CSR Action Plan Targets and Achievements（fiscal 2021 ‐ 2022）[Achievement Evaluation]
JAPEX CoreCSR Themes

Challenges○…Achieved (100% and above)△…Generally achieved (80% and above-under 100%)

Fiscal 2021 Achievements

Fiscal 2021 Action Plans and Targets

Evaluation

×…Insufficiently or not achieved (under 80%)

Fiscal 2022 action Plans and Targets

・ Continued production of oil and natural gas at all production sites.
Promote initiatives for stable and sustainable energy supply in the
E&P business.

・ Implemented additional and new development in Japan (Yufutsu Oil and Gas Field, Katakai Gas Field, etc.)
and overseas (Seagull Offshore Block in the British North Sea, Iraq Garraf Oil Field, etc.). Some plans were
not achieved.

△

・ Newly acquired interests in tight oil development in the United States.
・ Provided a stable electricity supply throughout the year and achieved unplanned outage rate targets.
Stable supply of electricity from Fukushima Gas Power plant・ Power generation was temporarily suspended for safety confirmation following the earthquake off thecoast of Fukushima Prefecture on March 16, 2022. However, power supply continues through procurement○from the wholesale electricity market and other means.
● Promote E&P business for stable supply of oil and natural gas

Stable Energy

S・ The Soma LNG terminal was temporarily suspended for safety confirmation following the earthquake off

Supply● Promote I/U business for stable supply of gas and electricity

the coast of Fukushima Prefecture on March 16, 2022. However, the gas supply was switched to that fromAchieve zero disruption to the supply of natural gas

other sites, and no supply disruptions to customers occurred. Gas supply to the adjacent Fukushima Gas
Power Plant resumed from the Soma LNG terminal on March 19 after safety was confirmed.

● Promote DX based on business challenges○

・ Achieved zero supply disruption to customers other than the above earthquake due to ongoing efforts toensure stable supply through daily security activities and regular maintenance.

Stable andsustainableenergy supply

・ Implemented multiple measures as follows. Continued to study in the next fiscal year, although some plans
were not achieved.
DX promotion: Consideration of operational efficiency throughmachine learning and big data analysis− Implemented a process safety evaluation and a system to support facility improvement progress
management on a trial basis.

△− Utilized AI in predictive maintenance of production facilities.
− Introduced tablets for recording patrols at operation sites.
Promotion of technology development for early commercializing of
CCS/CCUS (Carbon Dioxide Capture, Utilization, and Storage)

・ Evaluated underground storage of CO2, including existing oil and gas fields, and studied suitable storagesites, cost reduction, and more.

○

Continue to develop technology for the Ayukawa Onagawa tight oil
formation through joint research with Japan Oil, Gas and Metals
Developmentof new
technologies

National Corporation (JOGMEC). Continue development of well・ Formulated a test plan jointly with JOGMEC to implement the demonstration test in FY2022.

stimulation techniques for oil and gas upgrading of domestic tight○Continuing efforts to develop deep sea mineral resources through JMARES(CCS) / Carbon dioxide Capture, Utilization, and Storage (CCUS)● Continue technical development of domestic tight oil reservoirs through joint research with JOGMEC

reservoirs.
Continue measures toward commercialization of methane hydrate● Promote technology development for early commercialization of Carbon dioxide Capture and Storage● Continue efforts toward commercialization of methane hydrate
・ Drilled a research well by Japan Methane Hydrate Operating Co., Ltd. and acquired data and core samples
as planned.
・ Conducted demonstration test of the deep-sea resource research and development system. COVID-19
caused delays in the delivery of procured equipment from overseas, and part of the demonstration test isscheduled to be conducted in the next fiscal year.

