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CSR
CORPORATE SOCIAL RESPONSIBILITY

HSE

Basic Policy

INPEX has issued an HSE Policy to help ensure the safety and health of all those involved in our business activities while we also strive for the conservation of local ecosystems and the global environment. To implement this Policy firmly, we have established the Corporate HSE Unit which consists of five groups: HSE System Group, Health & Safety Group, Process Safety Group, Security & Crisis Management Group, and Environment Group, at headquarters, to promote HSE management through a robust HSE Management System.

HSE Management System (HSEMS)

To ensure the successful implementation of the HSE Policy across the organization, we have been striving to prepare and execute various plans based on the HSEMS through the use of the PDCA*1 methodology. The focus of our effort includes the preparation and revision of key HSE documents such as corporate manuals, standards and guidelines; establishment of HSE organizations; HSE technical support for Operational Organizations; HSE education and training; periodical HSE audit and reviews; and HSE communication activities including periodical HSE meetings in which we discuss and share lessons learned from incidents, publications of the HSE Monthly Report, HSE management site visits, and conferment of HSE Awards.

*1 PDCA:Plan-Do-Check-Act

Occupational Safety and Health

We aim to eliminate incidents to ensure that all workers at our worksites return home safe and sound each day. We further aim to keep our employees in good health and take measures against any potential occupational illnesses and hygiene issues that they may face.

Prevention of Major Incidents

In order to prevent major incidents or disasters such as fires, explosions or large oil spills, we ensure proper due diligence throughout each phase of the project life cycle: exploration, development, production and abandonment.

Security and Crisis Management

We reinforce the management of overseas security as necessary by considering the recent security circumstances. We also prepare the necessary documents to respond to various types of emergencies, and conduct crisis management exercises to prepare for the worst-case scenario.

Environmental Management

We strive to minimize negative impacts on the environment and local communities by conducting environmental and social impact surveys before starting a project, monitoring those impacts through the project’s lifecycle, and promoting environmental management based on the monitored results.

Targets and Results

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Key Tasks FY2017 Targets FY2017 Results FY2018 Targets
Prevention of
major incidents
  • Improve the HSEMS *2 (revision of HSE Policy, HSEMS Manual and corporate HSE standards; expansion of HSEMS scope)
  • Raise the level of HSE assurance and governance (HSE reviews as planned along with HSEMS; introduction of risk management-based method into corporate HSE audit)
  • Strengthen the HSE risk management process (consideration of ALARP in risk management; preparation of safety cases and promotion of barrier management at major facilities)
  • Conduct crisis exercises on a more practical level (exercises for a Tokyo inland earthquake, commencement of the Ichthys LNG Project and gas leaks from gas pipelines)
  • Revised 5 corporate HSE Standards; introduced e-learning system for HSE education; discussed HSE management for non-operator projects
  • Conducted risk management-based corporate HSE audit at 3 operational organizations; participated in 15 HSE reviews responding to requests from the site
  • Reported HSE risks to the quarterly Management Committee; assisted preparation of a safety case for the oil terminal Naoetsu, Gas Guarico, and gas pipelines
  • Conducted emergency response exercises for: gas pipelines damages and gas leaks due to natural disaster; Ichthys LNG Project oil spills, and a Tokyo inland earthquake
  • Strengthen the HSE Management System (continuous improvement of HSE standards; establishment of the HSE management manual of non-operator projects)
  • Enhance HSE assurance and governance (improve the consistency and effectiveness of HSEMS through HSE reviews and audits; execution of HSE First policy)
  • Strengthen the HSE risk management process to prevent major incidents (promote safety case document creation and barrier management at major facilities; application of Process Safety leading KPIs)
  • Enhance emergency and crisis preparedness (Practical exercises for a Tokyo inland earthquake, the Ichthys LNG Project and the Naoetsu LNG Terminal)
Securing
occupational
health and safety
  • Provide HSE technical support and strengthen HSE management at worksites (promotion of HSE technical support beyond operator projects; management site visits to demonstrate leadership and share lessons learned)
  • Incident reduction target: LTIF *3 0.12 / TRIR *4 0.81 or less (achieving zero incidents or LTIF 0.12 /TRIR 0.81; improvement of incident reporting system; enhancement of leading KPIs)
  • Assisted preparation of more than 17 safety cases for operator projects; shared lessons for contractor HSE management at HSE Forum; conducted 8 management site visits
  • Built a system to share lessons learned from incidents; introduced global incident reporting software
  • Rate of Incidents: LTIF 0.28 / TRIR 1.74
  • Provide HSE technical support and strengthen HSE management at worksites (expansion of the support scope; site visit exchanges by site representatives; deepen mutual understanding with site workers)
  • Incident reduction (Target: LTIF 0.12 / TRIR 0.70 or less; zero incidents of Process Safety KPI Tier 1 and 2; stringent safety controls for works at height or in confined space)
Environmental management
(Conservation of
biodiversity, appropriate
water resource management)
  • Strengthen environmental management and collect information on environmental risks (environmental impact assessment of our business, and plans to avoid or mitigate impact; continuing GHG emission risk management)
  • Began the Environmental Management Working Group quarterly discussions over company-wide environmental concerns; completed surveys on water and biodiversity
  • Strengthen environmental management and climate change risk management (GHG emission controls; plans for biodiversity, water, and companywide environmental KPIs)

