KYUDEN GROUP
ESG DATA BOOK 2023Enlighten Our Future
This Data Book is intended as a comprehensive and detailed report from both a quantitative and qualitative perspective.
It has been issued in order to provide a deeper understanding of the ESG initiatives that the Kyuden Group is undertaking,
and we have consulted international guidelines such as those of the GRI to arrange our ESG-related non-financial
information according to each of the areas of Environment, Social, and Governance.
Having linked them with financial information, we will report on particularly important initiatives and other information from
the viewpoint of the Kyuden Group growth strategy in the Kyuden Group Integrated Report. As such, we urge readers to
familiarize themselves with both this Data Book and the upcoming Integrated Report.
Scope of Reporting
Kyushu Electric Power Company, Incorporated
and Group Companies
Issue Date
July 2023
Independent Practitioner's Assurance
The ESG data (supply chain GHG emissions, ratio of female managers, male childcare leave, and gender pay gap) included
in this databook have received an Independent Practitioner's Assurance from Deloitte Tohmatsu Sustainability Co., Ltd. The
data that have been assured are indicated with the following mark: ( )
Editorial Policy
Reporting Period
April 1 2022 through March 31 2023 (also includes some
information outside of the target period)
Guidelines Consulted
GRI Standards and others
Information Disclosure System*In FY2021, we reorganized the Annual Report, Sustainability Report, and Environmental Report, which we have been issuing
up to FY2020, into our Integrated Report and ESG Data Book
Investor Information ESG Information
Information for the
General Public
Financial Data Book Communication Book
Annual Securities Report Corporate Governance Report
Integrated Report
Consolidate financial and non-financial information,
and communicate the Kyuden Group's plans for
mid- to long-term value creation
Kyushu Electric Power Website
ESG Data Book
Editorial Policy ���������1
Contents������������1
Policy and System for Promoting
the Kyuden Group's Mission and
Sustainability����������2
Materiality �����������3
Materiality Initiatives ������5
Climate Change
���������8
Biodiversity���������� 17
Environmental Conservation�� 21
Resource Recycling������ 22
Water Resources������� 23
Environmental Management � 24
Stable Supply��������� 26
Supply Chain��������� 38
Community���������� 39
DX �������������� 48
Innovation ���������� 49
Human Resource Development 50
Diversity ����������� 53
Establishment of Workplace
Environments��������� 55
Safety and Health������� 57
Human Rights��������� 60
Corporate Governance���� 63
Risk Management
������� 65
Information Security����� 67
Compliance
���������� 68
Environment ��������� 71
Social
������������� 81
Governance ��������� 86
Independent Practitioner's
Assurance ���������� 87
Contents Introduction Environment Social Governance Performance Data
Contents
Contents Introduction Environment Social Governance Performance Data
Editorial Policy and Contents1Policy and System for Promoting
the Kyuden Group's Mission and
Sustainability ................................. 2
Materiality .................................... 3
Materiality Initiatives ..................... 5
Introduction
Policy and System for Promoting the Kyuden Group's Mission and Sustainability
●くろまるKyuden Group Corporate Conduct Code
Based on the Kyuden Group's Mission, which takes "Enlighten Our Future" as its slogan, we conduct business activities that
align with our raison d'etre of providing customers with affordable, high-quality energy.
As the foundation of our business activities, we not only give consideration to the impact on society, but go further to
promote sustainability initiatives that contribute to the region and society as a whole, aiming to realize the Kyuden Group's
Mission while growing along with the region and society.
As a corporate group that creates the future from Kyushu, we will contribute to a sustainable society and enhance our
corporate value, by creating both social value and economic value through our businesses.・We remain unwavering in our mission to support people's lives and the economy by providing energy and we will continue
to work together with local communities to resolve social issues through our business activities.
・We will cultivate strong relationships of trust with our stakeholders through responsible engagement.
・We will take on the challenge of solving global social issues and contribute to the achievement of the SDGs.
 Established: December 1, 2021
We aim for sustainable development together with the region and society, and to be a company that is trusted by our
customers, local communities, shareholders, investors, supply chain partners and employees, as we consider trust to be the
foundation of our business and the source of our growth.
In order to strengthen our relations of trust with our stakeholders, we will thoroughly implement sustainability management
that creates both social value and economic value through our businesses, while maintaining a high level of sensitivity to
changes in social conditions. We base our business activities, both in and outside of Japan, on the following principles:
1 Enhancement of Customer Satisfaction
We strive to enhance customer satisfaction by improving our
corporate activities and providing valuable products and services
which meet the demands of our customers in a safe and reliable way.
2 Pursuit of Safety and Security
We place top priority on safety and security in our corporate activities.
We thoroughly implement safety measures at all of our facilities, provide
detailed explanations of these measures to the local community. We
also ensure the occupational health and safety of our employees.
3 Environmentally-Friendly Corporate Activities
We contribute to the realization of a sustainable society
by developing initiatives for the conservation of the global
environment and coexistence with regional environments.
4 Sincere and Fair Operations
We ensure transparency in all of our business activities, engage in fair
and free competition, conduct appropriate transactions and responsible
procurement, maintain sound relationships with political and governmental
authorities, and operate our business in a sincere and fair manner.
5 Sincere Communication with Stakeholders
In addition to promptly disclosing information to the public, we
engage in constructive dialogue with a wide range of stakeholders,
including our customers and local communities, taking their
opinions seriously and applying them to our business operations.
6 Coexistence with Local Communities
Through our business activities and social contribution activities,
we strive to realize mutual growth with local communities and
contribute to solving social problems.
7 Respect for Human Rights
We regard internationally recognized human rights as universal
values and respect them in all of our business activities. Together
with our supply chain, we prevent and mitigate negative impact
on human rights that may occur through our business activities.
8 Creating a Rewarding Workplace
We actively develop and utilize talents based on fair evaluations of
our employees and promote a working style that respects diversity
so that every person can work to their fullest extent in good health.
9 Crisis Management
We thoroughly implement organizational crisis management in
preparation for various crises such as natural disasters, terrorist attacks,
and cyberattacks that threaten the lives of citizens and corporate
activities. In addition, we will resolutely confront antisocial forces.
10 Compliance with Laws and Regulations
We ensure compliance with law and regulations. Furthermore, we pledge
not to be involved in any acts that impose losses or trouble upon society.
11 Realization of the Spirit of this Code and Responsibilities of Top Management
Top management recognizes the realization of the spirit of this Code as
its mission, and take the initiative in ensuring that the spirit is thoroughly
understood within the company and that an effective system is in place. We
also encourage our supply chain members to realize the spirit of this Code.
In the event of a violation of this Code, all departments will work together to
resolve the problem, investigate the cause, take immediate countermeasures
to prevent recurrence, and take strict disciplinary action against any
violators, including top management.
Established: July 1, 2006
Revised: April 28, 2022
●くろまるThe Kyuden Group's Mission ●くろまるSustainability Management Promotion System
●くろまるKyuden Group Sustainability Policy
Enlighten Our Future
Towards a comfortable and environment-friendly lifestyle
today and for generations to come.
To strengthen its efforts to address ESG (environment, society, and governance) issues such as carbon neutrality, we
established the Sustainability Promotion Committee in July 2021. We also appointed a Chief ESG officer and established a
new department dedicated to ESG promotion within the Corporate Strategy Division, in order to set up a promotion system
for implementing sustainability management. Under this system, we will promote efforts to use our business activities to
simultaneously create both social value and economic value.
■しかくStructure and Management System
Board of Directors
Divisions, Group companies
Submit/Report
Supervise Submit/
Report
Formulation of departmental
plans, reports on policy
progress, etc.
Presentation,
monitoring
of policies, plans, etc.
Sustainability Promotion Committee
Liaise
Information
disclosure
Reflect opinions
Stakeholders
Management
meetings
(Management
plans, etc.)
Chairperson: President
Committee Members: Chief ESG officer, external
directors, etc.
• Formulation of strategies and basic policies
related to ESG
• Monitoring of policy progress, etc.
Overview of Sustainability Promotion Committee
Sustainability Promotion Committee
Purpose
Positioning
Structure
Frequency
Sessions Convened
and Issues
Sub‐committees and
sectional groups, etc.
To deliberate and coordinate ESG strategies and policies for the Kyuden Group, and to oversee and
promote executive management in order to bring about a sustainable society
Establish sectional groups under committees that carry out the various deliberative and coordination
activities intended to improve the effectiveness of the ESG strategies
Twice yearly in principle (in April and November), and additionally as necessary
Chairperson: President
Vice‐chairperson: Chief ESG officer
Committee members: External directors, executive directors of relevant divisions, etc.
Secretary: Directors of Corporate Strategy Division
Deliberative body tied to the Board of Directors (reporting to and receiving direction from the Board of Directors)
April 2022・ Discussed formulation of basic sustainability policies
― Identifying Materiality
― Revision of the Kyuden Group CSR Charter・ Discussed Medium‐term ESG Promotion Plan for FY2022・ Discussed policy for issuing the Integrated Report FY2022
October 2022・ Discussed progress of the Medium‐term ESG Promotion Plan for FY2022・ Discussed measures toward obtaining SBT certification・ Discussed commitment to respect human rights and strengthening of initiatives
Policy and System for Promoting the Kyuden Group's Mission and Sustainability | Materiality | Materiality Initiatives 2Contents Introduction Environment Social Governance Performance Data
Materiality
The Kyuden Group is promoting sustainability management that simultaneously creates social value and economic value through its business activities. In April 2022, we identified key management issues as materiality to realize this goal.
Through these materiality initiatives, we will contribute to a sustainable society and create medium- and long-term growth for our company. In addition, we will continuously review materiality based on social conditions and the business environment.
●くろまるBasic Concept
●くろまるMateriality and Key Issues
Ideal state
Materiality Key issue
Leading the way
toward a decarbonized
society
Implementing continuous
improvements in energy
services
Co‐creating a smart
and vibrant society
Achieve carbon negativity by 2050・Carbon reduction and decarbonization of power sources
(by positioning renewable energy as a main power source, operating
nuclear power in a safe and stable manner, supplying energy overseas)・Promotion of electrification・Promotion of energy‐saving measures ・Reduction of the environmental impact ・Providing recommendations for and participating in energy policy・Stable supply of electricity・Low‐cost energy・Provision of solutions based around energy services・Realization of a smart society・Regional vitalization (regional and local development)・Creation of safe, secure and comfortable urban areas
Contribute to a sustainable and comfortable
future for our customers
Together with the Kyushu region, promote
transformation in society and manufacturing
Ideal state
Materiality Key issue
Strengthening
governance
Promoting growth,
success and diversity of
human capital・Respecting human rights ・Promotion of value co‐creation and innovation・Promotion of diversity and inclusion ・Prioritizing safety and health ・Securing and developing strategic human capital・Promotion of digital transformation (transformation of
business structure, processes, etc.)・Improvement of effectiveness of corporate governance ・Strengthening of risk management system ・Thorough compliance ・Strengthening of supply chain management ・Thorough information security ・Enhancement of stakeholder engagement (building trust
with our stakeholders) ・Improvement and strengthening of financial position
Fostering an organizational culture that enables
growth for each person and the organization,
thereby creating future value
Establish good governance practices to
support our growth
Creating value through our business
Foundation for
Value Creation
Leading the way toward
a decarbonized society
Promoting growth, success and diversity of human capital
Strengthening governance
Establish good governance practices to support our growth
Fostering an organizational culture that enables growth for each
person and the organization, thereby creating future value
Achieve carbon negativity by 2050
Contribute to a sustainable
and comfortable future for
our customers
Together with the Kyushu region,
promote transformation in society
and manufacturing
Implementing continuous
improvements in energy services
For our Customers
For our Employees
and Partners
For the Environment
Co‐creating a smart and
vibrant society
For Communities
Contents Introduction Environment Social Governance Performance Data 3
Policy and System for Promoting the Kyuden Group's Mission and Sustainability | Materiality | Materiality Initiatives
The issues identified in Step 1 were assessed on two axes: economic value (importance to the Kyuden Group) and social
value (importance to society).
STEP 2 Assessment of Issues
In order to identify key issues for achieving sustainability for both society and the company, we identified both "social issues"
such as the SDGs and the growth strategies of the government and Kyushu, as well as "specific issues of the Kyuden Group"
such as the realization of the Kyuden Group Management Vision.
STEP 1 Identifying Key Issues
Social issues
□しろいしかく SDGs
□しろいしかく Global standards (GRI, SASB, ISO 26000)
□しろいしかく Governmental and Kyushu growth strategies and others
Issues impacting the Kyuden Group
□しろいしかく Kyuden Group Management Vision 2030
□しろいしかく Kyuden Group Carbon Neutral Vision 2050
□しろいしかく Kyuden Group financial goals (FY2025) and others
Economic
Value/Social
Value
[Very high]
Economic
Value/Social
Value
[High]
Comprehensive Assessment
Those issues that have very high economic and social value were evaluated as being highly important
1 Carbon reduction and decarbonization of power sources (making renewable energy the main source of power, safe and stable operation of nuclear
power plants, overseas business, etc.) 2 Promotion of electrification 3 Promotion of energy‐saving measures 4 Reduction of the environmental impact
5 Providing recommendations for and participating in energy policy 6 Stable supply of electricity 7 Low‐cost energy supply 8 Provision of solutions
based around energy services 9 Realization of a smart society 10 Regional vitalization (Regional and local development) 11 Creation of safe, secure
and comfortable urban areas 12 Respecting human rights 13 Promotion of value co‐creation and innovation 14 Promotion of diversity and inclusion
15 Securing and developing human capital 16 Prioritizing safety and health 17 Securing and developing strategic human capital 18 Promotion of digital
transformation (transformation of business structure, processes, etc.) 19 Improvement of effectiveness of corporate governance 20 Strengthening of risk
management system 21 Thorough compliance 22 Strengthening of supply chain management 23 Thorough information security 24 Enhancement of
stakeholder engagement (building trust with our stakeholders) 25 Improvement and strengthening of financial position
Issues Identified
Issues assessed as highly important in Step 2 were identified as key issues, categorized as shown on the right, discussed by
the Sustainability Promotion Committee, and organized into materiality proposals.
STEP 3 Formulating Materiality Proposal
We exchanged views with our group companies and external experts familiar with stakeholder perspectives regarding the
materiality proposals in Step 3 and identification process. Furthermore, based on the opinions we received, we improved the
assessment method for the issues and had another discussion with all directors. Based on these discussions, the materiality
proposal "Promoting Diversity and Inclusion" was revised to "Promoting Growth, Success, and Diversity of Human Capital."
STEP 4 Validating Materiality Proposals
Based on the results of Step 4, the Sustainability Promotion Committee discussed the final materiality proposals after
re‐evaluation of Step 2, and then the proposals were approved by the Board of Directors.
The Board of Directors deliberates on whether it is necessary to review materiality every year, taking into consideration
changes in social conditions and the Kyuden Group s business situation.
STEP 5 Identifying MaterialityNameOrganization/Title
Hideyuki Okano
Keisuke Takegahara
Director of Business Development Division,
Kyushu Economic Research Center
Executive Fellow and General Manager,
Research Institute of Capital Formation,
Development Bank of JapanNameOrganization/Title
Professor, Graduate School of Management,
Tokyo University of Science
Masayoshi Miyanaga
Yuriko Hisadome
Representative Director, Biznet Corporation
Machiko Takami
Representative Director, Psy's Learning・ Leading the way toward a decarbonized society・ Implementing continuous improvements in energy services ・ Co‐creating a smart and vibrant society ・ Promoting diversity and inclusion ・ Strengthening governance・ Leading the way toward a decarbonized society・ Implementing continuous improvements in energy services・ Co‐creating a smart and vibrant society・ Promoting growth, success and diversity of human capital・ Strengthening governance
■しかくExternal Experts We Held Discussions With *Organization/Title are at the time of the meetings
Assessment of Economic Value Assessment of Social Value
Based on this, we assessed risks and opportunities from a
short‐, medium‐, and long‐term perspective, quantitatively
calculated financial impact, and made a final judgment on
the three levels: high, medium, or low. We also took into
account the probability of the three levels to assess their
importance.
(1) Those that maximize short‐term opportunities
(2) Those that expand medium‐ and long‐term growth
(3) Those that minimize risk
In addition to "I: Expectations from a global perspective,"
we also conducted assessment by including "II:
Expectations from stakeholders," which we collected
from customers, local communities, investors, and others
through our business activities, in order to take into
account the perspective required of a market‐oriented
and community‐rooted company. After quantifying
(scoring) each of them, we finally judged and rated their
importance on three levels: high, medium, or low.
*Initially, only I was assessed, but after going through the
process of Step 4, II was added to the new assessment
axis and re‐assessed
We broke down drivers of economic value into the
following three categories.
Social Value
(Importance to society)
Very high HighHigh Very high
Economic Value
(Importance to Kyuden Group)
3 4 810 11
1 2 6
7 17 2412 20 22 235 9 13
14 16 1821 2519
Comprehensive Assessment
Global Expectations
Stakeholder ExpectationsHighHigh
12 3 10
11 1 2 4
6 7 17
9 13 14 16 18 2021 22 238 2419 5 25Medium
MediumLowLow
Assessment of Social Value
OpportunityRisk20 22 23
5 9 25
3 8 10 11 4 12
19 211 213
14 17 18 16
6 7 24
ProbabilityHighHighHighMedium
Medium
MediumLowLowLowAssessment of Economic Value
●くろまるIdentifying Materiality4Contents Introduction Environment Social Governance Performance Data
Policy and System for Promoting the Kyuden Group's Mission and Sustainability | Materiality | Materiality Initiatives
MaterialityKeyIssue
Issue
Medium-term Targets
(Items for which no year is specified are
FY2030 targets)
FY2023 Targets Major Action Plans
Impact
Reference: FY2022 Results
Scope of
performance
aggregation
(1) (2) (3)
Leadingtheway
towardadecarbonized
society
Carbon
reductionanddecarbonizationofpower
sources
Shifting our main
power source to
renewable energy
Steady development of renewable
energy
― Development volume of renewable
energy (Worldwide): 5 GW
• New development volume: 136 MW
• Finalized development projects: 3.16 GW
[Japan]
• Ensure start to operation of ongoing projects
• Examine development of solar power generation systems at the sites of old plants.
[Overseas]
• Examine investment in renewable energy development companies as development
platforms
• Promote joint development with Group companies〇〇〇〇
• New development volume:
58 MW
• Finalized development
projects: 3.02 GWーMaximum utilization
of nuclear power
generation
Continuation of safe and stable
operation of nuclear power stations
― Zero unplanned outages
• Zero unplanned outages
• Improvement of utilization rate
― Shortened regular inspection periods, etc.
• Faithfully conduct daily inspections, periodic operator's inspections, etc.
• Continuation of "polite dialogue" and "active dissemination of information" concerning
nuclear power business〇〇 Zero unplanned outages ー
Carbon reduction
for thermal power
generation
• Act on Rationalizing Energy Use
Achievement of benchmark indicators
― A indicator: 1.0 or higher
― B indicator: 44.3% or higher
― Coal only indicator: 43.0% or higher
• Development of hydrogen (1%) and
ammonia (20%) mixed-combustion
technologies
• A indicator: 0.95 or higher
• B indicator: 41.44% or higher
• Coal only indicator: 41.15% or higher
• Study and examination of hydrogen and
ammonia mixed-combustion technologies
• Implement performance management for units and systematic repair and
improvement work at each power station
• Establish a system with power stations or manufacturers, identify issues and conduct
feasibility studies and examinations
〇 〇〇• A indicator: 0.98
• B indicator: 42.83%
• Coal only indicator: 41.56%*2Advancing
transmission and
distribution network
Technological research and development for
more sophisticated network operation ahead of
an increase in the adoption of renewable energy
Responding to difficulties in maintaining
proper voltage and developing systems to
maximize the use of facility capacity
• Verify optimal control of multiple voltage regulators on the same distribution line
• Develop a grid congestion management system for early interconnection of
renewable energy and maximum utilization of transmission capacity (basic design)〇〇
Start of operation of economic
output control systemーPromotionofelectrification
Household/
Commercial
Contribute to improved electrification rates in
Kyushu
― Household: 70% (1.5 TWh of incremental
increases in electricity volume)
― Commercial: 60% (1.6 TWh of incremental
increases in electricity volume)
Steady implementation of electrification sales
activities to achieve improved electrification
rate by 2030
• Expand mass PR using TV commercials and online advertisements
• Expand and enhance physical contact points (holding events, etc.) and digital contact
points (strengthening online presence) to expand customer contact points
• Promote electrification through individualized proposals to medical, welfare, school
lunch centers. etc.
• Proactively introduce all-electrification in real estate development projects〇〇〇〇
Incremental increase in
electricity volume
― Household: 120 GWh
― Commercial: 100 GWhーTransportation
Electrification of company car fleet
― Proportion: 100% are EVs
*Excluding vehicles that cannot be converted into EVs
No. of EVs newly introduced: 200
Proportion of electric company car fleet:
25% (544 of 2,185)
Replace steadily with EVs according to plans 〇 No. of EVs newly introduced: 95 *1
Regional energy
Early creation of regional energy system
business model to ensure optimal
management and control of energy
• Steadily examine potential locations for
demonstration
• Prepare for pilot tests and evaluation after system installation
• Examine potential locations for demonstration〇〇
Undertake reviews and make
proposals at candidate pilot test
sitesーProviding recommendations
for and participating in
energy policy
Establishment of a system contributing
to both decarbonization of power source
and stable power supply
• Undertake review on the introduction of
specific measures to meet necessary supply
• Undertake review on the direction of our
power source portfolio for 2050
• Continue to appeal to the Japanese government regarding the design of the electricity
trading market and other systems
• Study the direction of our power source portfolio to achieve decarbonization of power
sources by 2050〇〇
• Make steady appeals to the
Japanese government
• Calculate and evaluate the
supply-demand balance in 2030ーPromotion of energy-saving
measures
Promotion of energy-saving measures to
achieve carbon neutrality
Promotion of energy-saving diagnoses to
reduce CO2 and save costs in line with
customers' needs
• Propose detailed energy-saving measures through measurement of energy usage and
surveys on facility usage
• Introduce electricity and energy-saving methods through the website and workshops〇〇
No. of energy-saving measure
proposals: 109ーReductionofthe
environmental
impact
Creation of a
recycling-oriented
society
• Recycling rate of waste other than coal ash:
98% or higher (Waste plastic 100%)
• Green procurement rate: 99% or higher
(Office supplies)
• Recycling rate of waste other than coal ash:
98% or higher (Waste plastic 90%)
• Green procurement rate: 97% or higher
(Office supplies)
• Improve operational efficiency and promote proper management through joint collection or
utilization of electronic manifests
• Conduct pilot tests at model sites for advanced waste plastic recycling
• Conduct educational activities related to the promotion of green procurement 〇〇〇
• Waste other than coal ash: Expected
to achieve
• Waste plastic: Expected to achieve
• Green procurement rate: 95%*1Protection of regional
environments
Water usage per employee: Less than
the previous fiscal year every year
Water usage per employee: Less than the
previous year (FY2022: 27 m3/person)
Ensure water-conservation-conscious behavior 〇
Water usage per employee:
27 m3/employee*1Collaborating with
society (biodiversity
conservation)
Minimal impact on ecosystems from our
business activities
Acquisition of certification of company-
owned forests as places that contribute to
biodiversity conservation
• Ensure implementation of conservation measures in development and execution (construction and service) stages
• Acquire certification of company-owned forests as places that contribute to biodiversity conservation as
recognized by the Japanese government
• Review of information disclosure in line with the TNFD Framework 〇〇〇
Appropriate environmental
surveys of existing power supply
sitesーPromotion of
environmental
management
Violations of laws: 0 Violations of laws: 0
Disseminate and share information on revisions of environmental laws and regulations
in a timely and proper manner
〇 Violations of laws: 0 ー
Others
Promotion of environment-related
business
Establishment of a business model for
woodland J-credit business
• Provide support to group companies for the self-sufficiency and expansion of the woodland J-credit business
• Provide ongoing coordination for the efficient and effective development and proposal of woodland-related services
• Gather a wide range of information on overseas woodland investment projects and undertake a cross-departmental review〇〇〇Provide support to Hisayama Town, Kusu Town,
and Kumamoto Prefecture (6 municipalities)
for the creation of J-creditーImpact: (1) Maximize short-term opportunities (increase in profit), (2) Increase medium-term opportunity (improve growth rate (expected future growth)), (3) Reduce the risks (reduce capital cost) Scope of performance aggregation: *1 Kyushu EP and Kyushu T&D *2 Kyushu EP on a non-consolidated basis
Materiality Initiatives (Medium-term ESG Promoting Plan)
To resolve materiality, we have formulated mid-term and annual targets and action plans, and the Sustainability
Promotion Committee and the Board of Directors monitor their implementation. Through these efforts, we will
contribute to a sustainable society and ensure medium- and long-term growth for the Kyuden Group.
Leading the way toward a decarbonized society: Achieve carbon negativity by 2050
Target for 2050: Achieve net zero GHG emissions throughout the supply chain and contribute to GHG emission reductions
throughout society by contributing to achieving 100% electrification of residential and commercial sectors in Kyushu.5Contents Introduction Environment Social Governance Performance Data
Policy and System for Promoting the Kyuden Group's Mission and Sustainability | Materiality | Materiality Initiatives
Implementing continuous improvements in energy services: Contribute to a sustainable and comfortable future for our customers
Co-creating a smart and vibrant society: Together with the Kyushu region, promote transformation in society and manufacturing
Promoting growth, success and diversity of human capital: Create future value by fostering an organizational culture in which people and organizations continue to grow
Targets for 2030: Employee engagement: employee satisfaction score 80% Value added per capita: 1.5 times the FY2021 level
Materiality Issue
Medium-term Targets
(Items for which no year is specified are FY2030
targets)
FY2023 Targets Major Action Plans
Impact
Reference: FY2022 Results
Scope of
performance
aggregation
(1) (2) (3)
Implementing
continuous
improvementsinenergy
servic
Stable supply of
electricity
• Continuous stable supply
― Average duration of power outages per household: Keep
at a world-class level
― No. of public accidents involving electric shocks: Zero
• Expansion of development overseas
― Overseas equity output: 5 GW
• Power outage: 25.4 MWh or less (average of the past 5
years)
• No. of public accidents involving electric shocks: Zero
• Overseas equity output: 2.88 GW
• Ensure efficient patrols and inspections to reduce the amount of power outages,
and maintenance through effective facility countermeasures, tree trimming, etc.
• Foster individual safety awareness and ensure safety behavior in cooperation with
business partners to eliminate serious accidents
• Focus on development of projects that can be expected to contribute to profits at
an early stage〇〇〇• No. of public accidents involving electric
shocks: Zero
• Overseas equity output: Approx. 2.84 GWーLow-cost energy
supply
Industry-leading price competitiveness Reduction of power generation costs
• Improve maintenance efficiency
• Expand procurement of low-quality coal and its procurement
sources and examine blending businesses〇〇 Reduction of power generation costs ー
Provision of solutions based
around energy services
Total amount of electricity sold: 120 TWh Increase in sales by maximizing supply capacity
• Non-discriminatory wholesale sales both domestically and internationally
• Conduct sales to maximize profits within the scope of supply capacity〇〇〇〇
Total amount of electricity sold: 96 TWh
(Electric power business in Japan)ーCo-creatingasmartandvibrant
society
Realization of a
smart society
Business model reform, business creation, etc.