1/5

○
△

● Continue efforts to develop deep sea mineral resources through J-MARESJAPEX CoreCSR Themes

Challenges

Fiscal 2021 Achievements

Fiscal 2021 Action Plans and Targets

Fiscal 2022 action Plans and Targets

Evaluation

・ Developed various activities as follows:− Participated as a member of the “CCS Long-Term Roadmap Study Group,” newly established by
the Ministry of Economy, Trade and Industry, and offered opinions and suggestions to improvethe business environment, including requests to the government.
− Participated as a member of the “CCS Promotion Task force” newly established by the Japan
Petroleum Development Association, and offered opinions and suggestions to improve the business
Promote the study of CCS/CCUS commercialization in Japan andoverseas

environment.
− Continued feasibility study of a carbon recycling project utilizing inter-industry connections in○

the Tomakomai area, including the Yufutsu oil and gas field in Hokkaido.
− Started the CO2 effective utilization project in Niigata-area centered, utilizing the HigashiNiigata gas field.
− Participated in the feasibility assessment of the CCUS project using bilateral credits in the
Sukawati oil field in Indonesia.

● Promote CCS/CCUS commercialization studies in Japan and overseas− Participated in CCS feasibility study in Malaysia.

S
Stable andsustainableenergy supply● Achieve our GHG emission reduction target−FY2022 target based on the JAPEX 2050: 10% reduction in GHG emission intensity(Scope 1+2) compared to FY2019

Achieve our GHG emission reduction target (Scope 1+2) for FY2021:
Climate change 7% reduction in GHG emission intensity compared to FY2019(FY2019 emissions intensity: 3.97 ton-CO2/TJ; FY2021 emissions
response・ Emission reduction activities, such as reduction of methane gas atmospheric emissions and energy-saving
activities, resulted in a basic unit of 3.20 ton-CO2/TJ, a 19% reduction from FY2019, achieving the target.

○

intensity target: 3.69 ton-CO2/TJ)

Conduct measures for reduction of GHG emissions according to a Low
Carbon Society initiative.

・ ​Actual GHG emissions at the sites subject to the Japan Petroleum Development Association target
decreased by 17,000 tons (about 10%) from the previous fiscal year due to reduced venting and flaring at
each site. The results also decreased by 47,000 tons (about 24%) from the base year of the 2030 target.

● Promote efforts to commercialize renewable energy power generation businesses○− PHOTON Sustainable Solar Investment Project
Consider commercialization of various renewable energy power− Chofu Biomass Power Generation Projectgeneration businesses (solar power, wind power, biomass, etc.)− Abashiri Biomass Power Generation Project○− Ozu Biomass Power Generation Project− Tahara Biomass Power Generation Projectgas

Forest maintenance activities in our operating area

Japan Petroleum Development Association based on the Nippon Keidanren Carbon Neutral
Action Plan

・ Promoted efforts to commercialize the following renewable energy generation projects:

Contributing to a low-carbon society by promoting the use of natural

FY2019 emission intensity: 3.97 ton-CO2/TJ−Reduce emissions to achieve the 2030 GHG emission reduction target set by the・ Promoted penetration by capturing demand through solution sales for fuel conversion and introduction ofcogeneration systems, etc. Contributed to a reduction of CO2 emissions as well as chemical emissions
such as NOx and SOx through fuel conversion from heavy oil.

・ Continued forest maintenance activities in our domestic operating areas.

2/5

○
○

(biomass, offshore wind power, etc.)● Contribute to a low-carbon society by promoting the use of natural gas

JAPEX CoreCSR Themes

Challenges

Fiscal 2021 Achievements

Fiscal 2021 Action Plans and Targets

Evaluation

Fiscal 2022 action Plans and Targets

Reduction of serious accidents rate （Average ratio -10% over the last
3 years）−Lost Time Injury Frequency（※1）: 0.18
−Total Recordable Injury Rate（※2）: 1.42
※1 Lost Time Injury Frequency: Calculated as the number of lost time・ Achieved the following results and targets due to continued safety activities:
Lost Time Injury Frequency: 0.00○

Total Recordable Injury Rate: 0.88　　　injuries per 1,000,000 work hours.
※2 Total Recordable Injury Rate: Calculated as the number of total　　　recordable injuries per 1,000,000 work hours.

