Territory Stories

Sustainability 2013 report

Details:

Title

Sustainability 2013 report

Collection

Inpex reports; Reports; PublicationNT; reports

Date

2013

Description

Made available via the Publications (Legal Deposit) Act 2004 (NT).

Language

English

Subject

Inpex -- Northern Territory -- Periodical

Publisher name

Inpex

Place of publication

Tokyo, Japan

Copyright owner

Check within Publication or with content Publisher.

Parent handle

https://hdl.handle.net/10070/256405

Citation address

https://hdl.handle.net/10070/520991

Page content

26 IN PEX C O RPO RA TIO N SU STA IN A BILITY REPO RT 2013 Dialogue with Stakeholders Developing Global Human Resources who Share the Same Ideas Tanaka: People from over 20 countries all over the world are involved in the Ichthys LNG Project. This is why we have formulated the INPEX HR VISION, composed of four key pillars, to promote various personnel initiatives from a global perspective and share the same ideas group wide. To formulate this vision, we held Global HR Conferences in Jakarta and Tokyo, during which Australian and Indonesian staff gath ered and exchanged opinions. Based on the idea of becoming INPEX, the company where people want to work, we placed Make INPEX the best place to work at the top of the four key pillars of our vision. Adachi: I feel that INPEX will have to make a decision as to whether it considers itself a Japanese company or emphasizes its identity as an energy supply company of global scale. My impression is that in the future, the idea of supplying energy to Japan may not be enough to sustain the motivation of foreign employees. Tanaka: I am reverting to the topic of Indonesia, which we covered earlier. In my mind, if we are able to help a region with its needs, for example in geothermal energy development, its volume of oil and gas exports will rise accordingly, supporting a new capacity to meet the global energy demand, which could result in a contribution to the supply of energy to Japan. employer of choice (Make INPEX the best place to work) Adachi: On the topic of globalization, incidentally, verbal communication is also one of the strengths of women. By making sure to hire human resources with excellent communi cation skills and employ them, INPEX could become the most accepted company in the countries where it operates. Kikkawa: When judging whether a company is globalizing or not, one has just to look at its diversity. It is an extremely important index, which will give an immediate answer. Sugioka: Although measures to promote women empowerment are still insufficient in Japan, compared with overseas projects, half of the staff are female in the HSE Department I am responsible for, and they work at the forefront of our overseas and domestic activities. From a global perspective, we intend to continue to actively hire more woman. measurements. Even though Japanese companies find it difficult to enter this scheme, because it seems to involve costs, I hope that INPEX, by keeping detailed records and measuring effects, will adopt this initiative. Sugioka: We recognize it as an issue we should tackle voluntarily. In the spring of 2012, to study the global strategy of INPEX on greenhouse gases, we have established a subcommittee which includes Australian employees, and have begun creating a framework. We will develop a strong system before the Ichthys LNG Project enters the production stage. Yui: Because our projects in Australia have an extremely important impact, implementing greenhouse gas countermeasures on a project basis will significantly contribute to environmental consideration. One of the means is CCS (Carbon Capture and Storage), and it is precisely something that can be done as an extension of the technologies we possess as an E&P company. Diversity as an index of globalization Kikkawa: To conclude, I believe that the role of the state has been to disseminate the most efficient methods, while that of private companies has been to develop best practices and pioneer new fields. In my view, INPEX has been able to grow this much because of its strong private-sector spirit, and I hope it will continue with the same determination in the future. Adachi: It is not especially common in Japanese companies where management states clearly its will to continue steady CSR efforts, including initiatives on the environment and human rights, in spite of the increased costs. Business activities necessarily involve positive and negative impacts, and this is where the debate starts. I hope that INPEX will set examples, so that Japanese companies can easily understand this approach. Sugioka: In our experiences of working jointly with oil major compa nies, the more we know our partners, the more we feel the magnitude of difference between their efforts and ours. Catching up with such com panies is what our medium- to long-term vision is about. However, towards the achievements of its targets, we will first focus on the smooth launching of the Ichthys LNG Project. I believe that once the targets are achieved, we may be able to say with a little more confi dence that we have become a company worthy of everyones expecta tions. In that respect, we hope to continue benefiting from your support. Thank you very much for providing a lot of valuable remarks today. A development expected to leave its mark in Japanese business history 2 Joint Credit Mechanism: Through the diffusion of greenhouse gas reduction technologies, products, systems, services, and infrastructure, as well as the implementation of mitigation actions in developing countries, this mechanism evaluates contributions to greenhouse gas emission reductions or removals from Japan in a quantitative manner, and uses those emission reductions or removals to achieve the emission reduction targets of Japan


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