• Create new businesses
― Consideration of new businesses, new services, and
collaboration with other companies: 10
― Creation of new businesses, new services, and
collaboration with other companies: 2
― Promote co-creation and collaboration with startups and
other companies from different industries (e.g., Kyuden Open
Innovation Program "Inspiration and Co-Creation")
― Create new businesses and services utilizing our strengths and
resources (e.g., smart meter data analysis)〇〇〇〇〇〇
ー ー
Regional vitalization
(Regional and local
development)
Sustainable development in the region and society
― Creation of new industries and markets through
projects to create industry
• Formulate a concrete business model
― Set budget, area, collaborators, and other conditions
• Expand the scale and scope of business through
collaboration with local communities
• Identify areas for implementation and collaborating companies
• Expand and create new businesses and services through collaboration with local
communities (contribution to the expansion of the Group's overall profits)〇〇
• Establish a joint implementation system with the Kyushu
Economic Federation and define business areas
• Expand the scale and scope of projects through
collaboration with local communitiesーCreation of
safe, secure and
comfortable
urban areas
Sustainable development in the region and society
― Urban development projects in Kyushu area
Participation: 10 (1 per year) or more projects
(cumulative total to FY2030)
Participation in urban development projects in Kyushu
area: 1 or more projects
Develop projects that contribute to increasing the number of visitors
to Kyushu, revitalize local communities, create jobs and make safe
and secure communities (expansion of offices and residents, urban
development, operation of airports, etc.)
〇 〇
Participation in urban development projects
in Kyushu area: 1 projectーPromoting
growth,
successanddiversityofhuman
capital
Respecting
human rights
Reducing the risk of serious human rights
violations, including throughout the supply chain
Introduction of new and expanded initiatives (12 items)
related to human rights due diligence and remedial
measures
• Steadily promote human rights due diligence and remedial measures
• Implement systematic and effective inner branding in cooperation with
related departments〇〇
• Identification of significant human rights risks
• Establishment of Supplier Code of ConductーPromotion of
value co-creation
and innovation
Create new value by leveraging individual will
― Number of commercializations: more than 30
(cumulative total to FY2030)
― Number of proposals and entries: 10,000
• No. of participants in KYUDEN i-PROJECT:
100 participants/year
• No. of individual projects leading to
commercialization, services, and final proposals: 3 or
more projects/year
• Strengthen functions to create business ideas and develop
projects
• Strengthen functions to accelerate growth of potential projects
• Create a foundation and culture that fosters innovation〇〇〇• No. of participants in KYUDEN i-PROJECT:
169 participants/year
• No. of individual projects leading to
commercialization, services, and final
proposals: 2 projects/yearーPromotion of
diversity and
inclusion
Organization that makes the most of diversity of
knowledge and experience
― Female manager appointments: 30% or more
(percentage of women appointed to section
chief level or higher (excluding executives)
― Management transformation training: All heads
of organizations to attend (FY2025)
• No. of women newly appointed as managers or
to top management positions in the organization
(FY2019–2023): More than three times that of
FY2009-2013
• Male childcare leave: 100%
• Eruboshi certification
• Create an organizational culture that leverages and co-creates
diversity of knowledge and experience
• Create a system that allows for flexible work styles〇〇
• No. of new female managers appointed:
2.72 times increase (16 (49 cumulatively))
No. of women appointed to top
management positions in the organization:
4 times increase (6 (28 cumulatively))
• Male childcare leave: 80.6%
• Eruboshi certification*1Prioritizing safety
and health
• Zero serious occupational accidents including subcontractors
and outsourcers
• Continuous approval under the Certified Health & Productivity
Management Outstanding Organizations Recognition Program
• Overall health risk in stress check: 80 or less
• No. of serious accidents (employees): Zero
• Continuous approval under the Certified Health &
Productivity Management Outstanding Organizations
Recognition Program
• Overall health risk in stress check: 80 or less
• Thoroughly implement preventive measures focusing on serious
accidents
• Promote health management based on the Kyushu EP Health
Declaration〇〇
• No. of serious accidents (employees): Zero
• Continuous approval under the Certified
Health & Productivity Management
Outstanding Organizations Recognition
Program
• Overall health risk in stress check: 76*1Securing and
developing
strategic human
capital
• DX follower training: All employees to participate (FY2025)
(Training to acquire basic knowledge and skills in digital
transformation)
• DX specialist human resources training: Approx. 240
participants (FY2025)
• DX specialist human resources training: 200
participants (to be developed intensively in FY2023)
• In order to realize our business strategy, secure and develop human resources with diverse
knowledge and experience, including highly specialized human capital and DX human capital
• Create a system that stimulates employee autonomy and makes the most of it
• Create an organizational culture that leverages and co-creates diversity of knowledge and
experience〇〇〇• DX specialist training participants: 36
• DX literacy training participants:
Approx. 9,000*1Promotion of digital
transformation
(transformation of
business structure,
processes, etc.)
Profit generation effect of digital transformation:
Approx. 40 billion yen
(cumulative total to FY2030)
• Promotion of individual digital transformation plans:
50 cases
• Self-BI (Tableau) implementation and deployment:
50 cases
• Check the progress of the digital transformation plan of each
department in charge, and provide appropriate advice and
support for its implementation
• Provide support for further promotion of data utilization based on
business unit needs〇〇〇〇
• Promotion of individual digital
transformation plans: 50 cases
• Self-BI (Tableau) implementation and
deployment: 30 casesーImpact: (1) Maximize short-term opportunities (increase in profit), (2) Increase medium-term opportunity (improve growth rate (expected future growth)), (3) Reduce the risks (reduce capital cost) Scope of performance aggregation: *1 Kyushu EP and Kyushu T&D *2 Kyushu EP on a non-consolidated basis6Contents Introduction Environment Social Governance Performance Data
Policy and System for Promoting the Kyuden Group's Mission and Sustainability | Materiality | Materiality Initiatives
Policy and System for Promoting the Kyuden Group's Mission and Sustainability | Materiality | Materiality Initiatives
Materiality Issue
Medium-term Targets
(Items for which no year is specified are FY2030 targets)
FY2023 Targets Major Action Plans
Impact
Reference: FY2022 Results
Scope of
performance
aggregation
(1) (2) (3)
Strengthening
Governance
Improvement
of effectiveness
of corporate
governance
• Ensuring diversity and appropriate scale of the
Board of Directors (ratio of external directors, etc.)
• Ensuring transparency and objectivity toward
nomination and remuneration
• Enhancement of monitoring system
• Enhancement of the information we disclose
relevant to corporate governance
• Improvement of the functioning of the Board
of Directors
• Further delegate authority to persons responsible for business
execution to accelerate decision-making
• Further invigorate discussions on management strategies and
important issues for the entire group, etc.
• Verify the significance of policy shareholdings and take action to
reduce the number of shares held〇〇〇• Enhancement of the information
we disclose relevant to corporate
governance
• Revision of standards for Board of
Directors meetings*2Strengthening of
risk management
system
Improvement of the accuracy of risk management
Improvement of the accuracy of risk
management
Clarify major risks, share risk awareness between senior management
and executive officers, reflect risk countermeasures in the medium-term
plan and implement proper monitoring〇Conduct company-wide risk analysis,
share awareness with senior management,
and reflect risk countermeasures in the
medium-term management planーThorough
compliance
• No. of serious compliance violations: Zero
• Creation of an organizational culture conducive to
consultations
• No. of serious compliance violations: Zero
• Monitoring of the number of whistle-blowing
and consultation cases
• Take appropriate measures to address the results of the Japan Fair Trade
Commission investigation and inappropriate handling of customer information of new
energy providers, etc., and take thorough measures to prevent recurrence
• Prevent compliance violations that could have a significant impact on management
• Establish a consultation desk for action regulations
• Communication of messages from senior management and enhancement of dialogue〇〇〇〇
• No. of serious compliance violations: 3
• Number of whistle-blowing and
consultations: 30
(Number of consultations through
compliance consultation desks and the
Harassment Advice Counter of Kyushu EP
and Kyushu T&D)*1Strengthening
of supply chain
management
Raising supply chain awareness of ESG
Response rate to questionnaire survey on
sustainability improvement initiatives for major
business partners: 90% or higher
Promote initiatives to improve sustainability in the supply chain,
including CN and human rights considerations, based on the Sustainable
Procurement Guidelines
〇 Establishment of Supplier Code of Conduct *1
Thorough
information
security
• Personal information leaks: Zero
• No. of serious data security breaches by cyber
attacks: Zero
• No. of system failures that have a big impact on
customers: Zero
• Personal information leaks: Zero
• No. of serious data security breaches by
cyber attacks: Zero
• No. of system failures that have a big impact
on customers: Zero
• Thoroughly implement measures to prevent recurrence in terms of awareness,
education, systems, and business operations based on the cause of the
information leakage incident
• Further strengthen the response toward security incidents
• Strengthen security measures throughout the supply chain, including business
partners outside the Group
• Promote steady system development and operation in accordance with the
division of responsibilities and roles between the business and IT departments〇〇〇〇〇• Personal information leaks: 1
*Cases reported to the Personal Information
Protection Committee in line with guidelines,
rules and regulations from the regulatory
authorities
• No. of serious data security breaches by
cyber attacks: Zero
• No. of system failures that have a big
impact on customers: Zero*1Enhancement
of stakeholder
engagement
(building trust with
our stakeholders)
Improvement of stakeholder satisfaction
― Improvement of trust in the Group
― Improvement of customer satisfaction
• Level of trust in and satisfaction with the
Kyuden Group
― Trust: 59.1% or higher (over FY2021
results)
― Satisfaction: 63.4% or higher (over FY2022
results)
• Improvement ratio in the questionnaire survey
― Image of the Kyuden Group: 90% or more
― Environmental conservation awareness: 90%
or more
• Develop public relations and public hearing activities to enhance trust
in the Kyuden Group
― Promote dialogue with customers and other activities to regain their
trust
• Enhance information dissemination to stakeholders to improve
corporate value
• Promote collaborative activities in communities in line with the needs
of each branch area and raise environmental awareness among
the next generation through face-to-face and digital environmental
education〇〇〇〇〇• Level of trust in and satisfaction with the
Kyuden Group
― Trust: 74.8%
― Satisfaction: 63.4%
• Improvement ratio in the questionnaire
survey
― Environmental conservation
awareness: 90.6% or moreーImprovement and
strengthening of
financial position
• Achievement of financial targets
― Consolidated ordinary revenue: 125 billion yen or
more (FY2025)
Electric power business in Japan: 75 billion yen
(FY2025)
Growth business: 50 billion yen (FY2025)
― Equity ratio: Approx. 20% (end of FY2025)
• Consolidated ROIC: 2.5% or more (FY2025)
• Achievement of financial targets
― Consolidated ordinary revenue: 125 billion
yen or more (FY2025)
Electric power business in Japan: 75 billion
yen (FY2025)
Growth business: 50 billion yen (FY2025)
― Equity ratio: Approx. 20% (end of FY2025)
• Consolidated ROIC: 2.5% or more (FY2025)
• Monitor the progress of plans, identify downside risks and examine their
countermeasures to achieve financial targets and quickly restore the
damaged financial base (reflect in the medium-term management plan)
• Improve profitability of growth investments by continuing to ensure
thorough efficient electric business investment and steadily finding
profitable projects
• Set and publish ROIC targets
• Implement PDCA based on ROIC targets (management through
medium-term management plan and divisional overview reports)
• Conduct activities to promote understanding of capital efficiency andROIC〇〇〇〇〇〇〇〇〇〇• Consolidated ordinary revenue:
-86.6 billion yen
(-25.6 billion yen when impact of time
lag is excluded)
― Electric power business in Japan:
-133.4 billion yen
― Growth business: 47.4 billion yen
― (consolidated elimination: -0.7 billionyen)• Equity ratio: 12.2 %
(10.4% when the hybrid bonds assigned
equity credit excluded)ーPromotionofsustainability
management
Improvement
of external
assessment
• Top-level ESG rating in the energy sector
• Improvement of ESG rating
• Issuance of Integrated report
• Strengthen sustainability management to simultaneously pursue social
and economic value
― Strengthen the system to utilize non-financial and financial aspects
as an integral part of management decision-making by quantifying
the impact of ESG initiatives on corporate value (financial) and
expanding ICP
― Anticipate and respond to themes of increasing importance by
global standards, such as TNFD and human capital, in order to
expand future growth opportunities〇〇
• Acquired SBT Initiative certification for
greenhouse gas reduction targets (the
first energy supplier in Japan to receive
this certification)
• Rated by CPD as leaders in its Supplier
Engagement Rating, the highest
evaluation (the only energy supplier
in Japan to receive this distinction in
FY2022)ーFostering
awareness within
the company
• Improvement of in-house awareness about
sustainability management, ESG, etc.
• Improvement of employee pride and job satisfaction
• Penetration of materiality: 80% or more
(FY2024)
• Foster awareness and momentum for sustainability management
through employee-led projects or lectures to put initiatives into
practice at each site
〇 ー ー
Strengthening of governance: Establishment of governance to support growth
Impact: (1) Maximize short-term opportunities (increase in profit), (2) Increase medium-term opportunity (improve growth rate (expected future growth)), (3) Reduce the risks (reduce capital cost) Scope of performance aggregation: *1 Kyushu EP and Kyushu T&D *2 Kyushu EP on a non-consolidated basis7Contents Introduction Environment Social Governance Performance Data
Climate Change ........................... 8
Biodiversity ................................. 17
Environmental Conservation ...... 21
Resource Recycling ..................... 22
Water Resources ........................ 23
Environmental Management ...... 24
Environment
■しかく
Kyuden Group Environmental Management and
Promotion Framework
Presentation,
monitoring, etc., of
policies, plans, etc.
Formulation of departmental
plans, reports on policy
progress, etc.
■しかくSustainability Promotion Committee
■しかくCarbon Neutrality and Environment Sub‐Committee
Disclose
information
Reflect opinions
Sustainability Promotion Committee
Management
meetings
Divisions, Group companies, etc.
Board of Directors
Carbon Neutrality and Environment Sub‐Committee
‐ Formulation of strategies and
basic policies related to ESG
‐ Monitoring of policy progress, etc.
Chairperson: President
Vice‐chairperson: Director in charge of ESG
Committee members: External directors, executive
directors of relevant divisions, etc.
Structure
Twice yearly in principle,
and additionally as
necessary
Frequency
Chairperson: Director in charge of ESG
Vice‐chairperson: Executive Director of Corporate Strategy
Division and Executive Director of the District Symbiosis
Division
Committee members: Directors of relevant divisions, etc.
Structure
Twice yearly in principle,
and additionally as
necessary
Frequency
Stakeholders
Management
plans, etc.
Submit/report
Supervise Supervise Submit/
report
Climate Change
Policy and Approach
●くろまるKyuden Group Carbon Neutral Vision 2050
●くろまるGoal for 2050
●くろまる2030 Management Targets (Environmental Targets)
• 
We believe that efforts to tackle global warming are an opportunity for corporate growth, and so from here in Kyushu, we
will aim to lead the decarbonization of energy in Japan.
• 
We will continue to engage in two key initiatives for both supply and demand: the decarbonization of our power sources
and the promotion of electrification.
• 
Achieve net zero GHG emissions from our business activities throughout the supply chain
• 
Maximize electrification and contribute to reduced GHG emissions across society by providing a stable supply of
environmentally friendly energy
• 
Become carbon negative as early as possible ahead of 2050 through the above initiatives
Having clarified the Group's goals for 2050, we have used a backcasting approach to formulate a set of management targets
(environmental targets) for 2030.
Our target of a 65% reduction in supply chain GHG emissions (in our domestic business) far exceeds the government's target
of 46% (compared to FY2013).
As global environmental issues increase in severity, at the Kyuden Group we have positioned response to climate change as
a key management challenge (materiality: leading the way toward a decarbonized society), and are engaging in the necessary
initiatives as a group.
In April 2021 we formulated the Kyuden Group Carbon Neutral Vision 2050 and declared our intention to achieve carbon
neutrality by the year 2050. Further, in November, we put together the Action Plan to Achieve Carbon Neutrality, setting
ourselves the ambitious target of going beyond net zero GHG emissions in our supply chain and becoming carbon negative
as early as possible ahead of 2050 so that we can contribute to lower emissions across society. Meanwhile, we have also
revised our management targets (environmental targets) for 2030, increasing them to a level that far exceeds the targets set
by the government.
As a responsible energy provider, in line with the basic viewpoint of Japan's national energy policy—3E + S (energy security,
economic efficiency, environmental consideration + safety)—we are proactively engaging in initiatives to achieve carbon
neutrality.
九電グループは、
2050年カーボンニュートラルの実現に挑戦します
〜九州から日本の脱炭素をリードする企業グループを目指して〜
●くろまる九電グループは、
地球温暖化への対応を企業成長のチャンスと捉え、低・
脱炭素のトップランナーとして、
九州か
ら日本の脱炭素をリードする企業グループを目指します。
●くろまるエネルギー需給両面の取組みとして2つの柱を設定し、
「電源の低・脱炭素化」と「電化の推進」
に挑戦し
続けます。
●くろまる社長を委員長とする
「サステナビリティ推進委員会」
を設置し、
カーボンニュートラルを含めたESGに関する取組
みを推進します。
Aiming for carbon neutrality by 2050
Carbon reduction /
decarbonization
in power sources
Establishment of the Sustainability Promotion Committee
Enhance ratio of zero‐emission
power sources, etc., and
ensure a stable supply of
electricity with net zero carbon
dioxide emissions
Promotion of electrification
Maximize electrification and
contribute to reduced CO2
emissions on the demand side
Promote carbon neutrality and other ESG‐related initiatives
■しかくKyuden Group Carbon Neutral Vision 2050 Overview
To promote carbon neutrality and other ESG-related
initiatives, in July 2021 we set up the Sustainability
Promotion Committee, which is chaired by the president.
In addition to the formulation of strategies and basic
policies related to ESG (identification of major challenges),
discussions on specific measures, and management
of policy progress, the Committee is also tasked with
discussing and supervising strategies and risks related to
climate change. The Committee meets more than twice
yearly, and the results of their discussions are reported
without delay to the Board of Directors. The Board of
Directors supervises all activities related to ESG.
Underneath the Sustainability Promotion Committee is the
Carbon Neutrality and Environment Sub-Committee. From a
more specialized standpoint, this Sub-Committee discusses
all matters related to environmental issues, including
carbon neutrality.
We will continue to enhance and strengthen our processes
for the assessment and management of climate change
risks and opportunities, and look to link this to the
sustainable growth and enhanced corporate value of the
Kyuden Group.
2013 2030
GHG emissions6226 2261(Domestic
business)
(Million t)60%65%
2013 2030
Household
58% 60%70%Commercial48%Electrification rate
in Kyushu2050100%100%Promote
electrification
60% reduction in supply chain GHG emissions* (compared to FY2013)
65% reduction in our domestic business (compared to FY2013)
Contribution to the electrification of Kyushu
(household: 70%; commercial: 60%)
Supply
Demand
*Scope 1, 2, and 3
Japanese government's
GHG emissions
reduction target
>46% reduction
Reduction of supply chain GHG emissions
(Scope 1, 2, and 3)
FY2013
FY2030
FY2050
Contribution to reduction of GHG emissions in society
(Electrification, development of renewable energy outside Kyushu, etc.)
Net zero
Emissions amount < Amount of emissions reduction contribution
Electrification rate in Kyushu
Household
Commercial
62 million tons
60% reduction
65% reduction
61 million tons (Japan)
26 million tons
‐ 7 million tons
22 million tons58%70%60%100%100%48%
Becoming carbon negative
Promotion Framework
Contents Introduction Environment Social Governance Performance Data
Climate Change | Biodiversity | Environmental Conservation | Resource Recycling | Water Resources | Environmental Management8Targets
■しかくTargets and Results
Issue FY2023 Targets FY2022 Targets FY2022 Results
Scope of
performance
aggregation
Shifting our main
power source
to renewable
energy
• New development volume: 136MW• Finalized development projects:
3.16 GW
• New development volume: 114MW• Finalized development projects:
3.23 GW
• New development
volume: 58 MW
• Finalized development
projects: 3.02 GWーMaximum
utilization of
nuclear power
generation
• Zero unplanned outages
• Improvement of utilization rate
― Shortened regular inspection
periods, etc.
• Zero unplanned outages
• Improvement of utilization rate
― Shortened regular inspection
periods, etc.
Zero unplanned outages ー
Carbon
reduction for
thermal power
generation
• A indicator: 0.95 or higher
• B indicator: 41.44% or higher
• Coal only indicator: 41.15% or higher
• Study and examination of hydrogen
and ammonia mixed-combustion
technologies
• A indicator: 0.99 or higher
• B indicator: 43.7% or higher
• Coal only indicator: 42.3% or higher
• Study and examination of hydrogen
and ammonia mixed-combustion
technologies
• A indicator: 0.98
• B indicator: 42.83%
• Coal only indicator:
41.56%*2Advancing
transmission
and distribution
network
Responding to difficulties in
maintaining proper voltage and
developing systems to maximize
the use of facility capacity
Development of an economical
renewable energy output control
system
Start of operation of
economic output control
systemーHousehold/
Commercial
Steady implementation of
electrification sales activities to
achieve improved electrification
rate by 2030
Steady implementation of
electrification sales activities to
achieve improved electrification
rate by 2030
Incremental increase in
electricity volume
― Household: 120 GWh
― Commercial/
manufacturing: 110 GWhーTransportation
No. of EVs newly introduced: 200
Proportion of electric company car
fleet: 25% (544 of 2,185)
No. of EVs newly introduced: 85
Proportion of electric company car
fleet: 16% (344 of 2,185)
No. of EVs newly
introduced: 95*1Regional energy
• Steadily examine potential
locations for demonstration
• Implement needs assessments
through interviews with local
governments
• Steadily examine potential
locations for demonstration
Undertake reviews
and make proposals at
candidate pilot test sitesーProviding
recommendations
for and
participating in
energy policy
• Undertake review on the
introduction of specific measures
to meet necessary supply
• Undertake review on the
direction of our power source
portfolio for 2050
• Introduce specific measures to
meet necessary supply
• Determine the direction of our
power source portfolio for the
mid-2030s
• Make steady appeals
to the Japanese
government
• Calculate and evaluate
the supply-demand
balance in 2030ーPromotion of
energy-saving
measures
Promotion of energy-saving
diagnoses to reduce CO2 and save
costs in line with customers' needs
Promotion of energy-saving
diagnoses to reduce CO2 and save
costs in line with customers' needs
No. of energy-saving
measure proposals: 109ー*1 Kyushu EP and Kyushu T&D *2 Kyushu EP
Initiatives
●くろまるProactive Development of Renewable Energy
In Japan's 6th Basic Energy Plan, with its 3E + S policy as the main focus, the government has outlined its plan to prioritize
maximum introduction of renewable energy to ensure it becomes the main source of power by 2050. By 2030, the
government aims to have 36–38% of its energy coming from renewable sources.
At the Kyuden Group, too, we are proactively developing carbon-free renewable energy, and have set ourselves the target of
developing 5,000 MW of renewable energy by 2030.
In addition to the development of geothermal and hydroelectric power—two of our strengths—we will aim to increase use
of offshore wind power and biomass power due to their huge potential, and move forward with efforts to make renewable
energy our main source of power.203020222013Equity
output*1:
2,500 MW
1,690 MW 2,610MWCurrent:
5,000MWTarget:
The estimated
amount of
electricity is
equivalent to about
4.3 million
homes*2
Approx. 70% of
homes in Kyushu
*2 Based on the calculation that homes use
around 250 kWh of power each month. *1 Equity ratio times the facility output
(development amount) in projects in which
we have joined.
■しかくRenewable Energy Development Target ■しかくRenewable Energy Development
AchievementsTypeSolarWindHydro
Geothermal
Biomass
Total
Output
Approx. 94 MW
Approx. 207 MW
Approx. 1,295 MW
Approx. 554 MW
Approx. 457 MW
Approx. 2,610 MW
(As of the end of FY2022; includes overseas)
■しかく
Reductions in CO2 Emissions in FY2022 as a Result of Renewable Energy Development
Total: Approx. 1.95 million tons (equivalent to enough power for 500,000 homes)
*Calculated using post-adjustment FY2021 CO2 emissions factor: 0. 382 kg-CO2/kWh
Solar power
generation
Geothermal power
generation
Biomass power
generation
Wind power
generation
Approx.
30,000 tons
Approx.
460,000 tons
Approx.
280,000 tons
Approx.
50,000 tons
Omura Mega Solar Power Station Units 1–4
(Nagasaki Prefecture)
Capacity: 17.48 MW (Panel capacity: 20.35 MW)
Launch: March 2013
Hatchobaru Power Station (Oita Prefecture)
Capacity: 110 MW (55 MW x 2)
Launch: June 1977
Shimonoseki Biomass Power Station
(Yamaguchi Prefecture)
Capacity: 74.98 MW
Launch: February 2022
Karatsu Chinzei Wind Farm (Saga
Prefecture)
Capacity: 27.2 MW
Launch: November 2021
Kamishiiba Power Station (Miyazaki Prefecture)
Capacity: 93.2 MW
Launch: May 1955
Hydroelectric power
generation
(excl. pumped storage)
Approx.
1,130,000 tons
■しかくManagement Targets and Progress
Item Target (FY2030) Progress (FY2022)
Management
Targets
Supply chain GHG emissions*1
(Worldwide: Scope 1, 2, and 3)
60% reduction
(Compared to FY2013)
26% reduction
Supply chain GHG emissions*1
(Japan: Scope 1, 2, and 3)
65% reduction
(Compared to FY2013)
28% reduction
Contribution to improved electrification rate in
Kyushu
Household: 70%
Commercial: 60%
Household: 61%*2
Commercial: 48%*2
(FY2020)*1 GHG emissions are based on market standards; domestic amounts have been calculated by taking away Scope 3 Category 15 from worldwide amounts (See page
71 for more details on calculation methods)
*2 Calculated in-house based on the Agency for Natural Resources and Energy's prefectural energy consumption statistics (provisional values)
Contents Introduction Environment Social Governance Performance Data
Climate Change | Biodiversity | Environmental Conservation | Resource Recycling | Water Resources | Environmental Management9Kitakyushu Hibiki-nada Offshore Wind Farm project area (to feature 25 wind turbines
with a rated output of 9.6 MW)
The Kyuden Group has long been engaged in the development of geothermal power. We currently own around 40% of all
the geothermal power generation facilities in Japan, including the Hatchobaru Power Station, which is one of the largest of
its kind in the country. Using our accumulated technological capabilities, we are currently investigating areas in Kyushu, the
rest of Japan, and overseas that might have an abundance of geothermal resources, and while considering a comprehensive
range of factors, such as technology, economic efficiency, and
location, we are working to develop new geothermal power
projects in harmony with our local communities.
