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

4 IN PEX C O RPO RA TIO N SU STA IN A BILITY REPO RT 2013 Implementing CSR management under our medium- to long-term vision Announced in May 2012, our medium- to long-term vision outlined three growth targets and three management policies. As part of it, we have committed ourselves to continuously reinforce CSR manage ment, clearly expressing, in and outside the company, our stance on this subject. In 2012, by establishing the CSR Committee, which I chair, and specifying our five key CSR issues, we have laid the foundations for the company-wide promotion of our CSR management. As one of these key issues, we have positioned the building of positive relationships with local communities in the regions where we operate our projects. In 2011 and 2012, we conducted the community polling among residents in Darwin, where the LNG plant for the Ichthys LNG Project is being constructed. The responses we gathered show that 85% of those who are aware of the Project welcome this Project. Among other factors, the Project seems to be highly regarded because of the many job oppor tunities it creates and the contributions it makes to the local economy. Enhanced HSE initiatives together with our contractors All the projects we conduct involve many parties, including contractors and subcontractors, and it is essential that the same awareness of CSR be shared by everyone. HSE1 initiatives are an example of this. In November 2012, as the operator of the Ichthys LNG Project in Australiaa first for a Japanese company, INPEX invited the CEOs of all contractors and subcontractors involved in the Project and held the HSE CEO Forum. During the forum, the Project confirmed consistent approaches on HSE throughout all contractors. One of the CEOs commented that the level of their HSE initiatives had risen as a result of working with INPEX. This forum will be held annually. For the INPEX Group, 2012 was the year of taking the helm in strengthening your CSR management. Reviewing this past year, what kind of changes have taken place and responses have you received ? Q Top Management Commitment Efforts in Diversity Management With employees from diverse nationalities and cultures at work in our operator projects, such as Ichthys and Abadi, diversity manage ment has become an important issue. On the other hand, we recognize that diversity management2 can be implemented more thoroughly in Japan, including at our head office, for example through the empowerment of female employees. INPEX is determined to actively tackle these issues, considering them important management initiatives. Supporting employees active in the global arena In February 2013, our Perth Office in Australia conducted an employee engagement survey, targeting 1,150 INPEX employees of the INPEX Group working on the Ichthys projects. The results showed that employee satisfaction in the workplace is above the average of the oil and gas industry. INPEX is especially regarded for its stance on topics such as safety, diversity, and corporate social responsibility, and for its corporate culture that values people. I interpret such results as an indica tion that our projects are being conducted with a high awareness of CSR. In 2012, with a view to securing/developing human resources and building an efficient organizational structure, one of the management policies of our medium- to long-term vision, INPEX established the Global HR Strategy Planning Group. In addition, the INPEX HR VISION was selected as the Groups first initiative following its establishment. On that basis, the Group is actively promoting the adoption of a human resources system worthy of a global company. 1 HSE: Health, Safety and Environment 2 Diversity Management: Mechanisms to build work systems and human resource systems that recognize the diversity of each individual, and maximize the talent of each employee The INPEX HR VISION, which has been formulated by the Human Resources Unit in 2013, encompasses the entire INPEX Group. Composed of four key pillers below, it promotes various personnel-related measures from a global perspective. INPEX HR VISION 1. Talent attraction & Engagement Make INPEX the best place to work - employer of choice 2. Focus on People Development Future leaders and global workforce capability 3. Organization Effectiveness Maximize organizational performance through HR management processes 4. HR Excellence Support business strategy with world-class functional expertise Through the interview with our President & CEO, we convey our stance in contributing to social and economic development through our business activities. Our Vision We position ourselves to become a top class international oil and gas exploration and production company through sustainable growth in the oil and gas development business. With natural gas as the core of our business, we will grow into an integrated energy company by making contributions to a stable energy supply to broader communities. We will continue to play a significant role in boosting the capability of supplying energy to Japan while contributing to the global economic growth and social development. Through these efforts, we intend to further advance our reputation among our shareholders and more broadly our stakeholders as a company serving an essential role in the global community.


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