TEPCO has established three committees for which the President serves as Chairman in order to increase corporate value and create social value. In each committee, risks and opportunities pertaining to business management are assessed/analyzed, and the results are used when making important management decisions which are then discussed by, and/or reported to, the Board of Directors.
Committee Configuration
Risk Management Committee
| Chair |
President |
| Vice chair |
Vice President (CRO), Vice President (CHRO), Executive manager in charge of business restructuring and alliances |
| Members |
Vice President (CFO), Vice President (CINO), CIO, Disaster Prevention and Safety Managing Executive Officer, ESG Managing Executive Officer, CDO, Fukushima Revitalization Headquarters Representative, Niigata Headquarters Representative, Nuclear Power and Plant Siting Division General Manager, Nuclear reform manager, core company presidents |
Future Management Committee
| Chair |
President |
| Members |
Chairman, Vice President (CFO), Vice President (CRO), Vice President (CINO), CIO, ESG Managing Executive Officer, Nuclear Power and Plant Siting Division General Manager, Business Planning Executive Officer/Director, Auditors, core company presidents |
| Secretariat |
Executive manager in charge of business restructuring and alliances |
ESG Committee
| Chair |
President |
| Vice chair |
Vice President (CFO), ESG Managing Executive Officer |
| Members |
Vice President (CHRO), Vice President (CINO), CIO, Disaster Prevention and Safety Managing Executive Officer, Executive manager in charge of business restructuring and alliances, Business Planning Executive Officer, core company presidents |
Risk Management Committee
TEPCO has built a risk management system for which the President serves as General Manager and the Chief Risk Management Officer serves as Risk Manager thereby enabling centralized management of TEPCO Group risks during times of normalcy and when risks manifest. In times of normalcy, events that may hinder the achievement of action plan objectives or the business plan-based duty plans of each company are looked at as risks, and risks scenario assessments are revised based on changes to the internal/external environments. These results are used not only to avoid risks, but also for damage control by implementing
initial responses to manifested risks, and as important response plans when the company goes into crisis management mode. Six dedicated subcommittees have also been established under this committee for which managing executive directors have been put in charge in order to concentrate discussions on issues and risks in each particular field.
Six Subcommittees
Example of FY2021 Achievements
| Key Risks |
Response |
| Providing a stable supply of power during the Tokyo Olympic/ Paralympic Games |
Each subcommittee reviewed various training plans to address mechanisms for ensuring the stable supply of power during the Tokyo Olympic/Paralympic games held from July through September 2021, in addition to potential disasters, accidents, cyber-attacks and terrorism, etc. This contributed to our ability to maintain a stable supply of power during the Olympic Games.
|
Future Management Committee
As the environment surrounding the energy industry dramatically changes, we are examining the state of our energy business as it pertains to creating new value and increasing the corporate value of the TEPCO Group. During FY2021, we established a Carbon Neutrality Challenge Task Force as a dedicated subcommittee under the supervision of the Future Management Committee in order to shift to a business model that provides new value that revolves around carbon neutrality, and the subcommittee met a total of 29 times.
Example of FY2020 Achievements
(Carbon Neutral Challenge Task Force)
| Theme |
- We quantitatively devised multiple scenarios for achieving carbon neutrality throughout Japan by 2050, and discussed a worldview of energy usage in a carbon neutral society as well as the path to such a society, and the differences between each scenario.
- Detailed case studies were used to examine the potential for renewable energy development and hydrogen business in Japan and overseas, as well as the future state of grids, including distributed power grids.
|
| Achievements |
On April 28, 2022, we announced our “business structure reforms for balancing long-term stable supply of power with carbon neutrality” in which we laid out our plans for focusing on a new business model that centers on locally-produced/locallyconsumed facility services, and also how we are going to form alliances and implement business structure reforms in order to make this transition. |
| Going Forward |
In addition to our existing electricity business, we foresee locallyproduced/ locally-consumed businesses + facility services, such as solar power/storage batteries, etc., and aggregation as the future pillars of our business, and shall deliberate functions required to expand these businesses as well as required department reorganization throughout the entire TEPCO Group. |
ESG Committee
The ESG Committee discusses overall plans for addressing ESG issues, selects ESG issues important to business strategies, and discusses policies for disclosing ESG-related information. Most recently, the committee discussed ESG business strategies and measures for addressing climate change based on the latest ESG trends.
Achievements to date
| ESG business strategies |
[Theme]
- Providing information pertaining to the latest ESG trends such as biodiversity, circular economies, human capital, and the formulation of standards for the disclosure of sustainabilityrelated information.
|
[Main Comments]
- Promoting the deliberation of business plans and business development scenarios focused on carbon neutrality, which is a mid/long-term objective, that will lead to corporate growth. In regards to other topics, we are striving to ascertain and share information pertaining to ESG trends, and take action upon ascertaining the situation.
|
| Climate change |
[Theme]
- Building internal mechanisms in preparation for carbon neutrality (addressing Scope 3 emissions, internal carbon pricing)
|
[Main Comments]
- Firstly, coordinate with Group companies to attempt the visualizations/reduction of Scope 3 CO2 emissions, including emissions from our supply chain.
- Examine the impact of carbon pricing on each business in anticipation of the use of internal carbon pricing when making investment decisions in the future.
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