We are currently engaged in geothermal development projects
in the following areas.
In Kyushu
Eboshi, Kirishima (Kirishima City, Kagoshima Prefecture)
South of Yamashita Lake* (Kokonoe, Kusu District, Yufu City, Oita
Prefecture)
East of Mt. Waita (Kokonoe, Kusu District, Oita Prefecture)
Minamiaso (Minamiaso, Aso District, Kumamoto Prefecture)
North of Mt. Sensui (Kokonoe, Kusu District, Oita Prefecture)
Outside Kyushu
Sarukuradake (Yanaizu, Kawanuma District, Fukushima
Prefecture)
In the Eboshi area of Kirishima, we began preparations for the
construction of a geothermal power plant in April 2022. To the
south of Yamashita Lake and the east of Mt. Waita, based on the
results of our investigations, we are drilling a geothermal exploration well in an environmentally friendly manner.
We are also engaged in binary geothermal power generation at our Hatchobaru, Sugawara (both in Kokonoe, Kusu District,
Oita Prefecture), and Yamagawa (Ibusuki City, Kagoshima Prefecture) binary power stations. Binary power generation makes use
of comparatively low-temperature steam and hot water—which couldn't be used in previous geothermal systems—to heat and
evaporate pentane and power the turbines using the steam generated. Pentane is used as it has a lower boiling point than water.
*Joint investigation with Kyushu Rinsan Co., Ltd., Kyushu Highlands Development Co., Ltd., and The Idemitsu Kosan Co., Ltd.
Hatchobaru Power Station Spouting test at an exploration well to the south of
Yamashita Lake
Yamagawa Binary Power Station
In promising locations that could facilitate long-term, economically efficient wind power generation, the Kyuden Group is working to develop
wind power projects in harmony with surrounding environments. We are also actively working to use our accumulated technologies and
expertise to increase introduction of both onshore wind power and offshore wind power, the latter of which is growing in popularity mainly
in Europe.
Specifically, Kyuden Mirai Energy is moving forward with the Group's first large-scale offshore wind power project in the Hibiki-nada area of
Kitakyushu City. Construction began in March 2023, and operations are expected to commence in FY2025. At 220,000 kW, the maximum
output of the power generation facilities in this project greatly exceeds that of our existing wind power generation facilities. As such, this
project is a major first step toward the Kyuden Group's goal of making renewable energy its main source of power.
■しかくWind Power Generation (As of March 31, 2023) (MW)
Location Output
Existing
facilities
(Approx.
207 MW)
Koshikijima
Satsumasendai City,
Kagoshima Prefecture0.25Nagashima*
Nagashima,
Kagoshima Prefecture50.4Amami Oshima*
Amami City,
Kagoshima Prefecture1.99Washiodake*
Sasebo City, Nagasaki
Prefecture12.0Kushima*
Kushima City, Miyazaki
Prefecture64.8Karatsu/Chinzei*
Karatsu City, Saga
Prefecture 27.2
Other* ー 50.0
Planned
facilities
(Approx. 220MW)Offshore
Hibiki-nada*
Kitakyushu City,
Fukuoka Prefecture 220.0
*Developed by Group companies.
■しかく
Geothermal Power Generation
(As of March 31, 2023) (MW)
Output
Existing
facilities
(Approx.
223 MW)
Otake 14.5
Hatchobaru 110.0
Yamagawa 30.0
Ogiri 30.0
Takigami 27.5
Hatchobaru Binary 2.0
Sugawara Binary*1 5.0
Yamagawa Binary*1 4.99
*1 Developed and operated by Group companies.
Wind power
generation*Calculated using FY2021 CO2
emissions factor
Reductions in CO2 emissions in FY2022: Approx. 50,000 tons
Considering a comprehensive range of factors such as
technology, economic efficiency, and location, we are
working to develop hydroelectric power projects with
our Group companies while ensuring harmony with our
local communities. Specifically, we are looking at new
developments that effectively utilize unused energy, and
the renewal of our existing but aging hydroelectric power
plants.
In May 2020, we commenced operations at our Tsukabaru
Power Station in Morotsuka, Higashiusuki District, Miyazaki
Prefecture.
Elsewhere, we are moving forward with investigations and
construction work at our Jikumaru Power Station (Bungo-
Ono City, Oita Prefecture).
■しかく
Hydroelectric Power Generation (As of March 31, 2023)
 (MW)
Output
Existing facilities*1 145 locations 1,295.111
Planned facilities
(Approx. 3.2 MW)
Jikumaru*2 +1.1
Chinda*2 +1.6
Yoake*2 +0.5*1 General hydroelectric power facilities (Excl. pumped storage; incl. those
developed by Group companies).*2 Increased output due to renewal of existing power generation facilities.
Biomass power generation uses unused wood and other materials as fuel to create electricity and is a carbon-neutral* option that
has no impact on CO2 levels. We are currently engaged in biomass power development projects while checking whether the fuel
has been produced in a sustainable manner.
In March 2023, operations commenced at the Ishikari Shinko Biomass Power Station, in which Kyuden Mirai Energy has invested.*The carbon dioxide released when combusting biomass fuel is carbon dioxide that had previously been absorbed during the growth of biomass materials (plants)
through photosynthesis. As such, with zero net change between emission and absorption, biomass fuel is considered carbon neutral.
■しかくBiomass Power Generation (As of March 31, 2023) (MW)
Main fuel Output
Existing
facilities
(Approx. 457MW)Mono-fuel
combustion
using woody
biomass
Nanatsujima Biomass Power*1 Palm kernel shells (PKS), wood pellets, and unused wood 49.0
Buzen New Energy*1 Palm kernel shells (PKS) and wood pellets 74.95
Fukuoka Wood Pellet Biomass*1 Unused materials and lumber scraps 5.7
Soyano Wood Power*1 Unused materials and lumber scraps 14.5
Kanda Biomass Energy*1 Wood pellets, palm kernel shells (PKS), and unused wood 74.95
Okinawa Uruma New Energy*1 Palm kernel shells (PKS) and wood pellets 49.0
Oita Biomass Energy*1 Palm kernel shells (PKS) and unused wood 22.0
Shimonoseki Biomass Energy*1 Wood pellets 74.98
Ishikari Bioenergy*1 Wood pellets, palm kernel shells (PKS) 51.5
Other (incl.
mixed
combustion)
Miyazaki Biomass Recycle*1 Chicken manure 11.35
Fukuoka Clean Energy*1 General waste 29.2
Reihoku*2 Wood chips (Max of 1% of weight ratio combusted)
Matsuura*2 Sewage sludge (Approx. 800 t/year)
Planned facilities
(Approx. 136MW)Mono-fuel
combustion using
woody biomass
Hirohata Biomass Power Generation*1 Wood chips, unused wood, and palm kernel shells (PKS) 74.9
Tahara Green Biomass*1 Wood pellets and other 50.0
Other Miyazaki Biomass Recycle*1,
3 Chicken manure 11.35
*1 Developed by Group companies. *2 Mixed combustion at existing coal-fired thermal power stations.
*3 To ensure stable continuation of business, we have begun developing Unit 2 due to the aging of existing facilities *Calculated using FY2021 CO2
emissions factor
Reductions in CO2 emissions in FY2022 as a result of geothermal
power generation: Approx. 460,000 tons
Geothermal power
generation*Calculated using FY2021 CO2
emissions factor
Hydroelectric
power generation
Reductions in CO2 emissions in FY2022 as a result of hydroelectric
power generation: Approx. 1,130,000 tons*Calculated using FY2021 CO2
emissions factor
Biomass power
generation
Reductions in CO2 emissions in FY2022 as a result of biomass
power generation: Approx. 280,000 tons
Target waters
(Shirashima)
Area A (15 units)
Area B (4 units)
Area C (4 units)
Area D (2 units)
Hibiki Wind Energy construction area
Offshore wind power construction
port (wind turbine assembly)
Work yard (wind turbine
foundation pile)
(Ainoshima)
Contents Introduction Environment Social Governance Performance Data
Climate Change | Biodiversity | Environmental Conservation | Resource Recycling | Water Resources | Environmental Management10Tidal power generator
Tidal Power Generation
Kyuden Mirai Energy is currently working on Japan's first 1,000 kW tidal power
generation project off the coast of Goto City in Nagasaki Prefecture.
In March 2022, the project was selected to be part of METI's FY2022 Regional
Decarbonization Model Project by Tidal Power Generation.
This current project is making use of the successes of Kyuden Mirai Energy's
500 kW tidal power generation project—which was undertaken in the
same location until FY2021—and aims to create a business model for the
implementation and commercialization of highly efficient tidal power generation
technologies. The project is scheduled to run from FY2022 to FY2025.
As part of the demonstration project, Kyuden Mirai Energy is modifying a
tidal power generator manufactured by Proteus Marine Renewables in the
UK, boosting its output from 500 kW to 1,000 kW and interconnecting it to
an actual power grid. Ultimately, the aim of the demonstration is to establish
technologies that comply with Japan's environmental and technological
standards, and to quickly implement domestic tidal power generation.
Omura Mega Solar Power Station
We are currently working on mega solar power projects using the sites of old Kyushu Electric power stations, and purchasing
power from expired feed-in tariff systems.
We are also introducing solar power generation facilities under the PPA model.**Under the PPA model, operators who own and manage solar power facilities install their power generation facilities within the grounds of their customers (companies,
etc.) and supply them with electricity.
■しかくSolar Power Generation (As of March 31, 2023) (MW)
Output
Existing
facilities
(Approx.
94 MW)
Omuta Mega Solar* 1.99
Omura Mega Solar* 17.48
Sasebo Mega Solar* 10.0
Solar power facilities
installed in offices, etc.
Approx. 2.2
Other mega solar
power facilities*
Approx. 62.7
Planned facilities Approx. 60.0
*Developed by Group companies.
●くろまるAdoption of Renewable Energy
In Kyushu, implementation of renewable energy power generation facilities—particularly solar power—is progressing rapidly.
At the Kyuden Group, we are working to maintain stable supplies of energy and ensure maximum adoption of renewable
energy through the following initiatives:
• Flexible operation of thermal power generation facilities (output control, etc.*)
• Utilization of pumped-storage power stations and high-capacity storage batteries*
• Utilization of free grid capacity (Japanese Connect and Manage scheme)*
*Kyushu Transmission and Distribution (Kyushu T&D) initiatives
Solar power
generation*Calculated using FY2021 CO2
emissions factor
Reductions in CO2 emissions in FY2022 as a result of solar power
generation: Approx. 30,000 tons
■しかく
Grid-connected Solar and Wind Power in the
Kyushu Area (As of December 31, 2022)
■しかくRatio of Solar and Wind Power Adoption in Japan*
Note: FIT are not included.*Agency for Natural Resources and Energy
Created based on data from the Feed-in Tariff Scheme Information
Website (As of December 31, 2022).
Please note that totals may not add up due to rounding.
Controlling Output at Thermal Power Stations
In spring, autumn, and other periods when demand for
power is comparatively low, and when long days mean
high output from solar power generation, power supply
can exceed power demand.
When cases like this arise, Kyushu T&D lowers the output
of its thermal power stations to maximize utilization of
solar power based on the Priority Electricity Supply Rules.*
When power supply still exceeds power demand, the
company on occasion has no choice but to control output
at solar power stations.
The rule functions as a safety valve for solar power
generation—where output volumes can fluctuate greatly—
and in turn contributes to increased grid connections.*The rules comprise conditions and procedures for maintaining a balance
between power supply and demand. The rules were put together by the
Organization for Cross-regional Coordination of Transmission Operators,
Japan.
Solar power output
Pumped‐storage
power generation
Thermal power, etc.
Hydroelectric, nuclear, and geothermal power 412135
(1) Absorb surplus renewable energy from
pumped‐storage, control output of thermal power
(2) Transmit power outside of Kyushu via the Kanmon
interconnection line
(3) Control output of biomass power
(4) Control output of solar and wind power
(5) Control output of hydroelectric, nuclear, and
geothermal power
Priority Electricity Supply Rules
Output control
procedure
Introduction of FIT scheme
July 2012
2010 2011 2012 2013 2019 2020 2021 (FY)202210,940
11,600
970 1,160
1,550
3,160
10,080
12,080 MW
Approx. 12 times
higher than 2010
Kyushu16%Kanto30%Tohoku13%Chubu12%Kansai10%Chugoku9%Shikoku5%Hokkaido 4%Okinawa1%Approx. 20%
Utilization of Pumped-storage Power
Generation
Kyushu Electric Power (Kyusyu EP) uses
pumped-storage power generation to
supply power during periods of peak
demand. In recent years, it has used
solar power in the daytime to pump
water and generate power for lighting
in the morning and nighttime. In this
way, the company is engaged in efforts
to maximize adoption of renewable
energy.
*1 Daytime pumped-storage power generation: 
Calculated based on the no. of start-stops between
8:00–17:00 until FY2017. Revised to 7:00–17:00 in
FY2018 in line with daylight hours.
Frequency
Amount connected to solar power (10 MW)
3,000
2,800
2,600
2,400
2,200
2,000
1,800
1,600
1,400
1,200
1,0008006004002000120100806040200
2012 2013 2014 2015 2016 2017 2018 2019 202220212020 (FY)
Daytime pumped‐storage power generation frequency*1
Nighttime pumped‐storage power generation frequency
Amount connected to solar power (10 MW)6674811.110056814222027.147.158436061.69694875861,7936611,8725991,873 1,854465271
1,98070669.778.585.394.4102.9
109.1
115.6
1,264
■しかくPumped-storage Power Generation Frequency (Daytime/Nighttime)
Contents Introduction Environment Social Governance Performance Data
Climate Change | Biodiversity | Environmental Conservation | Resource Recycling | Water Resources | Environmental Management11Introduction of Online Proxy Curtailment (Economically Efficient Output Curtailment)
In December 2022, Kyushu Transmission and Distribution revised its output control method for solar power stations in
mainland Kyushu to the online proxy curtailment method. This new method uses an online power station that can make
actual, fine output
adjustments to further
reduce output.
Moving forward, in
addition to precisely using
this method to reduce
overall output control, the
company will continue to
ensure further adoption of
renewable energy.
Online power station
Buyer
Power
Proxy
curtailment
Normal power
generation
(Retail company)
(Power transmission and
distribution company)
Power
Online power station
Power
generation fee
Power
generation fee
Supplementation
of proxy amount
Deduction of
proxy amount
Utilization of High-capacity Storage Battery Systems
Placed in charge of a national project to demonstrate ways to improve supply and demand balance using a high-capacity
storage battery system, Kyushu Transmission and Distribution (Kyushu T&D) has set up the Buzen Storage and Transformer
Substation, which boasts a high-capacity storage battery system.
Utilizing the expertise and technologies gained from this demonstration, the company hopes to ensure efficient operation of
this system to cater to fluctuating volumes of solar and wind power, improve supply and demand balance, and in turn ensure
maximum adoption of renewable energy.
Transmission line use through non‐firm connections
Power sources with non‐firm connections can make use of the
available transmission line capacity shown by the diagonal lines.
Transmission line capacity
used by power sources
with firm connections
Available transmission
line capacity(MW)Source: 20th Meeting of the Subcommittee on Mass Introduction of Renewable Energy and Next‐Generation
Electricity Networks, Agency for Natural Resources and Energy.
Excerpt from Materials Booklet 2 (partially amended).
Initiatives to Commercialize VPPs
With support from the government,*1 since FY2018 Kyushu EP has conducted demonstrations on how to adjust the balance
between power supply and demand using electric vehicles (EVs).
The project is investigating whether diverse energy resources can be controlled under instruction from aggregators,*2 and
whether EVs can be used to reduce output control in solar power generation. Moving forward, the company will use the
expertise gained from these demonstrations to examine the potential for commercialization.
*1 VPP construction project utilizing consumers' energy resources (Ministry of Economy, Trade and Industry)
What is a VPP (virtual power plant)?
Providing functions much like a single power plant,
virtual power plants facilitate the remote and
integrated control of separate energy resources
directly connected to the electricity grid.
VPP Demonstration Project (FY2020)
Aggregation
Coordinator
Resource
Aggregator (RA)*2
Resource
Aggregator (RA)
Supervises and
manages RAs
Controls EVs
(V2G) Controls resources
Electric buses Batteries Heat pump
water heaters
Solar power *2 Aggregator: Businesses, etc., that work between power companies and consumers
to accurately adjust consumer demand volumes in order to maintain the balance
between power supply and demand.
■しかくDemonstration Facilities
■しかくBuzen Storage and Transformer Substation
■しかくFacility Overview
Name Function/Specifications
NAS battery*
Output: 50 MW (Capacity: 300MW)Power conditioner (PCS) AC-DC converter
Connection transformer
Boost from 6 kV to 66 kV (2 x 30,000
kVA capacity units)
*Sodium (Na) and sulfur (S)
PCS storage
NAS battery container
Total 252 units
Output: 200 kW/unit
Total output: 50.4 MW
6 kV power‐receiving facility storage
66/6 kV connection transformer
(2 x 30 MVA units)
Japanese Connect and Manage scheme
Kyushu T&D is engaged in efforts to introduce
the Japanese Connect and Manage scheme to
ensure maximum amounts of renewable energy
can be connected to power grids.
In January 2021, the company began taking
orders for non-firm connections to its central
grids. Non-firm connections generate power
when there is available capacity in transmission
and distribution facilities, and control power
generation when there isn't enough capacity.
In April 2023, the company extended this
initiative to include local grids.
Looking ahead, through the Connect and
Manage scheme, the company will work to
make maximum use of its electricity networks.
Operational
interception system
Kanmon
interconnection line
(1) Incident occurs
(2) Abnormal signal
(3) Stop signal
(3) Stop signal
Power to other areas
Honshu
Thermal power plant
Biomass power plant Solar power plant
Wind power plant
Technological Development Project to Reduce Renewable
Energy Output Control
Kyushu T&D has taken on a national project for the development
of technologies that can reduce output control of renewable
energy. As such, it is currently building a transfer interception
system that, in the event of an incident along the Kanmon
interconnection line, can instantly suspend multiple power
stations to maintain the supply and demand balance in Kyushu.
This transfer interception system has enabled a maximum of
300 MW of additional renewable energy to be transmitted from
Kyushu to other areas via the Kanmon interconnection line, and
has been confirmed as an effective means of reducing output
control of renewable energy.
Looking ahead, Kyushu T&D will use the expertise and
technologies gained from this demonstration to work toward
maximum adoption of renewable energy.
System Overview
EV charger/
discharger
Renewable Energy Aggregation Demonstration Project
With support from the government,* since FY2021 Kyushu
EP has participated in a project to demonstrate renewable
energy aggregation as an aggregator. In line with the feed-
in premium system, which began in FY2022, the project
is combining highly variable solar power generation with
storage batteries to test ways to predict output volumes
to ensure a balance between supply and demand, and
to demonstrate the technologies required for resource
control.*Next-generation technology demonstration project using storage batteries
and other decentralized energy resources (Ministry of Economy, Trade and
Industry)
■しかくProject Overview
Contents Introduction Environment Social Governance Performance Data
Climate Change | Biodiversity | Environmental Conservation | Resource Recycling | Water Resources | Environmental Management12404142434445414243444520192016(%)*Thermal efficiency has been calculated based on lower heating values.
2017 2018 2020 2021 2022 (FY)0414243444543.344.8 44.844.544.143.342.842.143.445.342.944.743.345.1Power generation end
Power transmission end
●くろまるUtilization of Nuclear Power Generation
In its Basic Energy Plan, the Japanese government has positioned nuclear power as an "important baseload power source,"
and has announced its plans to generate 20–22% of its energy from nuclear power by FY2030.
While considering long-term energy security and response to global environmental problems, and with safety as the utmost
priority, Kyushu Electric Power (Kyushu EP) is maximizing use of nuclear power generation as an option that does not produce
CO2 emissions.
In FY2022, reductions in CO2 emissions as a result of nuclear power generation was estimated at being 8.0 million tons.
■しかくNuclear Power Generation by Kyushu EP and Its Effect on Reducing CO2 Emissions
FY2013 results (Kyuden) FY2022 results (Kyuden)
*1 Using FY2021 post‐adjustment CO2 emissions factor: 0.382 kg‐CO2/kWh
*2 Using FY2013 post‐adjustment CO2 emissions factor: 0.617 kg‐CO2/kWh
*3 FY2022 results are provisional; the government is set to announce definitive figures in December.
52.1
million tons
12.9
million tons*2
FY2022 results (Kyuden)8.0 million tons*1
Reductions as
a result of
nuclear power
generation
Reductions as
a result of
other factors
Reductions as
a result of
other factors
Reductions as
a result of
nuclear power
generation
Reference: Comparisons if all nuclear power stations were to shut down (FY2013)
33.2
million tons*3
33.2
million tons*3
The Kyuden Group is working to maintain and improve overall thermal efficiency to reduce fuel consumption and CO2
emissions.
In FY2022, Kyushu Electric Power's overall thermal efficiency improved 0.4% to 45.1% (at the power generation end) due to
a higher utilization rate than the year before. Moving forward, the company will continue to aim for optimal thermal power
generation through maximum use of its highly efficient thermal power generation plants.
■しかくOverall Thermal Efficiency
Shin-Oita Power Station Grid 3 Axis 4
(LNG-fired thermal power)
●くろまるMixed Biomass Combustion at Thermal Power Stations
●くろまるOptimization of Thermal Power Generation
Kyushu EP is working to reduce carbon emissions at its coal-fired thermal power stations through use of carbon-neutral,
unused domestic energy.
Between FY2010 and FY2014, the company conducted a mixed combustion demonstration project at its Reihoku Power
Station in Kumamoto Prefecture using woody biomass (offcuts and other unused forest resources), and has continued
operations using woody biomass since FY2015.
Further, together with the Electric Power Development Company and other organizations, Kyushu EP is taking part in a
Kumamoto City-led project to transform sewage sludge into solid fuel. It has been manufacturing the fuel since FY2013, and
using it for mixed combustion with coal at its own Matsuura Power Station and the J-Power Matsuura Power Station.
●くろまるCreation of a Hydrogen and Ammonia Supply Chain
To prepare for the full-scale introduction of emissions-free hydrogen and ammonia combustion, we are working to quickly
build a stable, economical supply chain covering everything from our upstream to downstream operations. To do so, we are
building cooperative relationships and engaging in joint examinations with companies from various industries both inside and
outside Japan.
●くろまるR&D on Hydrogen/Ammonia Fuel Technologies and CCUS Technologies
Technologies for hydrogen and ammonia fuel, both of which release zero CO2 emissions when combusted, as well as CCUS
technologies, which facilitate the separation, capture, use, and storage of CO2, are essential for the decarbonization of
thermal power generation. We are therefore investigating and researching technological trends and working to develop the
necessary underlying technologies.
Initiatives to Establish Hydrogen and Ammonia Mixed-combustion
Technologies
We are currently moving forward with the following initiatives to
establish hydrogen (1%) and ammonia (20%) mixed-combustion
technologies by 2030.
• 
Examination of equipment for receipt, storage, and delivery in line
with fuel properties
• 
Implementation of tests for safe and stable combustion
• 
Examination of environmental countermeasures in line with fuel
changes
One specific initiative in April 2023 was the trial of ammonia mixed
combustion at Unit 1 of the Reihoku Power Station.
Initiatives To Establish Hydrogen Manufacturing Technologies
We are currently engaged in a joint technological development
project with the University of Tokyo to increase the durability of
and reduce costs related to electrolysis and hydrogen manufacturing equipment.
●くろまる
Initiatives for the Creation of a Regional
Energy System
Creation of a zero‐carbon society with local regions
■しかくRegional Energy System
Regional energy systems have the potential to greatly change
the business models in our electricity business. As these energy
systems are an area in which we can apply the strengths of the
Kyuden Group, seeing them as a business opportunity, we are
working with local governments and other related organizations
to collect information and select locations for demonstrations.
Specifically, we are planning a demonstration project through
which we will aim to acquire the technological expertise
required for these energy systems and examine locations to test
the business model.
Receipt, storage, deliveryCoalCO2-free
ammonia
CO2-free
hydrogen
Hydrogen
AmmoniaLNGLNG
Coal boiler
Waste gas
Smokestack
Smokestack
Waste gas
Gas turbine
Safe and stable combustion Environmental countermeasures
Contents Introduction Environment Social Governance Performance Data
Climate Change | Biodiversity | Environmental Conservation | Resource Recycling | Water Resources | Environmental Management13●くろまるPromotion of Electrification
As decarbonization efforts gain momentum in light of the government's
declaration to become carbon neutral by 2050, the Kyuden Group is engaged in
its own carbon neutral initiatives. Specifically, we are accelerating electrification
initiatives in our household, commercial, and industrial sectors, with a view to
achieving a 100% electrification rate by 2050. In our household and commercial
sectors, we will work to achieve a 70% and 60% electrification rate respectively
by 2030. Ahead of this target, between 2021 and 2030 we will aim to increase
electricity output by 1.5 billion kWh in our household sector and 1.6 billion kWh
in our commercial sector.
■しかくCumulative Number of All-electric Homes in Kyushu
Household sector
At the Kyuden Group, we aim to provide customers with
comfortable, energy saving, and great value lifestyles. To do
so, we are promoting all-electric lifestyles mainly through
highly efficient EcoCute water heaters and IH cooktops.
In turn, we hope to increase customer satisfaction while
ensuring environmentally friendly activity.
Elsewhere, Kyuden Home Advisors are engaged in activities
to promote all-electric lifestyles through Kitchen Studios
throughout Kyushu and the All-Electric Car, a mobile
marketing vehicle.
As of the end of FY2022, with a total of 1.27 million,
approximately one in five homes in Kyushu is all-electric.
Commercial sector
Based on the operational status of customers' existing air
conditioning and water heating facilities, as well as their
energy usage, we are proposing optimal, high efficiency
heat pump systems.
We are promoting electric facilities in other ways, too: for
kitchen facilities, we are hosting online electric kitchen
seminars and posting online videos that communicate the
usability and hygiene of electric kitchens, and showcasing
a range of other benefits they bring, such as economic
efficiency.
Industrial sector
Here we are promoting electrification in heating in a wide
range of temperature zones, from low temperature ranges
of up to 100°C, and high temperature ranges of up to
around 10,000°C.
For low temperature ranges, we are conveying the
economic benefits of high efficiency heat pumps. For high
temperature ranges, in which heat pump technology cannot
be applied, we are proposing excellent electric systems
that enhance productivity and quality through resistance
heating, induction heating, and other electric technologies.
■しかく
Contributions to Improved
Electrification Rates in Kyushu48%Commercial58%Household201360%70%1.5 TWh1.6 TWh2030100%100%2050*Figures in brackets show total increase between 2021 and 2030.
