Governance and Strategy

Governance

INPEX's governance structure for human capital is detailed in Sustainability Structure under the heading of Governance.

Strategy (Initiatives for Human Capital)

Policy

Human Resources Strategy

To realize the INPEX Group's Mission, we believe that we need to cultivate an organization and human resources that can further hone our strengths in on-site capabilities, technological capabilities, and internationality, and that can respond flexibly even in a rapidly changing business environment. We aim to build an organizational culture that is not bound by preconceived notions, that encourages free and vigorous exchange of opinions, that continually takes on new challenges, and that encourages innovation. We also seek human resources who can create value at business sites based on an acceptance of diversity, willingness to grow, and the capability to act autonomously. To achieve this, we are working on various key measures based on the Basic Policy on INPEX Human Resources Strategy.

<Basic Policy on INPEX Human Resources Strategy>

To become an "Employer of Choice," a most rewarding company to work for, by creating an organization, workplace, and culture that encourages employees to take on challenges and act autonomously
Foster a corporate culture that encourages innovation by endorsing ideas and changes that are not bound by precedent Build a culture that encourages individual performance and collaboration to achieve goals with a "Safety Number One" mindset
To assign the right people to the right positions and conduct appropriate evaluations and compensation in order to enable diverse human resources to play an active role
Develop and deploy leaders at a global level to adapt to business speed and create value by integrating human resources with diverse backgrounds Enhance motivation through highly transparent evaluations and competitive compensation based on such evaluations
To secure and develop human resources capable of continuously creating value in a changing business environment and improve their engagement
Establish recruitment branding to build understanding and empathy for the Company's businesses Provide practical growth opportunities to increase on-site and technological capabilities

INPEX HR Vision

To achieve the Basic Policy on INPEX Human Resources Strategy, our Human Resources Unit formulated the INPEX HR Vision, comprising four key pillars as a common vision for the Group's human resources divisions. The Vision was formulated in consultation with the heads of human resources divisions in each country. With these four core pillars, we are conducting sustainable and responsible business management as a global company and working to create an internationally competitive organization by applying a global perspective as we implement human resources initiatives stemming from the Basic Policy on INPEX Human Resources Strategy to improve the capabilities of our employees and team performance.

Four key pillars in INPEX HR Vision

Risks and Opportunities

We assess risks and opportunities as detailed below to develop the Group's desired human resources and organizational culture.

Results of Human Capital-related Risk and Opportunity Evaluation at the End of FY2025

(Short-term: Less than 1 year; medium-term: 1 to less than 3 years; long-term: 3 years or more)

Risks

Risk Categories	Risk Description	Expected Timing of Risk Occurrence	Measures
Securing of human resources and deployment of the right people to the right positions	Risk of losing business opportunities from being unable to secure the required quality and quantity of human resources	Short-term-long-term	Focused human resource assignments in priority areas (growth areas and new areas) Promotion of business growth and acceleration by assigning the right people to the right positions Introduction of a tenure system for line management positions and development of succession plans to prevent rigidity in personnel assignments and reduction in opportunities for promotion Introduction of a system that allows employees to declare their job and division preferences to support autonomous career development
	Risk of lower employee motivation and labor productivity from being unable to assign the right people to the right positions	Short-term-long-term
Strengthening of human resource development and competency	Risk of losing excellent human resources from being unable to provide opportunities for learning and growth	Short-term-long-term	Provision of leadership programs and skills-related training tailored to the circumstances of each country Provision of head office training program, etc. for employees of overseas subsidiaries Promotion of identification and development of future leaders, including at overseas subsidiaries Provision of appropriate training and work opportunities that lead to career development
Compliance	Risk of damaging corporate reputation due to compliance violations	Short-term-long-term	Holding of regular compliance training by business theme and job level, including the prevention of harassment and discrimination, as well as seminars about psychological safety and unconscious bias Strengthening of measures for mental health, such as e-learning, collaboration with doctors, and follow-up for those returning to work from leave Monitoring of employees' well-being by their supervisors through engagement surveys during annual stress checks, regular one-on-one meetings, and pulse surveys
Compliance	Risk of lower labor productivity or human rights violations being triggered by harassment and adverse impacts on mental/physical health	Short-term-long-term

Opportunities

Opportunity Categories	Opportunity Description	Expected Timing of Opportunity Occurrence	Progress
Opportunities related to the securing of human resources and deployment of the right people to the right positions	Deployment of the right people to the right positions and retention of excellent human resources	Short-term-long-term	Enhancement of Group collaboration, such as building an organization with Company employees and employees of overseas subsidiaries and conducting global workshops Deployment of the right people to the right positions according to the purpose of organizational restructuring Introduction of job-based personnel system based on job scope and roles
Opportunities related to the strengthening of human resource development and competency	Improvement of motivation and engagement by providing training and work opportunities that allow employees to feel a sense of growth	Short-term-long-term	Provision of leadership programs and skills-related training tailored to the circumstances of each country Provision of head office training program for emerging leaders across overseas subsidiaries, etc. Expansion of locations for assignments in Japan and overseas for training that leads to employee growth Provision of practical training for young employees recruited by the head office through assigning them to offices and operational sites in Japan and overseas
Opportunities related to the development of workplace environments and energizing of organizations	Development of workplace environments that allow the active participation of diverse human resources, energizing of organizations, and encouragement of innovation	Short-term-long-term	Establishment of the DE&I Policy Commencement of study for conducting a global engagement survey Implementation of initiatives for creating workplaces that respond to needs for maintaining and enhancing health and well-being Continued implementation of measures to promote INPEX Values Implementation of measures to promote DE&I through the newly established DE&I Unit