*2 HSE Management System

*3 Lost Time Injury Frequency : Rate of injury resulting in fatalities or lost time per million hours worked

*4 Total Recordable Injury Rate : Rate of total fatalities, lost work day cases, restricted work day cases, and medical treatment cases per million hours worked

Five-Year Plan

The Corporate HSE Third Phase Mid-term Plan (FY2016–2020)

The following targets have been set for achieving the mid-term plan:

  1. We will introduce the guideline (OMS 510*5) newly developed by IOGP*6 to our HSEMS in order to improve efficiency and consistency, and apply updated HSEMS to activities undertaken at all INPEX Group, including non-operator projects and domestic subsidiaries.
  2. We will conduct HSE audits and reviews systematically and progressively with companywide cooperation. By utilizing the results from these audits and reviews, we will enhance companywide HSE assurance and governance.
  3. We will enhance HSE technical support by appropriating companywide resources.
  4. Recognizing HSE management on a site basis is extremely important, so we will create a structure in which every individual employee on site is able to participate in HSE activities and incorporate his/her own experiences and ideas into the structure.
  5. We will thoroughly manage major accident event prevention through strengthening HSE risk control, reinforcing the Safety Case approach, as well as process safety management and various activities to maintain integrity of facilities and equipment.
  6. We will introduce a new companywide leading indicator additional to LTIR and TRIR, which will be continuously monitored and evaluated, thereby positioning ourselves in the top 25% of the IOGP member companies.
  7. We will fortify the Incident Command System companywide to respond to emergency and crisis situations with speed and appropriate actions.
  8. We will ensure that environmental and social issues are managed based on legal requirements and the IFC Performance Standards. We will select issues that will contribute to lower environmental load and develop plans to manage them as we continue the greenhouse gas management.

*5 OMS 510 : Operating Management System No. 510: www.iogp.org/pubs/510.pdf

*6 IOGP : International Association of Oil and Gas Producers www.iogp.org/

Case Study

HSE Management Site Visit for Sarulla Geothermal IPP Project

Sarulla geothermal site visit by the HSE management

On July 7 and 8, 2017, a HSE management site visit for non-operator project was conducted; managers including a member of Corporate HSE Committee visited the operation & construction sites of Sarulla Geothermal Independent Power Producer (IPP) Project in North Sumatra, Indonesia. Participants confirmed the onsite HSE management and had an interactive and open dialogue with the HSE managers and site workers during the visit. The onsite HSE team is small but working efficiently to meet local environmental authority’s requirements as well as the lender’s requirements. It was a good opportunity to obtain useful knowledge and experience that will serve as a reference for HSE activities of other projects.

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