■しかくAll-electric Homes in 2050
Precute—A water preheating unit that utilizes a natural
refrigerant heat pump
Together with Showa Manufacturing Co., Ltd., Kyushu
Electric Power (Kyusyu EP) has developed a water
preheating unit that utilizes a natural refrigerant heat
pump (product name: Precute) to reduce the fuel used
by steam boilers in food factories. Precute efficiently
preheats the water supplied to steam boilers to both
reduce the fuel they require and cut CO2 emissions.
Precute is easy to install in food factories that use
many steam boilers, and widespread adoption of the
product is expected to lead to huge reductions in CO2
emissions.
Utilization of heat pumps in agriculture
Kyushu EP has for many years undertaken R&D on the
electrification of agriculture. Since FY2020, the company
has been researching technologies for the year-round use
of heat pumps in Yatsushiro City, Kumamoto Prefecture—
one of Japan's leading tomato-producing regions—to
improve energy-saving performance and boost profitability.
Specifically, the project is demonstrating ways to increase
profits through use of nighttime air conditioning in summer
and reduce operational costs for heating in the winter. Use of heat pumps for tomato cultivation (joint research with JA Yatsushiro)
●くろまるUtilization and Promotion of EVs
Kyushu EP and Kyushu T&D are working to modify our entire company car fleet into electric vehicles by FY2030. We are also
working with other companies to promote EV sharing and to install EV charging points in apartment buildings and offices. In
this way, we are coming together to promote the use of EVs widely throughout society.
Shifting to an All-electric Company Car Fleet
Kyushu EP and Kyushu T&D have set itself the target of modifying our entire company car fleet* into electric vehicles by 2030.
As of FY2022, we have a total of 95 EVs in our fleet.
*Excluding vehicles that cannot be converted into EVs.
EV Sharing Services
weev—An EV sharing service solely for use by condominium residents
Compared to residents of detached homes, the cost of car
ownership for condominium residents is far higher due to parking
fees. As such, there is a potential for high demand for car sharing
services among condominium residents.
In response, Kyushu EP is proposing an EV sharing service within
condominiums to offer residents a smarter, more convenient way to use EVs.
Car sharing stations on company-owned land
To create opportunities for customers to easily experience the convenience and
comfort of EVs, Kyushu EP has partnered* with Nissan Motor Co., Ltd. to install EV
sharing stations for the public to use at its Fukuoka and Oita branches.
*Using Nissan Motor's e-share mobi car sharing service
Initiatives for the new introduction of EVs through EV rental cars
Since February 2022, Kyushu EP, Nippon Rent-A-Car Service, Inc., Tokyo Century Corporation, and NIPPON CAR SOLUTIONS
CO., LTD. have been working together on a new initiative for the EV sharing economy, examining the effectiveness of using
EVs as company vehicles on weekdays and rental vehicles on weekends and public holidays. The four companies are also
investigating ways to use EV batteries as mobile storage batteries and promote the effective use of renewable energy. The
group is also examining new services in anticipation of the increasing use of EVs in the future. Smarter car lifestyles made possible with weev
Safe: Only available to other condominium residents.
Convenient: Close to your condominium.
Affordable: Only pay for what you use, no ongoing fees.00.20.40.60.81.01,22007
(Million)
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2021 2022
2020 (FY)0.440.530.600.670.740.800.850.900.940.981.031.081.131.171.221.27
Contents Introduction Environment Social Governance Performance Data
Climate Change | Biodiversity | Environmental Conservation | Resource Recycling | Water Resources | Environmental Management14EV Charging Service (PRiEV)
From the second half of FY2022, Kyushu Electric Power (Kyusyu EP) began offering
condominium residents in the Tokyo metropolitan area and Fukuoka City an EV charging
device for their own parking spaces. This new service aims to provide customers with a more
comfortable, convenient EV charging environment.
Promoting Further Use of EV Taxis
In January 2022, Kyushu EP, Daiichi Koutsu Sangyo Co., Ltd., and the Sumitomo Corporation
Group tested the introduction of EV taxis and charging equipment at the Island City sales office
of Daiichi Koutsu Sangyo, analyzing their economic efficiency, durability, and environmental
friendliness, and examining the optimal charging and operational methods. Based on the
results of this test, the three organizations will promote the spread of economically efficient,
environmentally friendly EV taxis.
Promoting Use of Electric Buses
Since February 2018, the Kyuden Group has been working on a project led by the Ministry of the Environment to develop
technologies for a large electric vehicle system that could help to expand use of electric buses and trucks. Specifically, we
have engaged in industry-academia-government collaboration (particularly with Kumamoto University) to promote use of
electric buses with zero gas emissions, low CO2 emissions, and with low fuel consumption on local bus routes, which are a
key means of transportation in local communities.
Our Group company Kyuden Technosystems is helping to install high-speed charging points and analyze demonstration data.
Utilizing the advanced technological capabilities and expertise we have accumulated through our electricity business in Japan,
at the Kyuden Group we are engaged in IPP investment projects and consulting activities in predominantly Asia and the US.
IPP Investment Projects
Among other new initiatives, in FY2022 we launched the Group's first power
supply business in Africa in an area with no electricity, while in Southeast Asia we
joined a renewable energy development project. In the future, while expanding our
businesses into regions in Europe and Africa, we will continue with initiatives that
contribute to decarbonization, such as high-efficiency thermal power projects and
power transmission and distribution projects. In the future, while expanding our
businesses into regions in Europe and Africa, we will continue with initiatives that
contribute to decarbonization, such as high-efficiency thermal power projects and
power transmission and distribution projects.
Moving forward, we will contribute to the creation of sustainable societies overseas
through stable supplies of electricity and environmental countermeasures.
The Kyuden Group has invested in PetroGreen Energy
Corporation,* which owns the Nabas Wind Power Station
*A renewable energy development company
●くろまるContributing to the Creation of Sustainable Societies Overseas
Development of Large-capacity Charge-discharge Equipment for Large Vehicles
Kyushu Electric Power, Kyuden Technosystems Corporation, and Kyuhen Co., Inc. have jointly developed a large-capacity charge-
discharge system to be used on the grounds of companies and local governments that have introduced or are operating business-
use EVs, such as electric buses. This new charge-discharge system boasts a range of outstanding features—it offers the highest
discharge output in Japan at 45 kW
(CHAdeMO certified), it can supply
three-phase power load systems
used in factories, and it can connect
simultaneously to two EVs and alternately
charge and discharge. The system can
help promote use of EVs for multiple
applications. For example, using them
alongside energy management systems
can help peak shaving at business
facilities and provide emergency power
for use during disasters, and reduce
CO2 emissions from business sites when
used alongside solar power generation
facilities. This new system is expected to
significantly promote the spread of EVs
and boost economic efficiency.
Overseas Consulting
In FY2022, we continued with several projects that had carried over from the previous year: a project to introduce IoT
technologies and reinforce operation, maintenance, and management at a geothermal power plant in Kenya; a project in
Cuba to create an electricity master plan to stabilize electricity supplies using storage batteries and EMS, and to introduce
renewable energy; and a project to reinforce the technological capabilities of power transmission grids in Kenya.
In these and other ways, we are utilizing the combined specialist expertise and technologies of our group to propose
effective solutions for various nations.
■しかくMajor Initiatives in FY2022
IPP Investment Projects
US Venture company (power supply and support for an area in Africa without electricity): Invested
Philippines Renewable energy development company: Invested
Thailand/Vietnam, etc. Renewable energy development company: Capital alliance
Overseas Consulting Projects
Kenya Project to reinforce the technological capabilities of power transmission grids
(The Kyuden Group, etc.) A project to reinforce operation, maintenance, and management of the Olkaria Geothermal Power Station through use of IoT
technologies (Kyushu EP, Kyuden International, West Japan Engineering Consultants, Nishinippon Plant Engineering and Construction, Kyuden
Sangyo, and others)
Project to improve supply and management of steam in geothermal business
(West Japan Engineering Consultants)
Cape Verde A project to introduce a hybrid power generation system
(Kyushu EP, Kyuden International, West Japan Engineering Consultants, and others)
Cuba Formulate an electricity sector master plan
(Kyushu EP, Kyuden International, West Japan Engineering Consultants, and others)
Project for the Improvement of Power Supply in the Isle of Youth
(Kyushu EP, West Japan Engineering Consultants, etc.)
Providing battery storage training
(The Kyuden Group, etc.)
Egypt Gas combined cycle thermal power rehabilitation
(Kyuden International, and others)
Hurghada Photovoltaic Power Plant Project
(Kyushu EP, Kyuden International, West Japan Engineering Consultants, Nishinippon Plant Engineering and Construction, and others)
Marshall Islands Project for the Installation of Solar Electricity Generation System in Ebeye Island
(Kyuden International, and others)
Taweelah B (Gas)
Total output: 2,000 MW
Equity output: 120 MW
Inner Mongolia
(Wind)
Total output: 50 MW
Equity output: 15 MW
Tuxpan Unit 2/Unit 5
(Gas)
Total output: 495 MW x2
Equity output: 248 MW x2
Birdsboro (Gas)
Total output: 488 MW
Equity output: 41 MW
Westmoreland (Gas)
Total output: 940 MW
Equity output: 118 MW
Kleen Energy (Gas)
Total output: 620 MW
Equity output: 126 MW
South Field Energy (Gas)
Total output: 1,182 MW
Equity output: 214 MW
IPP Investment Projects
Consulting
Power Source
Microgrid project
PetroGreen Energy
Total output: 80 MW
Equity output: 20 MW
‐ Electricity supply improvement plan
‐ Electricity master plan
‐ Providing battery storage training
Hsin Tao (Gas)
Total output: 600 MW
Equity output: 199 MWUAEAl Dur 1 (Gas)
Total output: Approx. 1,234 MW
Equity output: Approx. 244 MW
Bahrain
Submarine direct
power transmissionUAEEGCO
Total output: 6,200 MW
Equity output: 380 MW
Thailand
Sarulla (Geothermal)
Total output: 330 MW
Equity output: 83 MW
Indonesia
Senoko Energy (Gas)
Total output: 2,382 MW
Equity output: 357 MW
Singapore
China Taiwan US USUSUS
Persistent Energy Capital
‐ First business participation in Africa
‐ Contribution to power supply in
area with no electricityUSMexico
‐ Thermal power generation
equipment renewal
‐ Support for construction of solar
power generation facilities
Egypt
‐ IoT technology investigation at
geothermal power plant
‐ Reinforcement of maintenance
and management capabilities at
geothermal power plant
‐ Reinforced the technological
capabilities of power
transmission grids
Kenya
Support for construction of solar
power generation facilities
Marshall Islands
Introduced a hybrid
power generation
system
Cape Verde
Phu My Unit 3 (Gas)
Total output: 744 MW
Equity output: 199 MW
Vietnam
Philippines
Philippines CubaSyrdarya (Gas)
Total output: Approx. 1,600 MW
Equity output: Approx. 230 MW
Uzbekistan
■しかく
Overseas Business Development (Recent Achievements)*Information regarding IPP investment projects is current as of the end of FY2022; Information regarding overseas consulting shows major activities of recent years.
System operation illustration
Large-capacity charge-discharge
equipment
Kyuden International Corporation (https://www.kyuden-intl.co.jp/en/)
Website
Power grid Energy management system, etc.
Factories/worksites
Independent operational control
panel (separate device)
Combination with a controller enables the switch between
charge and discharge depending on electricity use
Large-capacity charge-
discharge equipment (50 kW)
Electricity use
Controller
Measurement
meter
Power-receiving
cubicle
Discharge during
normal times
(peak shaving)
Discharge Charge
Electric bus Company EV
Discharge during power outage
(independent operation)
On-site load
equipment
Specific power load
- Water pump
- Commercial air conditioner
- Elevator, etc.
General load
Interconnected operation
Charge-discharge
command
Contents Introduction Environment Social Governance Performance Data
Climate Change | Biodiversity | Environmental Conservation | Resource Recycling | Water Resources | Environmental Management15■しかくKyushu Electric Power Transition Bond
No. Date of issue Issued amount Period Interest rate Use of funds1stMay 24, 2022
30 billion yen 5 years 0.350% Development of the Hibiki Power Station (a state-of-the-art high-
efficiency LNG-fired thermal power plant), new investments in
the closure of existing thermal power plants, and refinancing of
existing equipment
2nd 25 billion yen 10 years 0.644%
■しかくTransition Loan (Use of funds not specified)
Loan start Loan amount Loan period Features
November 2022 50 billion yen 10 years
・Use of the results-linked interest subsidy system based on the Act on
Strengthening Industrial Competitiveness (the first in Japan)
・When specific environmental goals are met, interest is reduced by up to
0.2% using the interest subsidy
Kyushu EP received the Encouragement Prize at
the 19th LCA (Life Cycle Assessment) Japan Forum
Awards.
The LCA Japan Forum Awards recognize outstanding
activities related to life cycle assessments and
environmental efficiency. In doing so, the aim is to
promote and establish use of LCA methods, pursue
technological innovations that boost environmental
efficiency, and ultimately develop domestic industries.
For this prize, we were highly rated for our activities as an energy infrastructure
business—namely, for our significant reduction of basic emissions factors from
0.613 kg-CO2/kWh (FY2013) to 0.305 kg-CO2/kWh (FY2021), our drastic
upwards revision of our 2030 milestone and final target values for 2050, and
our ambitious, proactive approach to accelerating our LCA initiatives.
●くろまるReceipt of the Encouragement Prize at the 19th LCA Japan Forum Awards
■しかくMain Industry Organizations and Initiatives
Industry organization/Initiative Activities/Our Stance
Task Force on Climate-
Related Financial
Disclosures (TCFD)
The TCFD was set up by the Financial Stability Board at the request of the G20 finance ministers and central bank
governors. In June 2017, the TCFD announced its recommendations for the disclosure of information regarding the
financial impact that climate-related risks and opportunities could have. We announced our support for the TCFD
recommendations in July 2019, and have disclosed information based on these recommendations since 2020.
Keidanren ChallengeZeroThis initiative was launched by Keidanren to achieve a decarbonized society, which is the long-term goal of the Paris
Agreement. As part of the initiative, participating companies and organizations declare their commitment to taking
on the challenge of achieving a decarbonized society through innovation, and announce the specific action they are
going to take.
We announced our participation in the initiative and registered our challenge projects in September 2020.
Science Based Targets
Initiative (SBTi)
The SBTi is an international partnership between CDP, the United Nations Global Compact, the World Resources
Institute, and the World Wide Fund for Nature. Science-based targets are GHG emissions reduction targets set by
companies for between five and ten years in the future that are in line with the goals of the Paris Agreement—to
limit global warming to well-below 2°C above pre-industrial levels and pursue efforts to limit warming to 1.5°C.
In March 2023, we acquired SBTi certification for our Group GHG emissions reduction targets.
GX League
Launched by the Ministry of Economy, Trade and Industry, the GX League aims to develop collaboration between
the Japanese government, universities and other educational institutions, financial institutions, and a group of
corporations who are working quickly toward carbon neutrality and who are leading the green transformation of
overall economic and social systems, including for stakeholders other than themselves. These players will work
together to discuss the transformation of economic and social systems and the creation of new markets.
We decided to join the GX League in April 2023.
Electric Power Council
for a Low-Carbon Society
The Electric Power Council for a Low-Carbon Society aims to ensure that the global warming countermeasures
implemented by the electric power industry are effective by encouraging and supporting member companies' efforts
to implement the Council's carbon neutrality action plan. In doing so, the Council is promoting effective global
warming countermeasures for the whole industry.
In full support of its aims, we joined the Electric Power Council for a Low-Carbon Society in February 2016.
We have joined these industry organizations in light of their consistency with our business objectives, our areas of focus, and our business activities.
In determining whether to continue our participation, we regularly examine the activities of the organization in question to ascertain whether there are
any significant differences between their ideas and approaches and our own. (We decide whether or not to withdraw our participation when there
are major differences and when membership is no longer necessary from a business perspective.)
CO2 reductions and no. of participants
FY2022: Start of Zero Carbon
Declaration initiatives
(people)
(achievements) (achievements) (declarations)
CO2 reductions No. of participants
(achievements/declarations)
(t‐CO2)
●くろまるCreating J-Credits through Use of Woodland Resources ●くろまるPromotion of Green Transition Finance
●くろまるCreation of Carbon Neutral Opportunities through the Zero Carbon Challenge Declaration
●くろまるParticipation in Climate Change-related Industry Organizations and Initiatives
The Kyuden Group is engaged in a project through which it supports the creation of J-Credits* using woodland owned by
local governments and other organizations, while it also creates J-Credits from company-owned woodland.
We plan to use these J-Credits to offset CO2 emissions from the Group's community relations activities and the production
activities of local companies.
*A scheme whereby the government certifies the amount of CO2 absorbed by woodland and the amount of CO2 emissions reduced through use of renewable energy
or energy-saving measures as credit, and through which this credit is traded
We are promoting green transition finance to help our wide-ranging stakeholders further understand our initiatives to achieve
carbon neutrality by 2050—namely the decarbonization of our power sources and the promotion of electrification—and to
diversify our sources of funding for these activities.
In FY2022 we became the first former general electricity company to issue a transition bond and the first to receive a
transition loan through the government's interest subsidy system.
In these and other ways, we will continue to promote finance-oriented initiatives to achieve carbon neutrality.
To achieve carbon neutrality in the Kyushu area, Kyuden Group
employees have declared their ambition to implement further energy-
saving and electrification efforts in the home under the slogan "Going
beyond zero. Changing the future today."
The achievements and number of declarations are increasing each
year, and in FY2023 7,101 Group employees have pledged to cut
33.87 million t-CO2.*
Employee declarations are being widely communicated to our
regions and communities through our website and social media
channels.
*Equivalent to the CO2 emissions of 1,236 households
Kyushu EP has positioned response to climate change as a key management challenge (materiality). To help tackle this
challenge, we have joined and participated in several industry organizations and initiatives that are in line with our own ideas
and course of action, and through them we are working to mitigate and adapt to climate change.
Hisayama Town, Fukuoka Prefecture
Creation period (scheduled)
Creation period (scheduled)
8 years
(FY2021‒2028)
Approx. 1,500 t‐CO2
Of which already created 200 t‐CO2
Kyuden‐owned woodland
(Yufu City, Oita Prefecture, etc.)
16 years (FY2021‒2036)
Kusu Town, Oita Prefecture
Preparing for project registration
(Scheduled to begin from FY2023 onwards)
Six entities in Kumamoto Prefecture
(4 local governments, 2 private entities)
(outsourced to a company in Kumamoto Prefecture)
8 years (FY2022/2023 onwards) Approx. 240,000 t‐CO2
Approx. 10,000 t‐CO2
The expected amount (total) is a current prediction; Details will be calculated when J‐Credits are created.
Expected amount (total)
Expected amount (total)
Creation period (scheduled)
Of which already created
Expected amount (total)
Approx. 75,000 t‐CO2
*Previous achievements relating to green transition finance can be found in the Financial Data Book
Yoshirou Uchimura, Senior Managing Executive Officer
of the District Symbiosis Division, receiving the prize
from Atsushi Inaba, Chairman of the LCA Japan Forum
Contents Introduction Environment Social Governance Performance Data
Climate Change | Biodiversity | Environmental Conservation | Resource Recycling | Water Resources | Environmental Management16Biodiversity
Policy and Approach
●くろまるEnvironmental Action Policies and Biodiversity
●くろまるMain Supply Chain Initiatives
●くろまるBiodiversity Action Guidelines by the Japanese Electric Utility Industry (updated June 2020)
Through wide-ranging environmental activities across the supply chain, we are
engaged in activities that aim to conserve biodiversity. Specifically, as part of our
initiatives to address global environmental issues, we are working to reduce CO2
emissions in order to achieve a low-carbon, decarbonized society; to create a
recycling-oriented society, we are targeting zero emissions from waste; to protect
environments in local communities, we are engaged in environmental conservation
at our power stations, efforts to create environmentally friendly facilities, and
proper management of company-owned forests; to collaborate with society, we are
involved in community-wide environmental conservation activities*; and to promote
environmental management, we are working to improve employees' environmental
awareness.
*Since 2000, we have been involved in controlled burning and other environmental conservation activities at
the Kuju Bogatsuru Marshlands, which is home to numerous rare ecosystems. In 2005, the Kuju Bogatsuru
Marshlands were listed as part of the Ramsar Convention.
At Kyushu EP and Kyushu T&D, to ensure the protection of biodiversity throughout our business activities, in addition to
strictly complying with the laws and regulations in each country we conduct business, we gauge conditions in each supply
chain and take measures to minimize impact on ecosystems.
The Biodiversity Action Guidelines by the Japanese Electric Utility Industry were put together by the Federation of Electric
Power Companies of Japan, which includes Kyushu Electric Power. The guidelines describe how biodiversity is a prerequisite
for sustainability as an electricity business, and as a member of both international and local societies. The guidelines also
outline how it is the duty of electricity businesses to contribute to sustainability, to proactively promote business activities
that contribute to biodiversity, and in turn create a sustainable society.
At the Kyuden Group, based on our Environmental Action Policies, we aim to contribute to the creation of a sustainable
society through environmental activities that pay due consideration to the protection of biodiversity and the prevention of
deforestation.
Further, in line with the Biodiversity Action Guidelines by the Japanese Electric Utility Industry (created by the Federation of
Electric Power Companies of Japan), we are committed to continued activities aimed at biodiversity conservation.
Promotion Framework
Targets
Issue FY2023 Targets FY2022 Targets FY2022 Results
Scope of
performance
aggregation
Collaboration
with society
(biodiversity
conservation)
Acquisition of certification of
company-owned forests as places
that contribute to biodiversity
conservation
Minimize impact on
ecosystems from our
business activities
Appropriate
environmental surveys
of existing power
supply sites―■しかくEnvironmental Action Policies
Initiatives
Based on our Environmental Action Policies, at the Kyuden Group we will contribute to the creation of a sustainable society
through environmental activities while paying due consideration to biodiversity.
Further, in line with the Biodiversity Action Guidelines by the Japanese Electric Utility Industry (created by the Federation of
Electric Power Companies of Japan), we are committed to continued activities aimed at biodiversity conservation.
Power Generation Initiatives
When building facilities, the Kyuden Group undertakes appropriate environmental assessments based on facility and regional
characteristics. In addition to environmental friendliness, these efforts aim to ensure harmony with surrounding environments.
Implementing Environmental Impact Assessments
Based on the Environmental Impact Assessment Act, to protect surrounding environments when building power stations and
other facilities, we carry out investigations on the natural environment (air, water quality, organisms, etc.), and predict and
assess the impact that buildings and facility operations will have on the surrounding environment in advance. Based on these
results, we take the necessary measures to ensure environmental conservation.
Balancing
business activities
and environmental
conservation
Contributing to
the creation
of a sustainable
society
Initiatives to
address global
environmental
issues1Initiatives to create
a recycling‐oriented
society2Protecting
environments
in local
communities3Collaborating
with society4Promoting
environmental
management 5Underneath the Sustainability Promotion Committee is the Carbon Neutrality and Environment Sub-Committee. From a
specialized standpoint, this Sub-Committee discusses all matters related to environmental issues.
The Sub-Committee also conducts management reviews of efforts to protect biodiversity, and is continuously involved in
work to protect natural environments and provide environmental education.
■しかく
Kyuden Group Environmental Management and Promotion Framework
Presentation,
monitoring, etc., of
policies, plans, etc.
Formulation of departmental
plans, reports on policy
progress, etc.
■しかくSustainability Promotion Committee
■しかくCarbon Neutrality and Environment Sub‐Committee
Disclose
information
Reflect opinions
Sustainability Promotion Committee
Management
meetings
Divisions, Group companies, etc.
Board of Directors
Carbon Neutrality and Environment Sub‐Committee
‐ Formulation of strategies and
basic policies related to ESG
‐ Monitoring of policy progress, etc.
Chairperson: President
Vice‐chairperson: Director in charge of ESG
Committee members: External directors, executive
directors of relevant divisions, etc.
Structure
Twice yearly in principle,
and additionally as
necessary
Frequency
Chairperson: Director in charge of ESG
Vice‐chairperson: Executive Director of Corporate Strategy
Division and Executive Director of the District Symbiosis
Division
Structure
Twice yearly in principle,
and additionally as
necessary
Frequency
Stakeholders
Management
plans, etc.
Submit/report
Supervise Supervise Submit/
report
Presentation,
monitoring, etc., of
policies, plans, etc.
Formulation of departmental
plans, reports on policy
progress, etc.
■しかくSustainability Promotion Committee
■しかくCarbon Neutrality and Environment Sub‐Committee
Disclose
information
Reflect opinions
Sustainability Promotion Committee
Management
meetings
Divisions, Group companies, etc.
Board of Directors
Carbon Neutrality and Environment Sub‐Committee
‐ Formulation of strategies and
basic policies related to ESG
‐ Monitoring of policy progress, etc.
Chairperson: President
Vice‐chairperson: Director in charge of ESG
Committee members: External directors, executive
directors of relevant divisions, etc.
Structure
Twice yearly in principle,
and additionally as
necessary
Frequency
Chairperson: Director in charge of ESG
Vice‐chairperson: Executive Director of Corporate Strategy
Division and Executive Director of the District Symbiosis
Division
Committee members: Directors of relevant divisions, etc.
Structure
Twice yearly in principle,
and additionally as
necessary
Frequency
Stakeholders
Management
plans, etc.
Submit/report
Supervise Supervise Submit/
report
Presentation,
monitoring, etc., of
policies, plans, etc.
Formulation of departmental
plans, reports on policy
progress, etc.
■しかくSustainability Promotion Committee
■しかくCarbon Neutrality and Environment Sub‐Committee
Disclose
information
Reflect opinions
Sustainability Promotion Committee
Management
meetings
Divisions, Group companies, etc.
Board of Directors
Carbon Neutrality and Environment Sub‐Committee
‐ Formulation of strategies and
basic policies related to ESG
‐ Monitoring of policy progress, etc.
Chairperson: President
Vice‐chairperson: Director in charge of ESG
Committee members: External directors, executive
directors of relevant divisions, etc.
Structure
Twice yearly in principle,
and additionally as
necessary
Frequency
Chairperson: Director in charge of ESG
Vice‐chairperson: Executive Director of Corporate Strategy
Division and Executive Director of the District Symbiosis
Division
Committee members: Directors of relevant divisions, etc.
Structure
Twice yearly in principle,
and additionally as
necessary
Frequency
Stakeholders
Management
plans, etc.
Submit/report
Supervise Supervise Submit/
report
Climate Change | Biodiversity | Environmental Conservation | Resource Recycling | Water Resources | Environmental Management17Contents Introduction Environment Social Governance Performance Data 17
●くろまるEnvironmental Conservation Activities
At the Kyuden Group, in collaboration with NPOs and other local citizens, we are
rolling out Korabora-Q-den* activities across the Kyushu region, aiming to find
solutions to local issues.
*Korabora is formed from the Japanese renderings of the words "collaboration" and "volunteer."
As part of these activities, we have engaged in environment-oriented Korabora-Q-
den Eco initiatives, aiming to, among other, protect biodiversity and preserve natural
landscapes. Through these activities, we are working with locals across the Kyushu
region to protect the environment.
In FY2022, we conducted a total of 38 Korabora-Q-den and Korabora-Q-den Eco
activities, with approximately 2,000 individuals taking part.
