations, job requirements or internal guidelines serve as the basis of our development system. These training events cover topics such as work safety, HSE, IT safety, etc.More
Employee competency development
Employee development is a driver of major cultural changes. Both ‘best practices’ – leadership and talent development – and ‘next practices’ - complex competency development programs for wider target groups – are utilised in MOL Group.More
Leadership development
The MOL Group Leadership Competency Model serves as the heart of our HR systems. The model incorporates elements such as selection, career management, talent management, and learning and development processes. Our model defines five generic roles along the leadership pipeline, and classifies what MOL Group believes makes a successful leader at each of those stages.More