・ Conducted various training and process enhancements as follows:
Occupational
health andEnhancement of education for strengthening and fostering HSE− HSE education for new employees and new managers

culture− HSE leadership education○− Arrangement of the HSE education system and qualification requirements

safetyMaintenance of process safety documentation and implement safety
studies・ Implemented document maintenance and safety studies as planned. Also provided practical training on risk
assessment at each site.
・ Started operation and management based on HSE specifications (simplified version) for small- andInitiatives to strengthen the HSE management for contractors

medium-scale contract work. Planned and implemented the expansion of related rules and reinforcementof management systems, but some plans were not achieved.

Enhancement of HSE governance of JAPEX Group

H

Continue measures to maintain a 45% reduction in VOC emissions
compared to the base year (2000)

HSE as ourcultureReduce emission of specified chemical substances such as BTX（Compared to the previous fiscal year）
Preserving
biodiversity
andConduct water stress assessments in our operating area

・ Postponed overseas HSE audits in FY2021 due to the COVID-19 impact but established a policy for HSE
evaluation of overseas investment projects.
・ VOC emissions decreased by about 31% compared to the previous fiscal year due to control of atmosphericemissions at production mines, but only 37% decrease compared to the base year.
・ Emissions of specified chemical substances decreased by about 22% compared to the previous fiscal year
due to control of atmospheric emissions at production mines.
・ Completed water risk assessment for areas where development and production sites operating as

Conduct water stress assessments in our operating area

operators are located. The assessment results indicated that there are no operational sites in areas of highwater stress.

ecosystems
Keep water recycling rate of 90% or more for SAGD operations at the
Canada Oil Sands ProjectContinue to earn the Blue ranking in Performance Level Evaluation
Program of the Indonesian Ministry of Environment by KEI

Continue efforts in creating positive impact in protected areas● Promote efforts based on the Medium-term HSE Plan
Reduce the domestic and occupational accident rate (Average rate -10% over the last three years)－Lost Time Injury Frequency: 0.09
－Total Recordable Injury Rate: 0.88

○
△
△
△
○

● Continue efforts to maintain a 45% reduction in VOC emissions compared to the base year (FY2000)● Conduct water stress assessments in our operating areas○● Promote efforts to reduce water consumption● Promote efforts to reduce waste● Continue to earn the Blue ranking in the Performance Level Evaluation Program (PROPER) of the・ Achieved a water recycling rate of about 99%, maintaining the target of 90% or higher.
* The period covered is from January to August 2021 until the end of the project.

・ Earned the Blue ranking for ten consecutive years by continuing environmental activities.

・ Continued maintenance and monitoring of mangrove forests planted in FY2020 for environmental
protection around Pagerungan Island, Indonesia.

○

Indonesian Ministry of Environment by KEI○○

Preserving
biodiversity
andecosystems● Continue efforts to create a positive impact in protected areas

・ Continued implementation of measures and monitoring based on the results of biodiversity risk
Continue efforts to reduce negative impact at operating sites andsurrounding areas

assessment in each operational area.
・ Implemented wildlife monitoring activities with the local communities (IAG) through JACOS, Canada.
* IAG: Indigenous Advisory Group* The period covered is from January to August 2021 until the end of the project.

3/5○● Continue efforts to reduce negative impact at operating sites and surrounding areas

JAPEX CoreCSR Themes

Challenges

Fiscal 2021 Achievements

Fiscal 2021 Action Plans and Targets

Fiscal 2022 action Plans and Targets

Evaluation

・ Selected the prime market in the new listing category of the Tokyo Stock Exchange, Inc. Enhanced theStrengthen a highly efficient and transparent corporate governancesystemcorporate governance report, including the skill matrix of directors and others.
・ Implemented initiatives to improve effectiveness, such as enhancing discussions on management plans at○

the Board of Directors meetings.
Governance

Development and promotion of Enterprise Risk Management (ERM)
Framework・ Implemented company-wide risk management, including regular progress management of major projects
by the Risk Management Committee and reporting of business risk assessments to the Board of Directors
after deliberations by the Risk Management Committee.