In addition to the above, we also conduct cleaning activities across the Kyushu region,
such as the cleaning of castle walls and shrine gates using vehicle-mounted elevated
work platforms.
Through our Korabora-Q-den cleaning activities, in FY2022 we
collected approximately 88 tons of waste, equating
to around 2,000 45-liter waste bags. Releasing salmon fry (Iizuka Power
Distribution Office)
Investigating water quality
Environmental Conservation Measures
After a legally required environmental assessment (completed July 2016) as part of a plan to
refurbish the Otake Power Station (geothermal), we discovered the presence of globe thistle
and other rare plants. Following consultations with experts, the decision was made to relocate
the plants.
Following their relocation, we regularly monitored their growth to confirm they were flowering.
Elsewhere, following a voluntary environmental assessment (completed March 2017) as part
of our plans to expand Unit 7 at our Shin-China Power Station (internal combustion), we
discovered the presence of a Coenobita hermit crab, which is a designated natural monument
animal of Japan. Again, we consulted with experts, and determined to relocate the hermit
crabs outside the site grounds.
■しかくRecent Voluntary* Environmental Assessments
Period Site name
Power generation
method
Goals, etc., of implementation
Management and conservation measures
in line with assessment results
October
2020–June2021Kurokawa Power Station
Unit 1 Comprehensive
Refurbishment
(Restoration) Plan
(Aso District, Kumamoto
Prefecture)
Hydroelectric
power
Although this was a restoration project not
subject to assessment as per the Environmental
Impact Assessment Act, we conducted a
voluntary environmental impact assessment to
ensure appropriate environmental considerations
and maximum reduction of impact on the
surrounding environment
In consideration of the surrounding
environment, we set up soundproof
panels in areas near residences
to minimize excess noise from
construction machinery during
construction
October
2020–
November2021Chinda Power Plant
Comprehensive
Refurbishment Plan
(Bungo-Ono City, Oita
Prefecture)
Hydroelectric
power
Although this was a small-scale development not
subject to assessment as per the Environmental
Impact Assessment Act, we conducted a
voluntary environmental impact assessment in
consideration of the surrounding environment
We set and managed independent
wastewater quality standards in
line with national environmental
standards to monitor water quality
(cloudiness) during constructionJuly2021–
March2022Shin-Yoron Power
Station Unit 5 facility
expansion plan
(Yoron, Kagoshima
Prefecture)
Internal
combustion
power
Although this was a small-scale development not
subject to assessment as per the Environmental
Impact Assessment Act, we conducted a
voluntary environmental impact assessment in
consideration of the surrounding environment
We decided on a mainly ivory color
(milky white) for the additional
building and smokestack to ensure
harmony with the surrounding
environmentJuly2022–
September2022Shin-Tanegashima Power
Station Unit 6 facility
expansion plan
(Minamitane, Kagoshima
Prefecture)
Internal
combustion
power
Although this was a small-scale development not
subject to assessment as per the Environmental
Impact Assessment Act, we conducted a
voluntary environmental impact assessment in
consideration of the surrounding environment
In consideration of the environment,
we decided on a mainly ivory color
(milky white) for the additional
building and smokestack, and
installed soundproofing panels in
locations near homes
August
2022–
February2023Shin-Iki Power Station
Unit 5 facility expansionplan(Iki, Nagasaki Prefecture)
Internal
combustion
power
Although this was a small-scale development not
subject to assessment as per the Environmental
Impact Assessment Act, we conducted a
voluntary environmental impact assessment in
consideration of the surrounding environment
To ensure harmony with the
surrounding environment, as the
power station is within a national
park, for the additional building and
smokestack we selected colors
that were in line with the criteria
for special areas as per the Natural
Parks Act
Power Transmission Initiatives
Implementing environmental impact assessments when constructing
power transmission towers
Kyushu Transmission and Distribution inspects the impact that its
construction of power transmission towers will have on surrounding
ecosystems in advance, and ensures environmentally friendly
construction work by implementing measures as necessary, such as
protecting rare animals and plants.
Power Station Initiatives
Greening Measures at Power Stations
To protect natural environments at their power stations, Kyushu EP and Kyushu T&D maintain and manage a wide range of
greenery on-site.
Bird survey
Power transmission towers
*Voluntary assessment of facilities aimed at environmental conservation. Said facilities do not fall under the scale of facilities that require assessment in line with the
Environmental Impact Assessment Act and local environmental impact assessment ordinances.
Reference: Procedure for legally required environmental assessments
Based on the Environmental Impact Assessment Act (general rules) and the Electricity Business Act (procedures unique to
power plants), environmental assessments must be conducted for power plants that fall under the following scales.
Business scales subject to assessment Procedure (Class‐1 project)
Class‐1 project
Environmental assessments
are required
Output of more than 30 MW
Output of more than 150 MW
Output of more than 10 MW
All nuclear power facilities
Output of more than 50 MW
Output of more than 40 MW
Class‐2 project
Individual decisions made as to whether
environmental assessments are required
Output of more than 22.5 MW and less than 30 MW
Output of more than 112.5 MW and less than 150 MW
Output of more than 7.5 MW and less than 10 MWーOutput of more than 37.5 MW and less than 50 MW
Output of more than 30 MW and less than 40 MW : Legal environmental assessment procedure
Document on Primary
Environmental Impact Consideration
Scoping Document
Investigation, prediction, and assessment
Draft Environmental Impact Statement
Environmental Impact Statement
Permission and authorization, etc.
Construction
Reporting and publication of results
of environmental conservation measures
Hydroelectric
power
Thermal
power
Geothermal
power
Nuclear
power
Wind
power
Solar
battery
Climate Change | Biodiversity | Environmental Conservation | Resource Recycling | Water Resources | Environmental Management18Contents Introduction Environment Social Governance Performance Data 18
Activities to protect the Kyushu azalea found on
Mt. Hiijidake.
Activities to protect rare plants at the Kuju Bogatsuru
Marshlands
Controlled burning of the Kuju Bogatsuru Marshlands
Main activity name Content FY2022 figures Photo of activity
Lessons
Eco-Mother activities
Mothers well-versed in environmental
issues visit nursery schools across
the Kyushu region, teaching children
about the importance of environmental
friendliness through paper puppet plays
and other activities.
134 visits
Approx.
6,900
participants
On-demand lessons
Students from elementary school
to university are taught about the
environment and energy, including
topics such as climate change and how
electricity is produced.
Approx. 460
lessons
Approx. 13,530
participants
Environmental education
using digital technologies
Using digital technologies we
developed for use during the pandemic,
such as VR and computer graphics, we
are providing environmental education
that simulates forest thinning, forest
walks, and other forest activities, all
while being in school.
23 lessons
Approx. 650
participants
Experiences
Kyuden Play Forest
Elementary school students are
taught the importance of valuing the
environment through experiential
learning events at forests throughout
the Kyushu region.
4 events
Approx. 360
participants
Environmental
education in forests
Aiming to teach the importance of
valuing the environment, we are
providing environmental education that
combines forestry experiences with
classes on the relationship between
global warming and forests at the Kuju
Kyuden Forest and the Isahaya Kyuden
Future Forest.
11 events
Approx. 610
participants
●くろまるEnvironmental Activities Led by the Kyuden Mirai Foundation
Environmental Conservation Activities at the Kuju Bogatsuru Marshlands
Located in the west of Oita Prefecture, the Kuju Bogatsuru Marshlands are approximately 53 hectares of high-altitude
marshlands surrounded by the Kuju mountain range. They are home to rare ecosystems because of the diverse geological
and topographical features of the land.
To protect the natural environment of the marshlands, Kyushu Electric Power (Kyushu EP) works with the Ministry of the
Environment, Taketa City, the Kuju Nature Preservation Society, and other local organizations. Together, they conduct
controlled burning, activities to protect rare plants, and activities to protect the Kyushu azalea found on the adjacent,
company-owned Mt. Hiijidake. As a result, in 2005, the Kuju Bogatsuru Marshlands were listed as part of the Ramsar
Convention, an initiative that aims to protect wetlands of international importance.
These activities have been led by the Kyuden Mirai Foundation since FY2016. The foundation is working to enhance its
activities through various measures, such as training people who can lead future controlled burning activities.
Partnership agreement ceremony for the
Isahaya Kyuden Future Forest
Kyuden Future Forest Project
Through the Kyuden Future Forest Project, we are working to create new forests to
extend the environmental education and community interaction we conduct at the
Kyushu EP owned Kuju Kyuden Forest (Oita Prefecture) to the rest of the Kyushu region.
In FY2022, based on partnership agreements with Nagasaki Prefecture and Isahaya
City, we began developing the Isahaya Kyuden Future Forest (Nagasaki Prefecture) on
land owned by Isahaya City. In the same year, with the help of around 440 volunteers,
including local elementary school students, other locals, and Kyuden Group employees,
we planted approximately 3,600 saplings.
●くろまるEnvironment and Energy Education
Predominantly for the younger generation, we offer the Kyuden Future School as a platform for
individuals to learn about and experience environment- and energy-related issues.
In addition to lessons at nursery schools and elementary schools and experience-based
educational programs in forests, we also held educational programs using digital technologies.
In FY2022, 22,050 individuals participated in these initiatives.
Environmental Education Activities at the Kuju Kyuden Forest and the Isahaya Kyuden Future Forest
To heighten awareness of environmental conservation among children, and in turn promote future environmental conservation
activities, we are hosting environmental education programs that combine various experiences—thinning, planting, observation,
and woodworking—with classes on the relationship between global warming and forests. In FY2022, we hosted 11 classes and
welcomed 614 participants. (Participants between FY2016–2021: Approx. 6,000)
Forest class Forestry experience Environmental education
Climate Change | Biodiversity | Environmental Conservation | Resource Recycling | Water Resources | Environmental Management19Contents Introduction Environment Social Governance Performance Data 19
●くろまるContribution to the 30by30 Target through Certified Conserved Areas
To play our part in achieving the global 30by30 target,*1 we have submitted
an application to join the 30by30 Alliance for Biodiversity set up by Japan's
Ministry of the Environment.
In FY2022, the biodiversity protection activities at our company-owned forests
were rated highly, and as part of a trial scheme were certified as Conserved
Areas.*2
In addition to working toward official certification in FY2023, we will continue
with our various biodiversity protection and environmental activities to
contribute to the achievement of a sustainable society.
*1 The 30by30 target is one of main targets of the Kunming-Montreal Global Biodiversity Framework, which was
established at the Conference of the Parties to the UN Convention on Biological Diversity held in December
2022. It is a worldwide initiative that aims to designate 30% of both land and ocean as protected areas by
2030.
*2 A system whereby the Ministry of Environment certifies areas where private-sector companies are engaged in
biodiversity protection initiatives. Trials and studies of the system began in FY2022, with official certification
beginning in FY2023.
●くろまるMaintenance and Management of Company-owned Forests to Achieve Sustainability
Together with Kyushu Rinsan, Kyushu Electric Power (Kyushu EP) is engaged in the maintenance and management (a cycle of
planting, trimming, planting, etc.) of 4,447 hectares of company-owned forests mainly in Oita Prefecture.
Forests owned by Kyushu EP date back to 1919, when the company's predecessor Kyushu Hydroelectricity sought to
secure a stable source of water for its hydroelectric power generation. It thus took to nurturing forests along mountain
ridges in Kyushu, which at the time were plain, open fields. The year 2019 marked 100 years since the forest development
began.
In 2005, the Kyuden Group was the first electric power company in Japan to acquire FSC®
Certification (FSC-CO18956;
Forest Stewardship Council®
; headquarters in Germany) for its environmentally friendly forest management. In these and
other ways, the Kyuden Group has received wide acclaim for its forest management activities.
Looking ahead, Kyushu EP will work to maintain and improve the beneficial functions of forests—watershed protection
(a mechanism whereby forests retain water to regulate river volumes), CO2 absorption, and others—to contribute to the
creation of a sustainable society.
In FY2022, environmentally friendly maintenance and
management of company-owned forests led to the
absorption and fixation of approximately 41,000 tons of CO2.
Approximately 10,000 tons of this is used for the creation of
J-Credits.
We plan to create around 240,000 tons' worth of J-Credits
by FY2036.
When converted to CO2, the amount of carbon fixated in company-owned
forests is thought to be around 1.329 million tons (as of March 31, 2023)
A company-owned forest by Yamashita Lake in Yufu City, Oita Prefecture
Environmental Education Using Digital Technologies
With limitations on on-site environmental education due to the pandemic, we developed digital technologies for use during the
pandemic, such as VR and computer graphics, to provide environmental education that simulates forest thinning, forest walks, and
other forest activities, all while being in school. We have offered these lessons in schools since FY2021. In FY2022, we held 22
classes (656 participants), and will continue to extend these lessons across the Kyushu region.
Forest class Forest thinning experience using VR
Grants for Activities That Teach Children the Importance of Nature
To support the healthy growth of children who will lead the future of Kyushu, we provide grants to NPOs and other organizations
involved in activities to support the development of the next generation. In FY2022, we welcomed applications from organizations
offering activities that teach children the importance of nature, and received 54 grant applications. After a selection process by a
screening committee, we awarded grants to support 14 activities. For activities in FY2023, we have already decided on grants for
18 activities after receiving 49 applications.
We also aim to widely communicate the excellent work of each of our grant recipients by reporting on their activities. Details on
these activities and the thoughts that go into them are posted on our Facebook page and other channels.
FY2022 Grant Recipients
Name of organization: Yattaro de Takashima
(Nagasaki Prefecture)
Name of activity: Marine environment lessons and
environmental protection workshops
Inviting local elementary and junior
high school students to a beach in
Takashima Town in Nagasaki City,
this initiative teaches participants
about marine environments and
coral ecosystems that are easily
impacted by changes in marine
environments, as well as methods
for the protection of marine
environments.
Name of organization: Sasaguri Moridukuri-no-Kai
(Fukuoka Prefecture)
Name of activity: Creation of forests for the future
Inviting local parents and children
to Kinomi no Sato and Mori
Mori Land in Sasaguri Town, this
initiative creates opportunities for
children to familiarize themselves
with trees and learn about
coexistence with nature.
Name of organization: Eco-mura Denshokan
Name of activity: Manufacturing workshops and
environmental learning using natural materials
Inviting local elementary and
junior high school students
from Kumamoto Prefecture, this
initiative teaches the importance
of protecting and valuing nature
through manufacturing workshops
and eco-friendly activities using
natural materials such as bamboo,
and waste materials.
Climate Change | Biodiversity | Environmental Conservation | Resource Recycling | Water Resources | Environmental Management20Contents Introduction Environment Social Governance Performance Data 20
Environmental Conservation
Policy and Approach
In the operation of our power plants and other facilities, we ensure thorough compliance with laws and ordinances, as well
as the environmental conservation agreements we have concluded with our local governments. We also monitor our waste
gas, wastewater, and other emissions, and report the results to our local governments to maintain strict management of our
surrounding environments.
Further, based on the relevant laws and ordinances, we undertake appropriate management of the chemical substances
handled at our power plants and other facilities.
Initiatives
Although sulfur oxides (SOx) and nitrogen oxides (NOx) are emitted
at our thermal power plants, through use of flue gas desulfurization/
denitrification equipment, we work to remove as much we can
from our emissions to play our part in preventing air pollution.
Compared to leading nations, and even in Japan, the SOx and NOx
emissions of Kyushu Electric Power per kWh of power generated
are low.
●くろまるProtecting Environments in Local Communities
Air Pollution Countermeasures
■しかく
Overview of Air Pollution Countermeasures
Measures
to reduceSOx◦ 
Use of heavy oil/crude oil with low sulfur
content
◦ 
Use of LNG that does not contain sulfur
◦ 
Installation of desulfurization equipment to
remove SOx from waste gas
◦ 
Adoption of an in-furnace desulfurization
system to remove SOx from inside boilers
Measures
to reduceNOx◦ 
Improvement of combustion methods in
boilers, etc.
・ 
Adoption of a two-stage combustion
method
・ 
Adoption of a waste gas mixed
combustion method
・ 
Adoption of a low-NOx burner and
combustion chamber
◦ 
Installation of denitrification equipment to
remove NOx from waste gas
Measures
to reduce
soot anddust◦ 
Use of LNG that does not generate soot ordust◦ 
Installation of a high-performance dust
collector to remove soot and dust from
waste gas
■しかくEnvironmental Conservation Measures at Thermal Power Plants
Source (Overseas/Japan): Energy and Environment 2022
(Federation of Electric Power Companies of Japan)
Unit: g/kWh
SOx NOx
0.29 0.280.100.510.340.770.030.15 0.17 0.25
0.13 0.191.410.870.100.62US(2020)
Canada
(2020)UK(2020)
France
(2020)
Germany
(2020)
Italy
(2020)
Japan
(2020)
Kyushu Electric
Power
(2022)
■しかくComparison of the SOx and NOx Emissions per kWh of
Thermal Power Generated among Leading Nations
Promotion Framework
Underneath the Sustainability Promotion Committee is the
Carbon Neutrality and Environment Sub-Committee. From
a specialized standpoint, this Sub-Committee discusses all
matters related to environmental issues.
The Sub-Committee also conducts management reviews
of strategies and risks regarding pollution prevention, and
is continuously involved in work to prevent air and water
pollution.
■しかく
Kyuden Group Environmental Management and
Promotion Framework
Presentation,
monitoring, etc., of
policies, plans, etc.
Formulation of departmental
plans, reports on policy
progress, etc.
■しかくSustainability Promotion Committee
■しかくCarbon Neutrality and Environment Sub‐Committee
Disclose
information
Reflect opinions
Sustainability Promotion Committee
Management
meetings
Divisions, Group companies, etc.
Board of Directors
Carbon Neutrality and Environment Sub‐Committee
‐ Formulation of strategies and
basic policies related to ESG
‐ Monitoring of policy progress, etc.
Chairperson: President
Vice‐chairperson: Chief ESG officer
Committee members: External directors, executive
directors of relevant divisions, etc.
Structure
Twice yearly in principle,
and additionally as
necessary
Frequency
Chairperson: Chief ESG officer
Vice‐chairperson: Executive Director of Corporate Strategy
Division and Executive Director of the District Symbiosis
Division
Committee members: Directors of relevant divisions, etc.
Structure
Twice yearly in principle,
and additionally as
necessary
Frequency
Stakeholders
Management
plans, etc.
Submit/report
Supervise Supervise Submit/
report
Management of Chemical Substances
The chemical substances handled at power plants and other facilities operated by us are appropriately managed based on
the relevant laws and ordinances.
・Asbestos
In line with relevant laws and ordinances, we have carried out the necessary work for sprayed asbestos, and for all
locations in which asbestos was used, measures have been taken to prevent dispersal.
For products that contain asbestos, we use regular inspections and repair work as opportunities to replace them with
asbestos-free options. Further, when dismantling buildings and facilities, we enforce measures to prevent asbestos
dispersal in line with laws and ordinances, and ensure appropriate disassembly, transport, and disposal.
・PRTR system*
As part of the PRTR system, we investigate and record the released and transferred amount of designated chemical
substances based on the annual volume we handle. In addition to submitting reports to the government, we also
voluntarily announce our results to the public.
*A system whereby businesses record the amount of designated chemical substances that are released outside their worksite either through emissions or waste.
Businesses must then submit reports to the national government via their respective prefectures. Based on the data and estimations provided by each business, the
national government then calculates and announces the total amounts released and transferred.
Wastewater
treatment
equipment
Treatment and
purification of
wastewater
before drainage
Electrostatic
dust collector
Removal of soot
and dust using
static electricity
Flue gas
desulfurization
equipment
Removal of SOx
through reactions
with coal
Flue gas denitrification
equipment
Removal of NOx
through reactions
with ammonia
Greening
measures
Planting of trees
suited to the climate
and natural features
of surrounding areas
High
smokestacks
Improved diffusion by releasing
smoke from a higher smokestack,
reducing impact on the ground
Improvement of combustion
methods in boilers (reduction of NOx)
‐ Adoption of a two‐stage combustion method
‐ Adoption of a waste gas mixed combustion method
‐ Adoption of a low‐NOx burner and combustion chamber
Coolant
measures
Adoption of water
intake and discharge
methods suited to the
characteristics of
surrounding seas
Turbine
Boiler
Generator
Fuel
measures ・ Use of heavy oil/crude oil with
low sulfur content・ Use of LNG that does not
contain sulfur or soot and dust
Noise/
vibration
measures
Installation of
mufflers and
soundproof
walls, etc.
Water pump
Burner
Smokestack
Transformer
Muffler
Contents Introduction Environment Social Governance Performance Data
Climate Change | Biodiversity | Environmental Conservation | Resource Recycling | Water Resources | Environmental Management21Illustration
Logistics
Resource
circulation
Accumulation
of expertise
Place for
relaxation
Provision
of new
realizations
Supply
of energy
Circular Park Kyushu
Illustration (FY2030)
Resource Recycling
Policy and Approach
In line with the Kyuden Group Environmental Charter, at the Kyuden Group we are working to create a recycling-oriented
society. To do so, we conduct zero-emissions-from-waste activities that promote the 3Rs (reduce, reuse, and recycle), as well
as green procurement activities that aim to ensure the procurement of environmentally friendly products and materials.
As a measure to combat climate change and reduce our CO2 emissions, in response to the recent global plastic pollution
problem, we are moving forward with efforts to sophisticate our recycling of waste plastics that are generated through our
business activities, shifting from the burning of plastics to material and chemical recycling. We are also engaged in gradual
efforts to complete disposal of PCB waste within the legal time period.
[Efforts to Reduce Waste]
At power plants operated by Kyushu EP, we undertake
careful maintenance and risk management of power
generation facilities. Through the formulation and
implementation of appropriate construction plans in line
with the above, we are working to reduce the amount of
waste we generate.
[Efforts to Reuse Waste]
For power equipment and materials that are removed
during power distribution work, Kyushu T&D assesses
whether our performance and quality meets the
requirements for reuse. Equipment and materials that meet
the requirements are then reused.
[Efforts to Recycle Waste]
In FY2022, the Kyuden Group recycled 98% of the
1,040,000 tons of industrial waste it generated.
As a result of its unique properties, all coal ash—which
accounts for the majority of this industrial waste—is
effectively used as a raw material in the creation of cement.
Green Procurement
At the Kyuden Group, in FY2002 we introduced a Green
Procurement System that aims to ensure we only purchase
environmentally friendly products and materials. And so,
through collaboration with our clients, we are making every
effort to procure environmentally friendly products and
materials.
Appropriate Management of PCB
Electronic equipment that use a high concentration of
PCBs are systematically detoxified at Japan Environmental
Storage & Safety Corporation's PCB waste treatment
facilities.
Further, for electronic equipment that uses only a small
amount of PCB pollutant, we undertake detoxification
treatment at certified disposal companies.
Until its disposal, PCB waste is strictly stored and managed
in line with the Waste Management and Public Cleansing
Law and others.
Circular Park Kyushu
On the grounds of the former Sendai Power
Station (Kagoshima Prefecture), we are
developing Circular Park Kyushu as a resource
circulation hub, and are moving forward with
preparations for a FY2024 launch.
At Circular Park Kyushu, in addition to recycling
waste from Kyuden Group companies and
local communities, we will also work to solve
issues relating to resource circulation by using
the relevant technologies and expertise of
other companies and universities, and through
demonstrations alongside Satsumasendai City.
The ultimate aim is to extend these
technologies across society and contribute to
resource circulation and decarbonization in the
Kyushu area.
■しかくAmount of Toxic Waste (PCB Waste) Treated
Unit: tons
FY2019 FY2020 FY2021 FY2022Highconcentration
0.5 0.01 153.14 0.5Lowconcentration
570.4 237.9 781.0 499.6
Total 570.9 237.9 934.1 500.1
Underneath the Sustainability Promotion Committee is the Carbon Neutrality and Environment Sub-Committee. From a
specialized standpoint, this Sub-Committee discusses all matters related to environmental issues.
The Sub-Committee also conducts management reviews of strategies and risks regarding resource recycling, and is
continuously involved in work to ensure thorough and appropriate management of industrial waste.
Promotion Framework
■しかく
Kyuden Group Environmental Management and Promotion Framework
Presentation,
monitoring, etc., of
policies, plans, etc.
Formulation of departmental
plans, reports on policy
progress, etc.
■しかくSustainability Promotion Committee
■しかくCarbon Neutrality and Environment Sub‐Committee
Disclose
information
Reflect opinions
Sustainability Promotion Committee
Management
meetings
Divisions, Group companies, etc.
Board of Directors
Carbon Neutrality and Environment Sub‐Committee
‐ Formulation of strategies and
basic policies related to ESG
‐ Monitoring of policy progress, etc.
Chairperson: President
Vice‐chairperson: Chief ESG officer
Committee members: External directors, executive
directors of relevant divisions, etc.
Structure
Twice yearly in principle,
and additionally as
necessary
Frequency
Chairperson: Chief ESG officer
Vice‐chairperson: Executive Director of Corporate Strategy
Division and Executive Director of the District Symbiosis
Division
Committee members: Directors of relevant divisions, etc.
Structure
Twice yearly in principle,
and additionally as
necessary
Frequency
Stakeholders
Management
plans, etc.
Submit/report
Supervise Supervise Submit/
report
Presentation,
monitoring, etc., of
policies, plans, etc.
Formulation of departmental
plans, reports on policy
progress, etc.
■しかくSustainability Promotion Committee
■しかくCarbon Neutrality and Environment Sub‐Committee
Disclose
information
Reflect opinions
Sustainability Promotion Committee
Management
meetings
Divisions, Group companies, etc.
Board of Directors
Carbon Neutrality and Environment Sub‐Committee
‐ Formulation of strategies and
basic policies related to ESG
‐ Monitoring of policy progress, etc.
Chairperson: President
Vice‐chairperson: Chief ESG officer
Committee members: External directors, executive
directors of relevant divisions, etc.
Structure
Twice yearly in principle,
and additionally as
necessary
Frequency
Chairperson: Chief ESG officer
Vice‐chairperson: Executive Director of Corporate Strategy
Division and Executive Director of the District Symbiosis
Division
Committee members: Directors of relevant divisions, etc.
Structure
Twice yearly in principle,
and additionally as
necessary
Frequency
Stakeholders
Management
plans, etc.
Submit/report
Supervise Supervise Submit/
report
· General waste
General waste generated by Kyushu EP includes used
paper and dam driftwood. In addition to appropriate
management and disposal of this waste, the company
practices the 3Rs.
■しかく
Amount of General Waste (Used Paper, etc.)
