Toshiaki Takimoto

Toshiaki Takimoto is Director, Senior Executive Vice President of Corporate Strategy & Planning at INPEX CORPORATION (INPEX), the largest oil and gas exploration and production company in Japan. He assumed this role in 2026 and is also in charge of Legal Affairs, Compliance and is Head of Low Carbon Business.

Prior to his current position, from 2024 to 2025 Mr. Takimoto served as Director and Executive Vice President of Corporate Strategy & Planning, from 2023, he served as Senior Vice President of Hydrogen & CCUS Development, responsible for hydrogen, ammonia and CCUS/CCS projects. In 2019, he assumed his role as Managing Executive Officer. Before getting involved in net zero businesses, he was Senior Vice President of New Ventures & Global Exploration, taking the lead in exploration, technical evaluation, M&A and business development of oil & gas upstream projects. From 2018 to 2019, he served as Executive Officer, Senior Vice President of America and Africa Projects and was responsible for E&P projects in the Americas and Africa region.

Mr. Takimoto has almost 40 years of experience in upstream operations and new business development in the Americas, Africa, Europe and Japan. He has spent 4 years in Venezuela Caracas Office, and 3 years in London Office, both as General Manager. He was involved in various projects and new business development in Latin America, the Caspian Sea region, including the ACG oil field in Azerbaijan and the Kashagan project in Kazakhstan where he led INPEX’s business development and operations. He was also in charge of locating upstream business opportunities in Sub-Saharan Africa, the Northern Atlantic Margin including Norway and northwestern Europe through leading technical evaluation work and commercial negotiations.

Session Overview

Tuesday, 3 November

14:30

Clean Power, Molecules & Carbon Management Conference Room A 14:30 - 15:10

CCS: identifying where the economics work and why

CCS remains highly location- and policy-dependent, with costs of USD 100 to USD 250 per tonne of COâ‚‚. Yet a small number of projects are proving the economics can work, each through a different model: open-access transport and storage, industrial clusters backed by contracts for difference, and integration into existing waste-to-energy assets. What they share is durable offtake, shared infrastructure, government-backed risk-sharing and collaborative value chain models. The open question is how far these conditions can be reproduced in markets without the same policy support or industrial density. Across the value chain, margins are shifting toward those who control transport and storage rather than capture alone, and demand is broadening from compliance buyers to hyperscalers, industrial clusters and voluntary purchasers of verified removal.

Attendee Insights:
Assess which lessons from the projects with viable CCS economics can be replicated, and which demand signals are durable enough to underwrite the next wave of deployment.