Thoroughly disseminate information security and achieve zero serious ・ Continued achievement of 0 critical information security incidents related to confidential information and IT
information security accidents

by implementing audits on protecting personal information, disseminating internal guidelines, and(Personal information protection, IT-related information leakage)

conducting training.

● Strengthen our corporate governance system○● Promote company-wide risk management● Strengthen information security and promote the protection of personal information○

Continue to strengthen the Business Continuity Plan (BCP)−Continuous review of BCP (earthquake, new influenza,

・ Reviewed the business continuity plan, but some plans were not achieved.

COVID-19 pandemic)

・ Implemented disaster drills and strengthened internal processes as planned. Agreed on BCP linkage with

−Implementation of various disaster drills

I−Strengthening the effectiveness of a company-wide disasterten consolidated subsidiaries.

△

・ Participated in an externally sponsored cyber security liaison training session.

prevention system based on our BCP
CrisisManagement

Response to COVID-19 pandemic

・ Reviewed our action plan as necessary to respond to government policy changes, etc.
・ Took appropriate measures against infected people to prevent clusters from occurring.

● Continue to strengthen the Business Continuity Plan (BCP)○● Implement measures against COVID-19● Strengthen cyber security response● Continue overseas security response

Integrity andgovernanceContinue overseas security response−Achieve zero inadequate response on the occasion ofoverseas security accident−Continue security measures in the Iraq Garraf Project−Establishment of Company policy on physical security

・ Achieved zero inadequate response on the occasion of overseas security accidents due to earthquakes,
etc.
・ Due to the temporary evacuation and return of expatriate staff following the COVID-19 impact, the planned△

physical security policy establishment was not completed.

(facility security, traveling security, and staff security)
Conduct measures to deter compliance violations−Achieve zero insider transactions−Achieve zero bribery incident−Appropriate operation of reporting / consultation system

・ Continued to achieve zero insider transactions and bribery incidents through implementing compliancetraining, including at group companies.

○

and regular in-house dissemination

ComplianceFair transactions, thorough creation of competitive environment

Initiatives of Respect for Human Rights−Disclose the Modern Slavery Act Statement−Develop internal processes for respecting human rights−Efforts to create a work environment free from harassment

・ Realized fair trade and competitive environment, with 100% quotations (excluding exceptions) and at least
ten quotations per year from new contractors.

○

・ Disclosed the Modern Slavery Act Statement as planned.
・ Conducted an internal process survey as planned in light of international norms and guidelines on respectfor human rights, identified issues, and formulated an improvement plan for the next fiscal year.
・ To prevent harassment, issued an e-mail magazine for all employees (five times against the target of six
times) and conducted internal training (three times against the target of three times per year).

4/5△● Ensure compliance● Promote efforts to respect human rights

JAPEX CoreCSR Themes

Challenges

Fiscal 2021 Achievements

Fiscal 2021 Action Plans and Targets

Fiscal 2022 action Plans and Targets

Evaluation

・ Implemented the following measures in each overseas project. Some measures were not implemented as
Make contributions to local communities and engage in social
activities in regions where we operate and conduct overseas projects−Continue cooperation with local communities andindigenous peoples in Canada's oil sands operating area
−Engage in various activities aimed at contributing to theNwell-being of the inhabitants around Pagerungan Island,
Indonesia (providing electrically and water, supporting
Growing
together with

infrastructure development, implementation of port
expansion work, etc.)

stakeholders

Being a good
Neighbor

planned.
−Canada: Failed to achieve the number of regular meetings as planned due to the COVID-19 impact.
* The period covered is from January to August 2021 until the end of the project.
−Indonesia: Provided electricity and water free of charge, supported infrastructure development,
and implemented port expansion work as planned.
−Iraq: Worked with operators to donate COVID-19 control supplies to local medical institutions.