Generated and Recycling Rates (FY2022)
Amount
generated (t)
Amount
recycled (t)
Recycling
rate (%)
Main usesUsedpaper
810 808 100
Recycled
paper
Shellfish 1,255 456 36
Subbase
materialDamdriftwood
3,641 2,948 81
Alternative
to straw
litter
Targets
Issue FY2023 Targets FY2022 Targets FY2022 Results
Scope of
performance
aggregation
Creation of
a recycling-
oriented
society
• Recycling rate of waste other than coal
ash: 98% or higher (Waste plastic 90%)
• Green procurement rate: 97% or higher
(Office supplies)
• Recycling rate of waste other than coal
ash: 98% or higher (Waste plastic 90%)
• Green procurement rate: 95% or higher
(Office supplies)
• Waste other than coal ash: Expected
to achieve
• Waste plastic: Expected to achieve
• Green procurement rate: Approx. 95%*1Initiatives
●くろまる
Initiatives for a Recycling-oriented
Society
Zero-emissions-from-waste Activities
· Industrial waste
Industrial waste generated by the Kyuden Group
includes byproducts of thermal power generation
(coal ash and gypsum) and materials removed and
generated from construction work. In addition to
ensuring appropriate management and disposal of this
industrial waste, we also practice the 3Rs—reduce,
reuse, and recycle.
■しかく
Amount of Industrial Waste Generated and Recycling Rates
Recycling rate (%)
Amount generated (1,000 t)
Amount recycled (1,000 t)
Approx.100Approx.1001995 2000 (FY)5606182384044365
Approx.
100 982022915
917 878880777782101310382020 20212019*1 Kyushu EP and Kyushu T&D22Climate Change | Biodiversity | Environmental Conservation | Resource Recycling | Water Resources | Environmental Management
Contents Introduction Environment Social Governance Performance Data
We have also determined the current and future level of water stress in regions in which our facilities are located using the WRI Aqueduct (3.0)
tool, which is used to specify water-related risks. According to the Baseline Water Stress results, in the Kyushu region where Kyushu Electric
Power (Kyushu EP) operates power plants using freshwater and seawater, at most, the water stress level is Low-Medium. As such, it is thought
that the frequency of water-related risks such as droughts is low.
Although water risks are low, water resources are essential for the power generation businesses of the Kyuden Group, and as such we conduct
the following risk management activities.
In the hydroelectric power generation businesses, we discharge the necessary amount of water to maintain the river environment downstream
from the dams and weirs of our hydroelectric power plants. In addition, when drawing water from rivers for our power generation, we ensure
strict compliance with permitted amounts of water intake based on relevant laws and ordinances.
Further, when river levels are predicted to rise due to heavy rainfall, we discharge water from our dams in advance based on flood control
agreements we have concluded with national and local governments. In this way, we also play a key role in regional disaster prevention by
reducing damage from heavy rain.
To maintain the quality of the water required for power generation
at our thermal power plants, we must take in a certain volume of
water from locations outside the power plant. In addition to ensuring
proper, daily management of this intake volume, we are also working
to reduce our water intake by collecting and reusing the water used
for power generation. Further, in the event of restrictions on water
intake due to water shortages or other factors, we make every effort
to ensure continued thermal power plant operations by ensuring
effective use of water stored on-site,
taking water-saving measures, and
examining alternative intake methods.
Moreover, both our thermal power
and nuclear power generation
facilities use seawater as indirect
cooling water, and so we continuously
monitor water temperature
differences and other factors.
Targets
The industrial water used at our power plants is taken, within the scope of water intake limitations, from rivers and other
sources. Elsewhere, we are working to reduce the amount of new water supplies by recirculating water during power
generation shutdowns and normal operation. We also use seawater as indirect cooling water for our power generation
facilities, and ensure appropriate management by monitoring temperature differences and other factors in the water we
intake and discharge.
Initiatives
●くろまるStakeholder Dialog
Based on environmental protection agreements, we provide reports to and exchange opinions with local governments and fishery
cooperatives on the condition of the waters surrounding our power stations (status of water intake and discharge, etc.).
水リスクの評価
※(注記)当社設
社有林によるCO2吸収固定量
世界資源研究所(WRI)が世界各地
域の水リスクを公表したマップ
「Aqueduct Water Risk Atlas」によ
ると、当社が淡水又は海水を利用する
発電所を設置している九州地域内にお
いて、リスクの高い地域はありませんが、
引き続き、発電用水および排水の適切
管理に努めていきます。
※(注記)「Aque
Water S
を基に当
【出典】h
単位:万トン-CO2 ※(注記) 森林調
ベントリ算
※(注記) '01年
分は含ま71.978.0
127.5 126.1
129.5 130.5
1991 2001 2017 2018 2019 2020
(年度)
年度の成長分(伐採
量を含む)のCO2吸
収量2.5万トン(内数)
▲さんかく
▲さんかく
▲さんかく
▲さんかく
▲さんかくIkiYakushima
■しかく
■しかく
■しかく
■しかく
■しかく
■しかく
■しかく
■しかく
■しかく
■しかく
■しかく
■しかく
■しかく
Amamioshima
Kikaijima
Tokunoshima
Okinoerabujima
Yorontou
■しかく
■しかく
■しかく
■しかく
■しかく
■しかく
■しかく
■しかく
■しかく
■しかく
■しかく
■しかく
■しかく
■しかく
■しかく
■しかく
Hydroelectric power station (over 50,000 kW)
Pumped-storage power station
Thermal power station
Nuclear power station
Geothermal power station
Internal combustion power station
Wind power station
Numerical values of plants show output in kW
■しかく
▲さんかく
Legend
Tsushima
Tanegashima
Shin-Kokura
1,200,000
Yamagawa 30,000
Ioujima 300
Kuchierabujima300Shin-Tanegashima
24,000
Kuroshima 320
Tanegashima Daiichi
16,500
Takeshima 190
Iwayado
52,000
Ohira 500,000
Omarugawa
1,200,000
Kamishiiba
93,200
Tsukabaru 67,050
Morozuka 50,000
Sendai
1,000,000
Sendai NPS
1,780,000
Ogiri 30,000
Oyodogawa Daini 71,300
Reihoku 1,400,000
Koshikijima Daiichi
13,250
Koshikijima250Oyodogawa Daiichi 55,500
Hitotsuse 180,000
Toyotama 50,000
Oronoshima 330
Shin-Iki 24,000
Genkai NPS
2,360,000
Shin-Arikawa
60,000
Tenzan 600,000
Matsuura 1,700,000
Sasuna 5,100
Ashibe 15,000
Shin-Oita
2,875,000
Otake
13,700
Buzen 500,000
Matsubara
50,600
Yanagimata
63,800
Hatchoubaru 110,000
Hatchoubaru Binary 2,000
Takigami
27,500
Karita 360,000
Takarajima 200
Kikai 2,100
Shin-China 23,600
Yoron 2,210
Shin-Yoron
6,700
Tatsugo 60,000
Naze 21,000 Shin-Kikai
12,800
Shin-Tokunoshima 21,000
Kametsu 7,500
Akusekijima150Tairajima150Kuchinoshima 170
Nakanoshima300Suwanosejima220Kodakarajima 110
Tokara Islands
Amami Islands
Low ← Risk → High
(<10%) (10-20%) (20-40%) (40-80%) (≧80%)
Water Resources
Water resources are fundamental to the Kyuden Group's business activities. At our hydroelectric power, thermal power and
nuclear power plants, we use large amounts of water as coolants and for other uses.
As a business that uses water resources, we will continue to comply with permitted amounts of water intake based on
relevant laws and ordinances, and are working to reduce the amount of water we consume by, for example, recirculating
water at our power plants.
Further, each of our worksites and Group companies is engaged in water-saving efforts at their offices to reduce the total
amount of water consumed.
Underneath the Sustainability Promotion Committee is the Carbon Neutrality and Environment Sub-Committee. From a
specialized standpoint, this Sub-Committee discusses all matters related to environmental issues.
The Sub-Committee also conducts management reviews of strategies and risks regarding water resources, and is continuously
involved in work to reduce the amount of water we consume.
Policy and Approach
Promotion Framework
■しかく
Kyuden Group Environmental Management and
Promotion Framework
Presentation,
monitoring, etc., of
policies, plans, etc.
Formulation of departmental
plans, reports on policy
progress, etc.
■しかくSustainability Promotion Committee
■しかくCarbon Neutrality and Environment Sub‐Committee
Disclose
information
Reflect opinions
Sustainability Promotion Committee
Management
meetings
Divisions, Group companies, etc.
Board of Directors
Carbon Neutrality and Environment Sub‐Committee
‐ Formulation of strategies and
basic policies related to ESG
‐ Monitoring of policy progress, etc.
Chairperson: President
Vice‐chairperson: Chief ESG officer
Committee members: External directors, executive
directors of relevant divisions, etc.
Structure
Twice yearly in principle,
and additionally as
necessary
Frequency
Chairperson: Chief ESG officer
Vice‐chairperson: Executive Director of Corporate Strategy
Division and Executive Director of the District Symbiosis
Division
Committee members: Directors of relevant divisions, etc.
Structure
Twice yearly in principle,
and additionally as
necessary
Frequency
Stakeholders
Management
plans, etc.
Submit/report
Supervise Supervise Submit/
report
Presentation,
monitoring, etc., of
policies, plans, etc.
Formulation of departmental
plans, reports on policy
progress, etc.
■しかくSustainability Promotion Committee
■しかくCarbon Neutrality and Environment Sub‐Committee
Disclose
information
Reflect opinions
Sustainability Promotion Committee
Management
meetings
Divisions, Group companies, etc.
Board of Directors
Carbon Neutrality and Environment Sub‐Committee
‐ Formulation of strategies and
basic policies related to ESG
‐ Monitoring of policy progress, etc.
Chairperson: President
Vice‐chairperson: Chief ESG officer
Committee members: External directors, executive
directors of relevant divisions, etc.
Structure
Twice yearly in principle,
and additionally as
necessary
Frequency
Chairperson: Chief ESG officer
Vice‐chairperson: Executive Director of Corporate Strategy
Division and Executive Director of the District Symbiosis
Division
Committee members: Directors of relevant divisions, etc.
Structure
Twice yearly in principle,
and additionally as
necessary
Frequency
Stakeholders
Management
plans, etc.
Submit/report
Supervise Supervise Submit/
report
●くろまるWater Risk Assessments
●くろまるMeasures to Reduce Water Turbidity in the Hitotsuse River
Information on Hitotsuse River water
turbidity measures
Shortly after the launch of operations at the Hitotsuse Power Station in 1965, the long-term turbidity of the water around the Hitotsuse Dam
increased, negatively impacting downstream irrigation, fishing, and the landscape. In response, in 1974 Kyushu EP installed a selective water
intake facility, and has gone on to introduce various other countermeasures.
However, due to successive large-scale typhoons in 2004 and 2005, long-term turbidity that exceeded 100 days was seen for two consecutive
years. The year 2005 was particularly bad, with water turbidity continuing for nearly eight months.
In 2008, the Hitotsuse River Turbidity Reduction Plan was put together by the Hitotsuse River System
Turbidity Countermeasure Committee (currently the Evaluation Committee), comprising Miyazaki
Prefecture, municipalities along the river basin, academics, and Kyushu EP. Currently, all parties
concerned are working to reduce long-term water turbidity while monitoring mid- and downstream
river environments.
To ensure that information on the river can be communicated to those living near the river basin in real
time, we have built a river basin monitoring system that has gone on to receive a high number of views.
Looking forward, we will continue working with Miyazaki Prefecture and other concerned parties to
implement thorough turbidity reduction measures.*Created by the Kyuden Group based on
Aqueduct Water Risk Atlas/Baseline/
Water Stress (current as of July 31, 2020).
Source: https://www.wri.org/aqueduct*Kyuden Group facilities shown on the
map are current as of March 31, 2022.
Issue FY2023 Targets FY2022 Targets FY2022 Results
Scope of
performance
aggregation
Protection of regional
environments
Water usage per employee:
Less than the previous year
Water usage per employee:
Less than the previous year
(FY2021: 24 m3/person)
Water usage per employee:
27 m3/person*1Scope of performance aggregation *1 The Kyuden Group
Climate Change | Biodiversity | Environmental Conservation | Resource Recycling | Water Resources | Environmental Management23Contents Introduction Environment Social Governance Performance Data
Promotion Framework
Environmental Audits
Through the Internal Auditing Body, Kyushu EP and Kyushu T&D regularly conduct internal audits on the status of the PDCA
cycle for the Group's Medium-term ESG Promoting Plan and Environmental Action Plan.
Further, Kyushu Electric Power's Environmental Division checks the level of establishment and operation of environmental
management systems at each Group company, as well as their compliance with environmental laws and regulations.
To promote carbon neutrality and other ESG-related
initiatives, in July 2021 we set up the Sustainability
Promotion Committee, which is chaired by the president.
In addition to the formulation of strategies and basic
policies related to ESG (identification of major challenges),
discussions on specific measures, and management
of policy progress, the Committee is also tasked with
discussing and supervising strategies and risks related to
climate change. The Committee meets more than twice
yearly, and the results of their discussions are reported
without delay to the Board of Directors. The Board of
Directors supervises all activities related to ESG.
Underneath the Sustainability Promotion Committee is the
Carbon Neutrality and Environment Sub-Committee. From a
more specialized standpoint, this Sub-Committee discusses
all matters related to environmental issues, including carbon
neutrality.
The Sub-Committee also conducts management reviews of
environmental management, and reflects the results of its
discussions into our Environmental Management System.
Balancing
business activities
and environmental
conservation
Contributing to
the creation
of a sustainable
society
Initiatives to
address global
environmental
issues1Initiatives to create
a recycling‐oriented
society2Protecting
environments
in local
communities3Collaborating
with society4Promoting
environmental
management 5Thanks to thorough environmental education measures, in FY2022 there were zero violations of environmental laws or
regulations.
Environmental Education
At the Kyuden Group we provide environmental education to the environmental management supervisors and those in
charge of environmental operations at each worksite and Group company.
An overview of the educational program is provided below.
Host: Environmental Division, Kyuden Electric Power
Targets: Environmental management supervisors and those in charge of environmental operations at each worksite
Frequency: Annual
Content: Environment-related information from Japan and overseas, compliance, appropriate disposal of waste, etc.
Other: Participants undergo comprehension tests following their education
Environmental Management
The Kyuden Group recognizes, as a corporate group whose operations impact the environment, that we need to demonstrate a sincere
commitment to caring for the environment.
That is why environmental preservation is a key business focus and why environmental management is promoted across all of our
operations, ensuring that the growth of our business does not come at the expense of the environment. And, in order to concretely express
our attitude towards, and guiding principles for, environmental action, we have established the Kyuden Group Environmental Charter.
環境活動方針
The Kyuden Group develops globally-focused initiatives geared towards protecting the earth's environment and
cultivating harmonious local coexistence in order to achieve a more sustainable society.1. We seek appropriate responses to global environmental challenges and to make effective use of resources so that
our business activities will contribute to a better future.2. We strive for harmonious coexistence with society by engaging in activities which will enrich local environments.3. We work to raise environmental awareness and to become a corporate group that earns the trust of its customers.4. We are proactive about disclosing environmental information and facilitating communication with the community.
Kyuden Group Environmental Charter —A Commitment to Environmentally-Friendly Corporate Activity—
Revised June 2018
Policy and Approach
Environmental Action Policies
Based on the Kyuden Group Environmental Charter, our basic policy for the medium-to-long term
is aimed at steadily implementing environmental management to balance business operations
and environmental preservation, and is made up of five basic pillars: initiatives to address global
environmental issues, initiatives to establish a recycling society, local environment preservation,
collaborating with communities, and promoting environmental management. In accordance
with this policy, we will contribute to the realization of a sustainable society through our
environmental activities, while always taking biodiversity into account.
Medium-term ESG Promoting Plan and Environmental Action Plan
In addition to formulating the Medium-term ESG Promoting Plan to promote materiality
initiatives, based on the Kyuden Group Environmental Charter, we formulate the Environmental
Action Plan for activities not included in the Medium-term ESG Promoting Plan to ensure steady
promotion of environmental management. The Environmental Action Plan comprises our Environmental Action Policies, targets, and
specific action plans. We also set and announce our single-year and medium-term environmental targets.
Further, through analysis, assessment, and reviews of our environmental activities based on the PDCA cycle, we are working to improve
and enhance our environmental initiatives.
■しかくThe Five Pillars of Our
Environmental Action Policies
■しかく
Kyuden Group Environmental Management and
Promotion Framework
Full Commitment to Preventing Violations of Environmental Laws or
Regulations and Environmental Accidents
Environmental Management System
Since 1997, five of our model worksites have acquired ISO
14001, while our other worksites implement environmental
activities based on systems that conform to ISO 14001
standards. We are currently building an Environmental
Management System that incorporates ISO 14001
approaches, and are promoting environmental activities
in an efficient, effective manner. Through this system, and
guided by upper management, we formulate, implement,
and conducts checks and reviews of the Medium-term ESG
Promoting Plan, which outlines specific measures for steady
implementation of environmental management, and the
Environmental Action Plan.
And, through continuous management reviews at the
Carbon Neutrality and Environment Sub-Committee, and in
turn steady rotation of the PDCA cycle, we are engaged in
constant improvement efforts.
Environmental Management
PDCA for each division and worksite
Carbon Neutrality and Environment Sub‐Committee
• Medium‐term ESG Promoting Plan
• Environmental Action Plan PlanPlanDoDo
Reflect results
Liaise
Liaise
Confirm
progress,etc.Report on
progress, etc.
Review plan, etc.
Coordinate
with each
division
Medium‐term ESG Promoting Plan/ Environmental
Action Plan for the next fiscal year
Action
Action
Check
Check
• Support activities at each
division and worksite
• Review the Medium‐term ESG
Promoting Plan/Environmental
Action Plan
• Review plans of each division
• Confirm progress at each division
and worksite
• Confirm level of achievement of
companywide targets
■しかくKyuden Group Environmental Management System
PDCA for the promotion of
environmental activities
*See upper right diagram for more details
■しかくSustainability Promotion Committee
■しかくCarbon Neutrality and Environment Sub‐Committee
Disclose
information
Reflect opinions
Sustainability Promotion Committee
Management
meetings
Divisions, Group companies, etc.
Board of Directors
Carbon Neutrality and Environment Sub‐Committee
‐ Formulation of strategies and
basic policies related to ESG
‐ Monitoring of policy progress, etc.
Chairperson: President
Vice‐chairperson: Chief ESG officer
Committee members: External directors, executive
directors of relevant divisions, etc.
Structure
Twice yearly in principle,
and additionally as
necessary
Frequency
Chairperson: Chief ESG officer
Vice‐chairperson: Executive Director of Corporate Strategy
Division and Executive Director of the District Symbiosis
Division
Committee members: Directors of relevant divisions, etc.
Structure
Twice yearly in principle,
and additionally as
necessary
Frequency
Stakeholders
Management
plans, etc.
Submit/report
Supervise Supervise Submit/
report
Climate Change | Biodiversity | Environmental Conservation | Resource Recycling | Water Resources | Environmental Management24Contents Introduction Environment Social Governance Performance Data
Medium-term ESG Promoting Plan and Environmental Action Plan
Our FY2023 Environmental Action Plan (excluding FY2023 Medium-term ESG Promoting Plan initiatives) is as below,
and we are moving forward with activities to achieve our single-year and medium-term targets.
FY2023 Environmental Action Plan: Priority Initiatives and Targets
Medium-term ESG Promoting Plan: Issues and Targets
Please see page 5 onwards for details on the Medium-term ESG Promoting Plan for materiality initiatives.
Priority initiatives
Targets
Medium to long term
Single year (FY2023)
[FY2022 achievements]
Initiativestoaddress
global
environmental
issue
Achievement of target for
non-fossil power sources
More than 44%
FY2030
42.9% (Before Non-Fossil Certificate transaction)
20.2% (After Non-Fossil Certificate transaction)
Medium-term target
[ 43.5% (Before Non-Fossil Certificate transaction)
20.5% (After Non-Fossil Certificate transaction) ]
Reduction in energy
consumption intensity based on
the Energy Conservation Law
−1% per year or higher (recent five-year average)
[ As a result of continuous energy-saving activities, we maintained an S Class rank (more than 1%
reduction per year) in the Energy Saving Act's business operator class division evaluation system ]
Enhancement of services
that contribute to energy
conservation and CO2
emissions reduction, etc.
Provision of communication services using smart meters
[ We provided information on power meters from smart meters to HEMS equipment ]
Examination of LNG bunkering business
[ We established an operating company with three other companies, and began the building of one
LNG supply ship ahead of the start of operations in March 2024 ]
Overseas initiatives aimed at saving energy and CO2
[ We engaged in overseas consulting activities to promote implementation of renewable energy ]
Electrification in each
department
(Transportation)
Commercialization of EV services
Expansion and promotion of services in line with success
of EV sharing and charging services, and EV taxi services
[ We offered an EV sharing service solely for use by
condominium residents and an EV charging service for
housing complexes ]
Sales of EV charging equipment
Reinforcement of sales activities for local
governments and corporations engaged in
decarbonization efforts (Group companies)
[ We promoted sales of charging control devices for
multiple EVs alongside regular charging devices ]Introduction of EV charging equipment in our
real estate development business
Activities to introduce EV charging equipment in
line with customer needs for each business project
[ To cater to decarbonization trends, we installed
EV charging equipment at new-build properties ]
Promotion of research
and development of
technologies that contribute
to decarbonization of power
sources
Development of technologies that contribute to
decarbonization, such as those that can reduce
CO2 emissions at thermal power plants
Investigation and research on hydrogen/ammonia
fuel technologies and CCUS technologies
[ We studied domestic and overseas technological
development trends, and shared the results of a
power development trend survey ]Development of technologies to maximize use
of recycled energy and stabilize power supplies
Development of a large, fixed energy storage
system using used batteries
[ We began operations at the Omuta Power
Storage Plant using used storage batteries ]
Initiativestocreatearecycling-
oriented
society
Proper management and
disposal of industrial waste
Coal ash recycling rate: 100%
[ In line with an in-house manual, as a result of appropriate management, treatment, and
implementation of the 3Rs with regards to industrial waste, in FY2022, we recycled 98% of coal ash ]
Planned and proper disposal
of PCB waste
High concentration End of FY2022 Plan-based proper disposal
[ In addition to the appropriate management of
waste, we continued with scheduled detoxification
treatment in line with legal time periods ]
Trace
Disposal finished by
the end of FY2025
Reduction in amount of
copier paper purchased
Amount of copier paper purchased
Less than the previous fiscal year every year
[ FY2021: 443 tons ]
Less than previous fiscal year
[ 376 tons ]
Promoting
environmental
management
Developing specialized skills
relating to the environment
• Zero violations (recommendations for improvement, orders, punishments)
• Full and consistent compliance with agreements (except in irregular situations)
[ Prevent violations of environmental laws or regulations and environmental accidents in advance ]
Climate Change | Biodiversity | Environmental Conservation | Resource Recycling | Water Resources | Environmental Management25Contents Introduction Environment Social Governance Performance Data
Social
Stable Supply .............................. 26
Supply Chain .............................. 38
Community ................................. 39
DX ............................................. 48
Innovation ................................. 49
Human Resource Development ... 50
Diversity .................................... 53
Establishment of
Workplace Environments ............ 55
Safety and Health ........................ 57
Human Rights .............................. 60
Issues FY2023 Targets FY2022 Targets FY2022 Results
Scope of
Performance
Aggregation
Stable supply of
electricity
• 
Power outage: 25.4 MWh
or less (average of the
past five years)
• 
No. of public accidents
involving electric shocks:Zero• 
Overseas equity output:
2.88 GW
• 
Average number and duration
of power outages per
household: Below the average
for the past three years
• 
No. of public accidents
involving electric shocks: Zero
• 
Overseas equity output: 3.13GW• 
No. of public accidents
involving electric shocks:Zero• 
Overseas equity output:
2.84 GWーLow-cost energy
supply
Reduction of power
generation costs
Reduction of power generation
costs
Reduction of power
generation costsーProvision of
solutions based
around energy
services
Increase in sales by
maximizing supply capacity
Increase in sales by maximizing
supply capacity
Total amount of electricity
sold: 96 TWh (Electric
power business in Japan)ーTargets
Uranium relatedCoalLNG
▲さんかく Major overseas suppliers of fuel (FY2022)040206080100(%)Australia68%Russia16%Australia15%Namibia 85%Australia81%LNG
3.60 million tUranium
392 tCoal7.60 million tUS 6%
Other 2% Other 3%
Canada11%Indonesia13%■しかくFuel Procurement Status (FY2022)26Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
Stable Supply
Policy and Approach
Promotion Framework
Our mission and prime social responsibility in the electric power business is to provide safe, dependable and efficient
supplies of electricity to our customers. To this end, we accommodate trends in electricity demand through efficient use of
our facilities, while taking steps to reduce outages, optimally operating and managing those facilities and swiftly restoring
power after disasters. These efforts have enabled us to raise our supply reliability standards while continuing to ensure
universal service.
Process Managing officesFuelprocurement
Planning & Balance Optimization Division, Nuclear Power Division, Kyushu Electric Power (Kyushu EP)
Power
generation
Hydro Power Division, Thermal Power Division, Nuclear Power Division, Kyushu EP
Power
transmissionanddistribution
Distribution Division, Power System Operation & Engineering Division, Transmission & Substation
Division, Power Contract Division, Kyushu Transmission and Distribution
Retail Marketing Division, Kyushu EP
●くろまる
Strengthening Fuel Procurement
Capabilities
Initiatives
Fuel Procurement
With fluctuations in the amount of electricity sold due to the
progress of deregulation, fluctuations in fuel procurement as
a result of the increased introduction of renewable energy
sources whose generation is affected by weather conditions,
and the increased risk of a decrease in fuel supply due
to conditions at the source of supply, there is a need to
enhance the stability and flexibility of fuel procurement.
To this end, Kyushu EP is actively involved in all areas of the
entire fuel value chain, from the development and production
of fuel resources (upstream interests) to procurement,
transportation, trading, receiving, storage, consumption and
sales, thereby reducing procurement prices and increasing
profits as a group by trading fuel flexibly and economically
in response to fluctuations in power generation. In addition,
we have established an LNG trading subsidiary and formed
alliances with other companies in the field of fuel business
development to further enhance the stability and flexibility
of fuel procurement.
Acquisition of upstream interests
In order to secure a stable supply of fuel over the long
term, Kyushu EP has been continuously acquiring upstream
interests, including participation in a new uranium mine
development and production project in the Republic of
Kazakhstan since 2007, a new uranium enrichment plant
project in France in 2010, and a new LNG development
and production project in Australia in 2011.
Involvement in fuel transportation
In LNG transportation, we are striving to reduce
transportation costs through the thorough management of
and maximized use of the LNG carrier (Pacific Enlighten)
owned by Kyushu EP. In coal transportation, we ensure
economic efficiency and stable and flexible procurement
by appropriately combining multi-year contracts, one-year
contracts, and spot contracts, while taking into account
market trends in transportation rates.
Participation in a uranium mining project
(Sep. 2007) (Republic of Kazakhstan)
◦ Name of mine: Kharassan uramium mine
◦ 
Production volume (at time of full production): 5,000 t (MTU/
year)
◦ Priority right to offtake: 50 t (MTU/year)
Participation in a uranium enrichment plant
project (Nov. 2010) (France)
◦ Plant name: Georges Bess II Plant
◦ Production volume: 7,500 t (tSWU) per year
Participation in an LNG project (Sep. 2011)
(Australia)
◦ Project name: Wheatstone Project
◦ Production volume: 8.9 million t per year
◦ 
Total offtake: 0.83 million t per year (amount of offtake based
on this interest acquisition deal: 0.13 million t per year; long-
term offtake contract: 0.70 million t per year)
Establishment of LNG trading subsidiary
Kyushu EP established an LNG trading subsidiary in
April 2022 to utilize its assets such as ships and storage
terminals, as well as its trading know-how.