△・ Implemented various contribution activities in our domestic operating areas as follows (at each businesssite):● Make contributions to local communities and engage in social activities in our domestic and−Clean-up of roads around sites, participation in volunteer clean-up activities, support for advertisements,

overseas operating areas

donations, site tours for local entities concerned, participation in local events, ensuring the safety of school● Promote supply chain management

children, and continuation of volunteer stand guard, etc.

● Promote constructive dialogue with stakeholders

・ Studied reviewing the CSR procurement policy, but some plans were not achieved.
Initiatives to review procurement policy including CSR elements

・ Announced the “Declaration of Partnership Building” in March 2022, promoted by the Ministry of Economy,
Trade and Industry regarding compliance with business practices with subcontractors.

×・ Continued to disseminate information promptly and appropriately in public relations and investor relations
Promote constructive dialogue with stakeholders

activities.
・ Continued communication with local governments, fishery officials, local residents, and others at each○business site and project in Japan and overseas.
Implementation of measures to realize action plans based on the Act
on Promotion of Women's Participation and Advancement in the
Respecting
employee

Workplace

E

human

Implementation of diversity-related training

Implementation of human resource development training programs
and professional courses

Reduce overtime working hours compared with the previous year

Creating a fairand good
workingenvironment

Achieve targets based on the DE&I Policy.
−Rate of female new graduates: 30% or more
−Rate of mid-career hires to total hires: 50% or more
−Number of female managers: 25 persons or more (Target year: end of FY2025)

resources

The Employerof choice○−Increase the ratio of female new-graduates to 30% or morediversity anddeveloping

・ Increased the rate of female new graduates to 35.3%, achieving the target.

● Promote Diversity Equity & Inclusion (DE&I)

Increase actual rate of usage of paid leaves - higher than 75%
Initiatives to maintain and improve employee health・ Conducted unconscious bias training for employees (four sessions with 223 participants in total) to help
them become aware of unconscious distortions in their viewpoints and promote diversity.
・ Implemented most of the training programs, including overseas business skill training, career stage
training, and psychological safety training. However, some plans for specialized training for technicalemployees were not achieved due to the COVID-19 impact.
・ Overtime working hours increased slightly compared to the previous fiscal year. The target was notachieved.
・ Actual usage rate of paid leaves reached 81.5%, achieving the target.

−Percentage of employees achieving an average of at least 8,000 steps per day: 12%(40% or more)−Number of smokers: 9 smokers down vs. a target of 10−Efforts to reduce the number of smokers−Percentage of employees receiving regular medical checkups: 100% continued

checkups

・ Certified as an excellent health management corporation for the sixth consecutive year for ongoing
implementation of health management initiatives.

5/5−Rate of mid-career hires in management positions: Maintain at least 20% (Target year:　　 end of FY2025)−Rate of male employees obtaining childcare leave: 80% or more (Target year: end of　　 FY2025)△△○● Strengthen human capital management● Implement human resource development training programs● Promote an employee-friendly workplace−Encourage employees to take paid leave (foster a culture of taking one day of leave permonth and encourage employees to take at least seven consecutive days of leave)● Promote health management−Continuing 100% in the percentage of employees receiving regular medical checkups

・ The results of various initiatives are as follows, with some targets not achieved:−Achieve an average of at least 8,000 steps per day−Maintaining 100% of employees receiving regular medical○−Support through health management systems to combat lifestyle-related diseases△−Efforts to reduce the number of smokers (implementation of measures to prevent passive
smoking)−Efforts to promote women’s health