With global demand for LNG expected to increase in
order to achieve a carbon neutral society, the subsidiary
will contribute to a decarbonized society through the
supply of LNG for new demand, and will also work to
optimize supply and demand balance, such as LNG vessel
allocation and volume adjustments.
Fuel business field
In response to the global trend toward stricter
environmental regulations, we are striving toward
the realization of a low-carbon society through the
commercialization of LNG fuel supply to ships (LNG
bunkering), as LNG has a low environmental impact, for
which demand is expected to increase.0200400600800100094373859947479Coal Oil Solar Wind Nuclear Geothermal Hydroelectric
LNG LNG
(combined)43123 98
38 26 19 13 11
Facilities/Operation
Fuel combustion in
power generation
(unit: g‐CO2/kWh)
Coal Petroleum Natural gasEnriched
uranium
Enriched uranium(t)2,500,000
2,000,000
1,500,000
1,000,000
500,0000050100
2.35 million
1.55 million
0.95 million21Australia28%Kazakhstan13%Canada10%Russia 8%
Namibia 8%
South Africa 5%
Niger 5%
Brazil 5%
China 4%
Mongolia 2%
Uzbekistan 2%
Ukraine 2%
Botswana 1%
Tanzania 1%
US 1%
Others 5%
Proved
recoverable
reserves
6.08 million tU
(less than 130ドル/kgU)
■しかく
World Reserves of Uranium Resources
■しかく
Life Cycle CO2 Emissions of Each Power Source
■しかく
Fuel Required to Operate a 1 million kW Power Plant
for 1 Year27Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
■しかくPower source composition ratio (kWh)
Others9%Nuclear23%Coal29%FIT
power14%LNG19%Zero emissions and
FIT power source ratio*43%Renewable
energy20%*
Ratio of electricity generated and received by Kyushu EP, before
trading of non-fossil certificates.
Note:
If a non-fossil certificate is unavailable, FIT power is considered
neither as a renewable energy nor as a source of zero carbon-
emission energy, but is treated as an electricity with an emission
amount of Japan's national average level, including among others
thermal power generation.
●くろまるBasic Considerations for Power Development Projects
Power Generation
From our perspective on what is needed for the long-term stability of energy as well as the appropriate countermeasures for
global warming, Kyushu Electric Power (Kyushu EP) is engaged in the promotion of nuclear power that can be secured safely
and assuredly, the aggressive development and introduction of renewable energy such as geothermal and hydro power, and
the facilitation of higher efficiency thermal power.
Regarding plans for future power supply development, we will strive to secure power sources that are both competitive
and stable, while also consider a balanced power supply development plan based on matters such as trends in the national
energy policy.
Power source composition
The following is the power source breakdown and status of use of non-fossil fuel energy certificates of Kyushu EP in FY2022.
●くろまる Importance of Nuclear Power
Stable supply of fuel
Since the availability of uranium, the fuel for nuclear power
generation, tends not to be limited to only certain regions,
unlike oil and natural gas, there is easy access to it,
thereby enabling a stable supply of it from the viewpoint of
securing resources.
In addition, uranium can be used to generate electricity
in smaller quantities than petroleum and other fossil fuels
since it can be transported and stored easily.
Response to global warming
During its power generation process, nuclear power is
a power source that does not emit CO2, a major cause
of global warming, and thus plays an important role in
addressing global warming.
Like nuclear power, solar power and wind power do not emit
CO2 during power generation, but there are some challenges
faced, such as low utilization rates due to the fact that they
are affected by variables in the natural environment.
Nuclear power is positioned as an "important base-load power source" in the government's Strategic Energy Plan, and the
"Long-term Energy Supply and Demand Outlook" indicates that nuclear power will account for 20-22% of the power supply in
FY2030. Kyushu EP believes that nuclear power that is safely secured will continue to be important due to its comprehensive
superiority in terms of ensuring energy security and as a global warming countermeasure.01020304070%
Min.
11 yen
70% 70% 30% 25.4% 33.2% 17.2% 13.8% 60% 60% 83% 70% 87% 72.3% 36%
(yen/kWh)
Lifespan
Capacity factor
40 years
Nuclear Coal‐fired LNG‐fired Oil‐fired Onshore
wind
Solar
(for commercial use)Solar
(for residential use)Biomass
(mixed)Gas cogenerationOil cogeneration
Biomass
(pure)
Offshore
wind
Small
hydro
Medium
hydro
Geothermal
Power sources subject
to natural fluctuations
40 years 40 years 40 years 25 years 25 years 25 years 25 years 40 years 40 years 40 years 40 years 40 years 30 years 30 years
Max.
22 yen ‒
min.
13 yen
Max.
14 yen ‒
min.
10 yen
Max.
27 yen ‒
min.
24 yen
Max.
17 yen ‒
min.
9 yen
Max.
11 yen ‒
min.
8.0 yen
Max.
14 yen ‒
min.
9 yen
Max.
22 yen ‐
min.
14.0 yen Max.
10 yen ‐
min.
9 yen
Max.
25 yen ‒
min.
21 yen
29.5 yen to
29.9 yen
25.5 yen ‒
25.9 yen
25.0 yen ‒
25.4 yen
10.5 yen ‒
10.9 yen
16.5 yen to
16.9 yen
Economic efficiency
Compared to thermal power generation that uses fossil fuels, nuclear power generation is characterized by the low percentage
of the fuel cost in the total cost of power generation, making it less susceptible to fluctuations in fuel prices. It also plays an
important role in ensuring a stable supply of electricity, as once it starts generating electricity, it can do so for a long period of
time without being affected by weather conditions or time of day.
According to the report for Verification of Power Generation Costs of the Advisory Committee on Energy and Natural
Resources in September 2021, nuclear power generation is as economically efficient as other power sources.
(Notes) • 
The above calculations are used as reference data for discussions on energy policy that thinks ahead toward 2030, considering matters such as which power
sources to focus policy on as based on the cost characteristics of each power source.
• 
The cost per kWh of constructing and operating new power generation facilities on vacant land in 2030 is a mechanical calculation based on certain
assumptions, and is not the cost of operating existing power generation facilities.
• 
The results regarding costs in 2030 could change if there are changes to the assumptions on which the calculations are based, such as the outlook for fuel
costs, the lifespan and capacity factor of the facilities, and the amount of solar power introduced.
• 
When actually constructing power generation facilities, operators will make comprehensive decisions, taking into account not only the power generation
costs shown here, but also the different conditions at each location.
• 
Power generation costs for power sources subject to changes in the natural environment (i.e., solar and wind) do not take into account the costs of
integrating them into the power system that accompany the massive introduction of such power (i.e., costs entailed by lowered efficiency in thermal power
generation and the use of pumped water) and the risk of less-common events such as cloudy weather or no wind for certain periods of time.
Source: 
Prepared based on the Power Generation Cost Verification Working Group, Strategic Policy Committee of the Advisory Committee for Natural Resources and
Energy, "Material 1: Discussions Thus Far on Power Generation Cost Verification" (September 2021)
■しかくPower Generation Cost per kWh (results of 2030 model plant simulation)*CO2 emissions are calculated for not only the combustion of fuels for
power generation, but also for all phases in which energy is consumed:
from the mining of raw materials to the construction of power generation
facilities, fuel transportation, refining, operations and maintenance, etc.
Source: 
Prepared based on a report by the Central Research Institute of
Electric Power Industry
Source: 
Prepared based on "Graphical Flip-chart of Nuclear
& Energy Related Topics 2016" by Federation of
Electric Power Companies of Japan
Source: 
Prepared based on a joint report by the Organization for
Economic Cooperation & Development/Nuclear Energy Agency
and the International Atomic Energy Agency (Jan. 2021).28Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
In July 2013, Kyushu Electric Power (Kyushu EP) submitted an application to the government to confirm about whether
Sendai Nuclear Power Station Units 1 and 2 and Genkai Nuclear Power Station Units 3 and 4 are compliant with the new
regulatory standards.
Sendai Nuclear Power Station Units 1 and 2 were confirmed to be in compliance with the new regulatory standards by the
government in FY2015, and Genkai Nuclear Power Station Units 3 and 4 were confirmed to be in compliance with the new
regulatory standards in FY2018.
Response to intentional aircraft crashes
(New regulatory standards)
Measures to suppress radioactive
materials dispersion
Measures to prevent containment vessel failure
Measures to prevent core damage
(postulate multiple failures)
Consideration of internal flooding
(newly introduced)
Consideration of natural phenomena in addition to
earthquakes and tsunamis ‐ volcanic eruptions,
tornadoes and forest fires
Fire protection
Reliability of power supply
Function of other structure, systems and
components
Seismic/tsunami resistance
Considerations for natural phenomena
(Prepared using materials released by the Nuclear Regulation Authority on July 3, 2013)
Accident management measures are
implemented from the perspective of
self‐enforced safety
Previous safety standards+Outline of the New Regulatory Standards
Design criteria based on a state in
which reactor core damage is not
reached (design basis)
(based on conditions such as
single failures)
Fire protection
Reliability of power supply
Function of other structure,
systems and components
Seismic/tsunami resistance
Measures against terrorism
and severe accidents
(newly introduced)
Design standards
(reinforced or newly
introduced)
■しかくOverview Draft New Safety Standards for Nuclear Power Stations of the Nuclear Regulation Authority
●くろまる
Confirmation of Compliance with the New Regulatory Standards for Nuclear Power
Generation In order to prevent the simultaneous loss of safety functions in nuclear power stations due to common causes such as
earthquakes and tsunamis, the new regulatory standards have more stringent design criteria for seismic and tsunami
resistance performance, reliability of power sources, and cooling systems. In addition, countermeasures against severe
accidents have also been sought in order to deal with situations that exceed the conditions on which the design was based.
●くろまるFurther Improvement of the Safety and Reliability of Nuclear Power Generation
■しかく
Storage Facilities for Materials
and Equipment (Genkai)
■しかく
Automatic Fire Extinguishing
System (halon fire
extinguishing systems)
■しかく
Water Overflow
Countermeasures
(watertight door)
1. Reinforced and newly introduced design standards
(1) Earthquakes◦It was confirmed that the site is not located on an active fault.◦Formulation of basic earthquake ground motions 1) Consideration of active faults in the vicinity of the power plant: 540 Gals (Sendai, Genkai)2) Consideration of earthquakes in area south of Rumoi-shicho in Hokkaido: 620 Gals (Sendai, Genkai)
(2) Tsunamis◦Based on standard tsunamis, the projected height of tsunamis that could reach power stations:
6 m above sea level (Sendai), 6 m above sea level (Genkai)◦It was confirmed that the heights of the sites where the main facilities of the power stations are located are sufficiently
higher than the height of tsunamis.
Site height: approx. 13 m above sea level (Sendai), approx. 11 m above sea level (Genkai)
(3) Natural phenomena, volcanoes, tornadoes, etc.◦The possibility of a catastrophic eruption of the caldera during the operation of
the power plant is assessed to be very low (Volcanic activity is monitored).◦Even in the case of volcanic ash fall (thickness: 15 cm in Sendai, 10 cm in Genkai),
it was assessed that there would be no impact on safety-critical buildings or
equipment.◦In the event of a tornado with a maximum wind speed of 100 m/sec, materials
and equipment will be securely tied down and stored in vaults to prevent the
occurrence of flying debris (taking into account that the largest tornado ever
recorded in Japan had a maximum wind speed of 92 m/sec).
(4) Fire and overflow◦Installation of automatic fire extinguishing systems and
fireproof bulkheads, etc.◦Installation of weirs and watertight doors to protect
against water overflow caused by broken tanks and
pipes
■しかく
Alternative Emergency Response Center
(Genkai)
■しかく
Emergency Response Building (Sendai)
Interior image of the completed Emergency Response Building (Sendai)
Reactor containment vessel
Reactor depressurization
operation equipment
To tanks
Control rods
Reactor vessel
Steam generator
Generator
Emergency
control room
Water storage tankWater injection pumpReactor depressurization
operation equipment
(nitrogen cylinders, etc.)
Filter venting
Specific safety facilities
(4) Base facilities for dealing with severe accidents
◦Establishment of an emergency response center
• 
Installation of an alternative emergency response center and emergency response building that meet the requirements of
the new regulatory standards in terms of earthquake resistance, communication facilities, etc.
• 
At Sendai Nuclear Power Station, the installation of an earthquake-resistant emergency response building (command
center) with further improved functions has been completed and is now in operation, and work to connect the former
alternative emergency response center and use it as a break room has been completed and it is now in operation. At the
Genkai Nuclear Power Station, construction is underway to install an emergency response building while operating an
alternative emergency response center. (As of the end of June 2023)
3. Specific safety facilities◦
Establishment of facilities that prevent damage to the reactor containment vessel in the event that reactor cooling functions
are lost and the reactor core is seriously damaged, due to acts of terrorism such as intentional aircraft crash with the
reactor auxiliary building, etc.
• 
Construction of the facilities at Sendai Nuclear Power Station and Genkai Nuclear Power Station has been completed and
they are now in operation.
Overview diagram of specific safety facilities
Emergency response building (rest area)
(Former Alternative Emergency Response Center)
Emergency response building
(command center)
Rest area
Connecting corridor
Conference roomMachine room
Access
control roomCommand centerWCMedical
office
Conference roomEnvironmental
radiation
measurement roomWarehouse
WarehouseWCWC
Rest area
Conference room29
Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
■しかく
Large-capacity Air-Cooled
Generator
■しかく
Large-capacity Pumping
Vehicle
2. Severe accident countermeasures
(1) Measures to prevent reactor core damage
◦Diversification of power supply methods
• 
Installation of equipment such as large-capacity air-cooled generators to
prepare for situations in which external power sources and permanent
emergency power sources are lost.
◦Diversification of cooling methods for nuclear reactors
• 
Deployment of equipment such as portable pumps in addition to the
permanently installed pumps
(1) 
Water injection into the reactor and steam generator by portable injectionpump(2) 
Water injection into the reactor by a permanently-placed electric injectionpump(3) Water injection into the reactor by a containment spray pump
(4) 
Seawater supply to the reactor auxiliary cooling system by a mobile large-
capacity pump truck
■しかく
Static Catalytic Hydrogen
Recombination Device
■しかくWater Discharge Cannon
(2) Measures to prevent containment vessel failure
◦Diversification of cooling methods for containment vessels
• 
Deployment of equipment such as portable pumps in addition to the
permanently installed pumps
(1) 
Containment vessel sprayed with a permanently-placed electric injectionpump(2) Containment vessel sprayed with a portable injection pump
(3) 
Supply seawater to the containment recirculation unit*1 with a mobile large-
capacity pump truck
◦Measures to reduce hydrogen concentration
• 
In order to prevent hydrogen explosions, equipment has been installed to
reduce the concentration of hydrogen when hydrogen is generated in the
containment vessel.
(4) Static catalytic hydrogen recombination system*2
(5) Electric hydrogen combustion device*3
*1 A device that cools the air in the containment vessel by exchanging heat with cooling water.
*2 A device that uses a catalyst that causes hydrogen and oxygen to react to produce water.
*3 A device that forcibly combusts hydrogen into water using an electric heater.
(3) Controlling the diffusion of radioactive substances◦Deployment of mobile large-capacity pumping vehicles and water cannons to
discharge water at damaged areas, such as that of containment vessels, as
well as silt fences (underwater curtains) to prevent the spread of radioactive
substances into the ocean
■しかくStatus of Training to Respond to Severe Accidents at Nuclear Power Stations
Kyushu Electric Power's (Kyushu EP's) Sendai Nuclear Power Station Units 1 and 2, as well as Genkai Nuclear Power Station
Units 3 and 4 have secured 52 personnel to respond to severe accidents and other incidents in or near the power stations,
so that they can respond promptly after work hours or on holidays in the event of a major accident. These 52 personnel are
regularly trained according to their roles so that they can respond quickly and assuredly to severe accidents.
●くろまる
The Securing of Various Kinds of Training for Personnel to Respond to Severe Accidents
Connecting high‐voltage generator truck
power cables
Power supply by high‐voltage generator
truck (nighttime)
Transport of power cables
Power supply training
Placement of mobile large‐capacity
pump truck
Transport and placement of hoses
(nighttime)
Placement of water cannon
Installation of a submerged pump for
drawing seawater
Training for the possibility of forest fires
around the site
Water discharge by water cannon
Removal of debris by heavy machinery Drills at the emergency response center
Operation using a simulator
Drill for cooling water supply
Training for radioactive material diffusion control
Debris removal training Operation training for emergencies Nuclear emergency preparedness drills
Fire extinguishing drills
(dedicated firefighting unit)
●くろまるSupport for the Evacuation of Residents in the Event of a Nuclear Emergency
■しかくMain Initiatives Pertaining to the Support of Nuclear Emergency Preparedness
Local governments formulate regional disaster and evacuation plans related to nuclear emergency preparedness, and we
fulfill our role as a business operator in response to requests from the Regional Nuclear Emergency Preparedness Council,
which provides support for the specific implementation and upgrading of these plans.
In addition to the initiatives requested by the Regional Nuclear Emergency Preparedness Council, we are also promoting our
own voluntary initiatives that will lead to the further safety and security of residents.
Based on the conviction that our nuclear emergency preparedness should come under constant review, we will continue
to actively participate in the Regional Nuclear Emergency Preparedness Council and strive to continuously improve our
initiatives that are based on the findings gained during nuclear emergency preparedness drills organized by the national and
local governments, as well as the challenges we face at any given time.
Welfare vehicle (stretcher compatible) Inspection and decontamination during evacuations
Welfare vehicle (wheelchair compatible)
Fuel supply support for monitoring post Support for improvement of access roads, etc.
(placement of covers on gutters)
Implementation of employee training◦Securing of welfare vehicles, buses, and drivers, etc.,
which are in short supply as means of evacuation
for people in need of assistance in areas considered
Precautionary Action Zones (PAZ) or equivalent to PAZ◦Personnel and equipment support for inspection and
decontamination, as well as for monitoring in times of
emergency◦Support for the stockpiling of daily necessities (food,
bedding, etc.) at radiation protection facilities and
evacuation centers◦Fuel supply support to off-site centers, radiation
protection facilities, and monitoring posts◦Additional deployment of welfare vehicles to local governments
inside of Urgent Protective Action Planning Zones (UPZ)◦Support for improvement of places such as access
roads to evacuation roads in areas considered PAZ or
equivalent to PAZ◦Improvement of employees' evacuation support skills,
including the acquisition of basic knowledge on mobility
assistance (employee training)30Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
Periodic inspection
●くろまるSafety Management System
●くろまるMaintenance and Management of Nuclear Power Generation Facilities
●くろまるEstablishment of the Nuclear Safety and Reliability Improvement Committee
In order to ensure the safety and reliability of our nuclear power
stations, we steadily conduct maintenance and management
activities for facilities that adequately fulfill the requirements of laws,
regulations, and private-sector standards, and maintain and manage
facilities and equipment so that they are ready to perform their
prescribed functions.
In addition, a report including maintenance plans for inspection and
repair of individual equipment at nuclear power stations is submitted
to the government for confirmation after each periodic inspection.
Further, we are continuously making efforts at improving maintenance
by enhancing our maintenance programs, which includes the
introduction of new maintenance technologies. Along with this, we
are making active use of support from outside the company, through
means such as seminars offered by the World Association of Nuclear
Operators (WANO) and the Japan Nuclear Safety Institute (JANSI) to
make further improvements to the safety and reliability of our nuclear
power plants.
In April 2020, we established the Nuclear Safety and Reliability Improvement Committee, which is composed of external
experts, as a mechanism to obtain opinions from a third-party perspective on efforts to improve the safety and reliability of
nuclear power.
Based on the Committee's recommendations, we are working to further improve the safety of nuclear power.
Quality Assurance Activities
Kyushu Electric Power (Kyushu EP) is working to maintain
and improve the safety and reliability of nuclear power
stations by accurately implementing safety activities based
on the quality management system for nuclear safety
headed by the president and steadily making continuous
improvements, including risk management to prevent
abnormalities.
Fostering a culture of safety
We are continuously working to foster and maintain
a corporate culture in which each employee can raise
awareness of various risks of nuclear power, ask what can
be done to improve safety, and demonstrate leadership to
improve performance.
President: Top management
Head auditor (over auditing divisions):
Nuclear Power Audit Office
General Manager
Nuclear Power Division Related divisions*2
Sendai NPS
Genkai NPS
Head Office
Operation Division
Civil & Architectural
Engineering Division
Head of operations
(over divisions audited):
Nuclear Power Division
General Manager
*1 Conducted internal audits of implementing divisions based on instructions from the
president.
*2 The Civil Engineering & Architectural Engineering Division (Nuclear Engineering &
Construction Division), the Operations Division (Material Procurement Division), the
Planning & Balance Optimization Division (Nuclear Fuel Division), and the Siting Affairs &
Communication Division (Nuclear Regional Communication Division) also participate in
the nuclear quality assurance organization at the head office.
Planning & Balance
Optimization Division
Siting Affairs &
Communication Division
Nuclear Power
Audit Office*1*Annual limit for workers at power stations and other facilities: 100 millisieverts
per five years and not exceeding 50 millisieverts per year.
Protection of workers from radiation
In order to minimize to the extent possible radiation doses
to those who work with radiation, at Kyushu EP's nuclear
power stations we have installed equipment to shield them
from radiation while working or have the work done by
remote control or even automated.
The actual exposure dose received by radiation workers
was 0.3 millisieverts on average in FY2022, which is far
below the legal dose limit.*
Environmental radiation control around nuclear power stations
We continuously monitor and measure radiation levels in the
vicinity of nuclear power stations, and disclose that data in
real time on the website of Kyushu EP. In addition, we regularly
measure the radioactivity contained in environmental samples
such as soil, seawater, crops, and marine products, and to
date, there has been no identification of any environmental
impact due to the operation of our nuclear power stations.
The radiation dose received by people in the vicinity of the
nuclear power plant is less than 0.001 millisieverts per year,
which is far below the legal dose limit of 1 millisievert per year
and the target value of 0.05 millisieverts per year set by the
former Japanese Nuclear Safety Commission.
Actual amounts released
from nuclear power
stations (annual)
Less than 0.001
0.08‒0.11
2.1(Japan average)0.30.990.330.48
From space
From the Earth
From food
From the air (breathing)
Air travel between
Tokyo and New York
(round trip)
Natural radiation per person
(annual)1001010.10.010.001
Clearance level (annual)0.01Chest X‐ray done
in group
examination (one X‐ray)0.06Dose targets in the vicinity
of nuclear power stations
(annual)0.05CT scan
(1 scan)
2.4‒12.9
( )50Maximum allowable for workers
at power stations (annual)
Not to exceed 100 millisieverts per
5 years and 50 millisieverts per year
100 Whole body irradiation
No clinical symptoms have been
identified at doses lower than this
Amount of radiation exempted from
being regarded as radioactive
material for safety reasons
Source: Prepared based on "Radiation Q&A,"
The Federation of Electric Power Companies of Japan
■しかくRadiation Levels in Daily Life (unit: millisievert)
■しかく
Treatment Methods for Low-level
Radioactive Waste
●くろまるRadiation Control
●くろまるManagement and Disposal of Radioactive Waste
Kyushu EP appropriately manages radioactive waste at nuclear
power stations and strives to continuously improve radioactive waste
management operations by periodically reviewing the regulatory
documents that stipulate management matters.
Low-level radioactive waste
Waste from nuclear power stations that contains radioactive
substances is classified and managed as "low-level radioactive waste."
After the waste is treated, the drums in which it is stored in the power
station are transported to the Japan Nuclear Fuel Limited (JNFL) Low-
Level Radioactive Waste Disposal Center (Rokkasho Village, Aomori
Prefecture) for burial and management to ensure that the waste no
longer has any impact on the environments in which people live.
■しかく
Cumulative Volume of Stored Radioactive Solid Waste
(as of the end of FY2022) Unit: Drums (200-liter drum equivalent)
Amount stored
in power plant
Amount
transported out*
Genkai NPS 38,719 (38,310) 17,536
(15,816)
Sendai NPS 27,523 (27,767) 640
(640)
Total 66,242 (66,077) 18,176
(16,456)
Figures in parentheses indicate figures as of the end of FY2021.
*Amount transported out to the Low-Level Radioactive Waste Disposal Center.
State Treatment methods
Gaseous
(1) Attenuation of radioactivity
(2) Measure radioactivity to confirm safety
(3) Release into the atmosphere
Liquid
(1) 
Separate concentrated water from
distilled water in the treatment
equipment
(2) 
Concentrated water is solidified with
cement or asphalt, packed in drums, and
stored in the solid waste storage room at
the power station
(3) 
Distilled water is discharged into
the sea after its radioactivity is
measured and safety confirmed
Solid
(1) 
The volume is reduced by
incineration or compression
(2) 
Waste is packed in drums and
stored in the solid waste storage
room of the power station
■しかくQuality Assurance System (as of March 31, 2023)31Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
Initiatives to Pass on Technologies to Ensure the Continued Safe and Stable Operation of Nuclear Power Stations
In order to continue to operate nuclear power plants in a safe and stable matter, it is important for employees to
maintain and pass on to other colleagues their technical skills. Kyushu EP is engaged in initiatives that make it possible
for employees to maintain and pass on the technical skills that are the very core of on-the-job training in power plant
operations and maintenance.
After joining the company, employees are assigned as nuclear power plant operators to acquire a broad knowledge of
plant operation, facilities, and other matters needed for their work.
Subsequently, those who are responsible for facility maintenance,
radiation and nuclear fuel management, and other tasks are
assigned to various departments so that they can quickly acquire
the relevant expertise.
In addition, the operation simulators and maintenance training
facilities available at the Genkai and Sendai Nuclear Power
Station training centers are effectively utilized to provide practical
education and training. Simulator room at the Genkai Nuclear Power Station Training Center
Nuclear Emergency Preparedness Drills
Kyushu Electric Power's (Kyushu EP's) nuclear power stations have taken all possible safety measures to prevent
radiation-caused disasters in the surrounding areas. However, in order to respond quickly in the event of a disaster, the
national government, local governments, and business operators have each established disaster preparedness plans in
accordance with the Act on Special Measures Concerning Nuclear Emergency
Preparedness and the Basic Act on Disaster Management, and are working
to improve their disaster preparedness systems even during times of normal
operations.
Kyushu EP participates in prefectural nuclear emergency drills, and conducts
drills based on the Nuclear Operator Emergency Action Plan. During this
process, we have established an offsite emergency response center at the
head office and power plants, and confirmed that we are capable of taking
appropriate measures such as reporting and communicating, emergency
monitoring, and evacuating of people in need of assistance.
In-house nuclear emergency drill simulating
a major accident at Genkai Nuclear Power
Station (October 2021)
Inside the power plant Outside the power plant
Prime Minister's Office
Decide on disaster countermeasures policy
Nuclear Regulation Authority
Analyze information, follow up on response status
Off‐site centers
Provide support for residents
Head offices
Decision making on
matters of importance
Nuclear power stations
Supervision over emergency‐
response activities
Logistical support bases
Support for emergency‐response
activities
Accident containment
at power plant
Protection from
radiation for residents
Support for disaster victims
National Government
Power Companies Local Governments
Local governments
Implementation of actions such as
comprehensive emergency measures
Off‐site centers
Prompt implementation of
emergency measures
Evacuation of residents and
support for those affected by the
establishment of a warning zone
●くろまるNuclear Emergency Preparedness System
Kyushu EP is formulating the Nuclear Operator Emergency Action Plan, which
stipulates objectives such as the operations necessary to prevent the occurrence
and minimize the scope of a nuclear emergency and to restore operations. As we
continue formulation of the Plan while remaining consistent with the regional disaster
preparedness plans of the relevant local governments, we are working to bolster our
disaster preparedness measures.
If such a nuclear emergency did occur, we will do our utmost to minimize the
impact of the accident by promptly reporting and contacting in manner that aids
the evacuation of local residents, and by working in cooperation with the National
Emergency Response Center. We will also monitor the areas around the power station.
In addition, we have enhanced the effectiveness of our disaster-response and
emergency-response capabilities by conducting drills based on the Nuclear Operator
Emergency Action Plan. We have also participated in the nuclear emergency drills held
by the prefectural government every year to confirm the effectiveness of our nuclear
emergency preparedness organization and disaster preparedness measures.
■しかく
Response System in the Event of a
Nuclear Emergency
●くろまる 
Establishment of an emergency response center at the nuclear power stations and a Nuclear Facility
Emergency Response Center at the head office; establishment of a system for cooperation with the
disaster countermeasures headquarters of the national government and relevant local governments
●くろまる Establishment of logistical support bases to support emergency-response activities
●くろまる Implementation of nuclear emergency preparedness drills to be ready in case of major accidents
■しかくMajor Enhancements in Disaster Preparedness Measures
High-level radioactive waste
High-level radioactive liquid waste generated during the reprocessing of spent fuel is melted with glass materials and solidified in a stainless
steel container. This is called "high-level radioactive waste (vitrified waste)." Since this waste remains highly radioactive for a very long time,
it is cooled and stored for 30 to 50 years at places such as JNFL's High-level Radioactive Waste Storage Center (Rokkasho Village, Aomori
Prefecture) before ultimately being safely disposed of in a stable geological formation more than 300 meters underground. As of the end of
2022, a total of 187 units of vitrified waste from Kyushu EP has been accepted by the Center.
As for the location of the final disposal site of high-level radioactive waste, the government is aiming to conduct site selection surveys
in multiple regions. The organization taking the lead in this project is the Nuclear Waste Management Organization of Japan (NUMO),
a corporation licensed by the Ministry of Economy, Trade and Industry (METI). Since November 2020, NUMO has been conducting a
literature survey in Suttsu and Kamoenai in Hokkaido, which is the first step of a phased investigation for the selection of a disposal site (a
literature survey, a preliminary investigation, and a detailed investigation).
As a generator of high-level radioactive waste, Kyushu EP is working with the national government and NUMO to provide easy-to-
understand information and engage in dialogue with local residents, including local governments, to deepen their interest in and
understanding of the project to determine the site of final disposal.
Decommissioning of Genkai Nuclear
Power Station Units 1 and 2
The decommissioning of Unit 1 is now
underway following the process of
terminating operation on April 27, 2015,
gaining approval by the government
of the decommissioning plan on April
19, 2017, and receiving prior consent
for decommissioning from the local
community on July 12, 2017.
Operation of Unit 2 was terminated on
April 9, 2019, the decommissioning plan
was approved by the government on
March 18, 2020, the prior consent for
decommissioning was obtained from the
local community on June 8, 2020, and
decommissioning is now in progress.
Throughout the decommissioning
process, we will continue to give top
priority to safety.
■しかくDecommissioning Process of Genkai Nuclear Power Station Units 1 and 2
Dismantling and removal of uncontaminated facilities
Survey of contamination status
Dismantling of low‐contaminated equipment
Decay of radioactivity in the main body of the reactor unit (safe storage)
Removal of nuclear fuel materials from the fuel
storage facilities in Units 1 and 2
Decontamination
Disposal of contaminated materials
Dismantling and removal of
the reactor unit, etc.
Dismantling and removal of
buildings, etc.
Decommissioning
decision dates
Genkai Unit 1
Genkai Unit 2
Mar. 18, 2015
Feb. 13, 2019
Apr. 27, 2015
Apr. 9, 2019
Apr. 19, 2017 (change approved on Mar. 18, 2020)
Mar. 18, 2020
Decommissioning
dates
Dates of approval of decommissioning plan
Dismantling work preparation period
(approx. 9 years for Unit 1 and 6 years for Unit 2)
▼Approval of decommissioning plan
Decommissioning process
(Unit 1 and Unit 2)
Unit 1: FY2017 to FY2025
Unit 2: FY2020 to FY2025
Atomic furnace peripheral
equipment, etc. dismantling and
removal period (about 15 years)
FY2026 to FY2040
Atomic furnaces, etc.
dismantling and
removal period (7 years)
FY2041 to FY2047
Dismantling and
removal of buildings, etc.
period (7 years)
FY2048 to FY2054
Responding to combined disasters
Kyushu EP has established an internal system to ensure that in the event of a natural disaster (earthquake, tsunami, etc.) and a
nuclear emergency occurring simultaneously (i.e., a combined disaster), the emergency disaster response organization and the
nuclear emergency response organization can be integrated into a single countermeasures headquarters in cooperation with Kyushu
Transmission and Distribution. Through actions such as company-wide drills, we will examine and improve the effectiveness of the
response system and the division of roles in the event of a combined disaster in order to enhance our response capabilities.
Company-wide drills
Internal System in the Event
of a Combined Disaster
• The President of Kyushu EP will lead the company‐wide
countermeasures organization as the general manager of the
countermeasure headquarters.
• The deputy general managers of the system will be the heads
of each countermeasure organization.
Nuclear disaster countermeasures organization
Emergency disaster countermeasures
Take all possible measures to ensure the stable supply
of electricity, including actions to prevent emergency
disasters and the restoring of power
Take all possible measures to prevent disasters at power
stations, and to stem the impact of disasters that have occurred
and ensure early restoration.
Deputy general managers
(heads of emergency disaster countermeasures organizations)
Countermeasure headquarters
(branch offices, etc.)
Countermeasures Division
(power distribution offices, etc.)
Deputy general managers
(heads of nuclear emergency countermeasure organizations)
Nuclear power station
disaster countermeasures
headquarters
Logistical
support bases
Countermeasure headquarters
(integrated headquarters)
General manager of the organization (President of Kyushu EP)32Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
Natural
phenomena83%Power*
lines
6 cases
Other17%Lightning 6%
Other15%Accidents triggered by
other companies 1%Negligence
on the part
of members
in the public,
etc. 1%
Natural
phenomena74%Power
distribution
lines*
2,661 cases
Contact with
other objects9%Salt
damage,
etc. 3% (Wind and
rain 65% )
(Windandrain50%)Lightning 33%
Power outage incidents due to
typhoons: 1,519*3 Power outage accidents
caused by typhoons
PR poster for the
prevention of public
accidents involving
electrical shocks (for
businesses)
PR poster for the
prevention of public
accidents involving
electrical shocks (for
elementary and junior
high school students)
Construction industry-targeted
pamphlet for the prevention
of public accidents involving
electrical shocks
Installation of climbing prevention
devices on power transmission towers
Electricity guidebook
1970 1980 199001002003004005006000.00.51.01.52.02.53.03.5(FY)
Effects of typhoons,
earthquakes, etc.2018115
(min.)
0.15
(times)20202019 2021 2022
Length of power outages (min.)
No. of power outages
Length of power outages (min.)561 (min.)
3.13
(times)
No. of power outages
●くろまるSteady Promotion of the Construction of a Transmission System and Systematic Renewal of Facilities
Power Transmission and Distribution
With regard to power distribution facilities, we are working toward the formation of efficient facilities from a long-term
perspective by comprehensively taking into account trends in demand, supply reliability, safety and operational aspects of the
facilities, and costs.
Kyushu Transmission and Distribution (Kyushu T&D) is working to build a transmission system to prevent widespread blackouts
during the planned replacement of aging 500,000 V facilities. Construction of the 500,000 V Hyuga Trunk Cable Line (between
Oita and Miyazaki prefectures) began in 2014 and was completed in June 2022.
In addition, in light of the progressive aging of facilities originally constructed to meet the growing demand for electric power
that accompanied increased economic growth, we are also working to maintain stable facilities over the long term. To do so,
we are carrying out priority inspections and repairs of aged transmission facilities (steel towers, electric wires, etc.), substation
facilities (transformers, circuit breakers, etc.), and distribution facilities (utility poles, electric wires, pole top transformers, etc.),
as well as undertaking systematic facility upgrades. We are also working to improve the accuracy of equipment life estimates
through analysis of equipment deterioration data, etc., which is reflected in plans for the renewal of older equipment.
Prevention of power outage accidents
In order to prevent power outage accidents on power transmission and distribution lines, we are working to identify dangerous
areas in advance and implement countermeasures in ways such as performing facility patrols and preventing birds and animals
from nesting. In addition, we continuously work to prevent power outage accidents and damage to equipment caused by trees
coming into contact with power lines by taking actions such as surveying the distance between power lines and trees and
cutting down trees. These are actions taken after securing the understanding and cooperation of the relevant parties.
In addition, we are working to strengthen our facilities to reduce power outage accidents caused by natural disasters such as
lightning and typhoons. We also conduct maintenance work that meticulously takes into account the condition of the facilities.
■しかくNumber and Length of Power Outages per
Customer Household
■しかく
Breakdown of Power Outage Incidents (FY2022)
In order to deliver stable and high-quality electricity to customers and ensure their safety, Kyushu T&D makes a point of
routinely conducting patrols, inspections and repairs of facilities, maintaining safe and efficient operations, and developing
and improving construction methods.
●くろまるMaintaining the Reliability of Supply
Enhancement of operation and management
Divisions that operates the power system
These divisions monitor power quality such as frequency and voltage as well as grid reliability, and control our equipment
with a 24-hour system. During normal operations, depending on the status of facilities and how electricity is being used,
these divisions perform shutdown adjustments of power supply operations and the power system, as well as handle grid
switching. In the event of a power outage, we take prompt and appropriate measures to minimize the scope of the outage
and shorten the duration of the outage through ways such as automatically disconnecting the point of accident from the
power system and supplying power via another route.
Divisions that build and manage power generation and transmission facilities
Through the use of IT systems, we have developed a database for the centralized management of all information on facilities
and operations. There is also an "equipment record" for each individual piece of equipment—not unlike the patient records
kept by hospitals—that enables us to accomplish things such as identifying
signs of possible abnormalities at an early stage and spotting and analyzing
deterioration trends.
Power distribution divisions
We are striving to maintain the reliability of the supply of electricity by improving
our operations by means such as the early detection of accident causes through
the analysis of changes in the electrical current at the time of the accident, as well
as the use of portable devices in disaster situations to gain a prompt grasp of the
situation and work toward recovery. In addition, we are working to minimize the
impact on customers by using generator vehicles and other means to conduct
power distribution operations that are free of power outages.
High-voltage generator vehicles
Measures to reduce instantaneous voltage drop (momentary
voltage drop)
When lightning strikes a power line, the power line is instantly
disconnected from the power system to prevent the blackout
area from expanding. Over a very short period of time (in most
cases, 50 to 200 milliseconds), the voltage of the power system
drops (momentary voltage drop), mainly on the power lines
that have been struck by lightning. Though the momentary drop
in voltage has little effect on the use of things such as home
appliances, some equipment that is sensitive to voltage drops
may stop working or malfunction.
This phenomenon can be mitigated by reinforcing equipment
and speeding up the removal of faults (e.g. by installing lightning
arresters for power transmission current limiting arcing horns,
etc.), as well as by customers taking vigilant actions to protect
themselves (e.g. by installing uninterruptible power sources, etc.).
Steel tower
Insulator
Insulator
Steel
tower
Through the effects of a zinc oxide element, a type of
ceramic, the lightning arresters for power transmission
is a device that over a short period of time can
eliminate failures (insulation breakdown) between steel
towers and power lines caused by lightning strikes.
Lightning arresters for
power transmission
Pressure
release hole
Silicone rubber
Zinc oxide elementFRPPower
transmission linePower
transmission line
■しかくLightning Arresters for Power Transmission
●くろまるPromotion of Safe and Disaster-resistant Urban Development
Prevention of public accidents involving electrical shocks
During the PR period (twice a year in the spring and winter)
and the Electric Safety Month (in the summer), Kyushu
T&D conducts PR activities and requests cooperation from
organizations such as civil engineering, construction and
crane companies, elementary and junior high schools,
boards of education, local governments, police stations,
and fire stations to prevent public accidents involving
electrical shocks.
In addition, we are strengthening our safety measures by
implementing equipment-related measures to prevent
public accidents involving electrical shocks that are caused
by contact with power equipment.
Furthermore, we distribute various pamphlets to customers
and use our website to provide information on the safe use
of electricity.
■しかくNumber of Public Accidents Involving Electrical Shocks
FY 2018 2019 2020 2021 2022
No. of
incidents
1 1 0 0 0
*Number of deaths and hospitalizations
■しかくExamples of Equipment-related Measures to
Prevent Public Accidents Involving Electrical Shocks
●くろまる 
Tower climbing prevention devices, external fences, and
warning signs are installed to deter tower climbing and
intrusion into power stations and substations.
●くろまる 
Warning signs are installed at river crossings and other
necessary locations to prevent contact with power lines by
heavy machinery such as cranes and fishing rods.33Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
2016 〜 2022 2023
8.7 million
units
Scheduled completion
of introduction
7.8 million
units
( )
saturation
rate: 90%
■しかくSmart Meter Installation Plan
■しかくSmart Meter (unit meter)
Construction work that places the highest priority on
ensuring the safety of customers
Since electric power facilities such as steel towers, utility
poles, and power lines are installed close to the living
environments of customers, Kyushu T&D has implemented
various safety measures to ensure the safety of customers
in the vicinity as the top priority during construction.
Safety inspection on electrical equipment in the homes of customers
Inspection committee members from the Kyushu Electrical Safety Inspection Association
and the electrical work industry association of each prefecture, commissioned by Kyushu
T&D visit customers' homes to conduct inspections on the safety of electrical equipment
(once every four years).
During the safety inspection, efforts are made to ensure the safe use of electricity by
conducting leakage inspections, checking for loose screws in distribution boards, and
having a look at the earthquake-detection breaker* that prevents electrical fires.
*Breaker that automatically shuts off electricity when it detects an earthquake.
■しかくSpecific Safety Measures
Use of fall prevention
nets during work on
power lines
Inspection of distribution boards
●くろまる 
People are instructed to not enter
work areas through means such as the
placement of signs and assignment of
staff.
●くろまる Installation of barricades
●くろまる Installation of nets to prevent objects
from falling
Disaster emergency information transmission system that utilizes utility poles
In order to address the issue of the current emergency broadcast
system not fully reaching all areas, Kyushu T&D is working on a
disaster emergency information transmission system that uses
speakers attached to utility poles to deliver disaster preparedness
information with clarity to residents.
Pilot testing of the system conducted from
January 2020 in Toho Village, Asakura-
gun, Fukuoka Prefecture obtained positive
results. As such, we began full-scale
introduction of the system in this same
village in March 2022. We are now actively
visiting many municipalities in Kyushu to
propose introduction of the system.
System installed on a utility pole
Speaker
Secondary
station
Promotion of power distribution without
the use of utility poles
In light of the increasing severity of disasters in recent
years, Kyushu Transmission and Distribution (Kyushu T&D)
has been promoting the removal of utility poles and lines
from major roads (such as emergency transportation roads
designated by the government) to prevent the hindering of
recovery activities by fallen poles.
Before the removal of utility poles After the removal of utility poles
Promotion of the acquisition of Disaster Prevention Expert certification
Kyushu EP and Kyushu T&D hold information sessions on the operation of disaster preparedness equipment and materials
for all employees who have moved to the Miyazaki area, which is a region that is expected to suffer significant damage in the
event of a Nankai Trough earthquake.
In addition, in order to develop local disaster preparedness leaders and strengthen the resilience of the region, we promote
and support employees in the Miyazaki area in order to be certified as disaster prevention experts. (FY2021 results: 24
employees)
Disaster emergency information
transmission system
Current emergency
broadcast system
Differences between the disaster emergency information
transmission system and the current emergency broadcast system
After
introduction
After
introduction
●くろまるSystematic Introduction of Smart Meters (unit meters)
Kyushu T&D is in the process of introducing smart meters (unit meters) equipped with communication functions in order to
improve the efficiency of business operations and customer service. As based on the government's policy of early introduction
of smart meters in response to social needs, we will continue to introduce smart meters in a systematic manner.
With the increasing popularization of smart meters, we will work to improve efficiency through the remote reading of
electricity usage and elimination of the need for meter replacement work when changing contracts, as well as by providing
customers with data on electricity usage and other information, and to identify the extent of incidents such as low-voltage
power outages and to ensure early recovery.
Communication
unit
Metering unit
Switching unit
■しかくThe Expected Benefits Once Smart Meters Are in UsePCSmartphone
Contract work
Remote operations, data collection, etc.
Relay
equipment
(Power line communication)
Cell phone network
Smart meter
Smart
meterHEMSTransmission of
data on usage, etc.
Smart meter
Optical cable, etc.
Meter reading operations
Improvement of operations New services
Meter reading in person
⇒ Remote meter reading
Power failure monitoring (in the future)
Early restoration of power by monitoring
low‐voltage power outages
Customer service
Provision of data on electricity consumption, etc.
No need to replace meters
when contract is changed
Own office
Home appliances
(HEMS compatible)
(Example of the display device)
123,456
123,456
Amount of electricity
consumption
Time of day34Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
●くろまるRates and Services Provided According to Social Conditions and Customer Needs
■しかく
Online AD from August
2022 Calling for Lottery
Applications
Plans available for households
To meet the needs of our customers, Kyushu EP also offers rate plans in
partnership with other companies.
(Fukuoka SoftBank Hawks Support Plan)
In collaboration with Fukuoka SoftBank Hawks Corp., we offer the Club
Hawks Membership Course, which allows customers to join the official
Hawks fan club at a discount rate, and the Event Uniform Course, through
which customers can receive a limited edition replica uniform distributed
at event games.
(A monthly lottery is also held for plan subscribers to win attractive prizes,
such as goods autographed by players and luxury tickets to games.)
(JAL Denki)
In cooperation with Japan Airlines Co., Ltd. we offer rate plans in the
Kyushu area (provided by Kyushu EP) and Kanto area (provided by
Kyuden Mirai Energy Co., Inc.) that allow customers to earn JAL miles in
proportion to their monthly electricity bills.
In addition, we offer Kyuden Group Matomete Anshin Wari, which allows
customers who are currently using Kyushu EP’s electricity to subscribe Kyuden
Gas (provided by Kyushu EP) or BBIQ, BBIQ Lite and/or QTmobile (provided by
QTnet, Inc.) at a discount. If customers consolidate all their subscriptions to the
Kyuden Group, they can enjoy a great discount.
Kyushu Electric Power (Kyushu EP) offers discount rate plans to solve regional
and social issues in Kyushu and to meet customer needs.
In addition, we offer the 100% Renewable Energy Plan to meet the needs of customers who want to use renewable energy-
derived electricity at home, as well as the Let's Grow the Forests of the Future Plan, in which customers can contribute to
environmental conservation activities conducted by the Kyuden Mirai Foundation with a fixed monthly donation (300 yen).
Kyuden Anshin Support
Kyushu EP provides eight support services to allow customers to
lead comfortable and trouble-free (anshin) lives.
Point service Q-PICO
We offer a point service called Q-PICO to Kyushu EP
customers.
No application is required and points can be
accumulated at many different times (see the table on
the right).
We hold a campaign lottery in which customers can
use their accumulated points to enter the drawing.
• Smart Family Plan
• Denka de Naito Select
• Smart Business Plan
• Smart Family Plan
(set that includes gas)
• Smart Business Plan
(set that includes gas)
• JAL Denki B
• Residential Lighting B
• Residential Lighting C
• Seasonal Lighting
• Time-specific Lighting
• Peak Shift Lighting
• JAL Denki C
Eligible customers
Customers who are currently on any of the
following rate plans
(Not applicable to customers whose service is contracted
under the General Provisions for Remote Island Service)
This is a one‐stop service to deal with
electricity problems such as a circuit breaker
that often trips or an outlet that has stopped
working.
The circuit breaker often trips! The power outlet
isn't working! Who do I ask for assistance?
We provide useful information for parenting, such as things you
might want to know about baby food and allergies. We offer
support for your child s dietary and intellectual education through
the offering of events such as parent‐child cooking and crafts.
I'm a first‐time parent and don't have anybody
nearby to ask for help.
On behalf of customers, we regularly check
(by visiting or calling) on parents who live
alone and let them know how they are doing.
Wondering if a parent living alone is feeling
lonely...?
We can watch over your parent by monitoring their daily
electricity usage. If, for example, they would normally be
using electricity after getting up in the morning but there
has been no increase in the amount of electricity used,
you will be informed that there could be something wrong.
I'm worried about a parent who lives alone...
We will help you solve your problems faced in
daily tasks such as pruning plants in the garden
and weeding, and help with the housework.
I'm too busy to get around to caring
for the garden...
We will visit your vacant home (a home owned by your
parents or you) and check on its condition. Simple
cleaning will be done and you will be informed about
the state of the place by email with photos attached.
You might be concerned about there being garbage
strewn around a vacant home (your parents' vacated house).
A simple cleaning of the graves is done on
behalf of the customer. Flowers and incense
will be placed at the graves. You will be
informed by email with photos attached.
My family's graves are located so far away that
it's almost impossible to pay my respects...
Electricity support
Parental support
Vacant home support
Child raising support
Wellbeing support
Grave care support
Lifestyle support
from afar
wherever home may be for your family
all the time when you need a hand
for Mom and Dad
for anything electric
With a flat rate for peace of mind, we accept repair requests
24 hours a day, 365 days a year for electrical problems such
as light bulbs that do not light up, and water‐related
problems such as clogged or leaking water pipes.
My house is getting old and I'm worried about
sudden electrical and water problems...
Home support
in case of home equipment failure
Points awarded
Plan Points awarded
Monthly for all customers 1 pico
Every 100 kWh of monthly usage 1 pico
New contract with Kyushu EP 100 picos
Continuation of contract with Kyushu EP
*Only the years since Apr. 2016 shall count as the number of
years of the contract.
Contract years
x 10 picos
(for each year)
Sign up at the Kirei Life Plus site for members
*Registration of electricity contract information is required.
10 picos
Login to Kirei Life Plus members site 1 pico per month
Sign up for Meter Read Online 1 pico per month
Set contract that includes Kyuden Gas 2 pico per month
You can also accrue points through other campaigns and events designated
by Kyushu EP.
Plans available for corporate customers
Kyushu EP offers three types of renewable energy and
CO2-free plans to corporate customers in order to meet
their needs in full, taking into account the growing and
diversifying needs of customers for renewable energy
against the background of the recent acceleration of the
global trend toward decarbonization and changes in the
environment, such as the revision of the non-fossil value
trading market
100% Renewable Energy Plan
Electricity rate plan
(main contract)
Electricity rate plan
(optional contract)
HouseholdPlan100%
Renewable
Energy Plan
Your home's electricity is
100% renewable energy!
Renewable
Energy ECO
Kiwami◦Provides electricity from renewable
energy sources (hydroelectric,
geothermal, etc.) and renewable
energy value, as well as further value by
specifying the type of power source, etc.◦Contributes to the maintenance and
expansion of renewable energy sources
Renewable
Energy ECOPlus◦
Provides additional renewable energy
value to the electricity you are currently
using◦Makes the introduction of renewable
energy plans more accessible
CO2 ReductionPlan◦
Provides CO2-free value added to your
current electricity
Let's Grow the Forests of the Future Plan
Your support will help preserve Kyushu's natural environment.
Monthly
electricitybillUtilized for tree-planting, forest
growing, environmental education, and
environmental conservation activities
+ 300yendonation
Kyuden Mirai Foundation
Kyuden Anshin Support35Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
Kirei Life Plus members site
Kyushu EP provides Kirei Life Plus members with convenient services such as being able to check the electricity charge and
usage, energy saving ranking to compare one's usage with other households, notification of the optimal rate plans, and the
smart meter-triggered email notification about overuse.
The host of other services for which information is provided include "All Electric," "Kyuden Gas," and "Kyuden Anshin Support."
In addition, we provide timely local information such as "Kyushu Tips," which features our information on excursions and other
topics that our employees report on by tapping into our network of sales offices throughout Kyushu.
Demand response service for households using the Kyuden eco app
Kyushu EP is working on a demand response (DR)* service for
households that utilizes the smartphone app Kyuden eco/Kirei Life
Plus.
The Kyuden eco app runs two kinds of challenges: the Energy-saving
Challenge in summer and winter, when demand for electricity is high,
to save electricity in the evenings when the supply from solar power
generation is reduced, and the Use it, Save it, Eco Challenge to shift
electricity use to spring and fall days when demand for electricity is
low and the supply from solar power generation is likely to exceed the amount of electricity used.
Through these efforts, we will create a system that contributes to energy conservation and lower electricity rates for our
customers, as well as the effective use of renewable energy.
Kyushu Electric Online Statement Service website
Kyushu EP offers the Kyushu Electric Online Statement Service, which
allows low-voltage customers such as households to check their
electricity and gas usage on the Internet. Customers can easily check
their monthly electricity bill and usage volume via smartphone or PC,
and will be notified by e-mail or other means of the finalized monthly
statement to a maximum of five notifications.
電気料金・ご使用量
をWebで確認!暮らしに
役立つ情報
をメール配信!過去の使用状況
を表やグラフで確認!(最大24ヶ月)
お客さまの
最適料金プラン
をお知らせ
使用量超過メール
で使い過ぎを防止!!
時間単位・日単位で
使用量を
見える化!九州の旬な情報
をタイムリーに
お届け!■しかくKirei Life Plus Logo
■しかく
Kyushu Electic Online Statement
Service, Featuring a Simple Layout and
Large, Easy-to-read Text* An initiative to balance electricity supply and demand by having customers who subscribe to one of Kyushu EP's household electricity plans (with a smart meter
installed) conserve electricity or create demand in response to offers from Kyushu EP.15%5%
Without non‐fossil
fuel energy
certificates 80%With non‐fossil fuel
energy certificates
(not designated as
renewable energy)
With non‐fossil fuel
energy certificates
(designated as
renewable
energy)Coal29%
LNG and
other gas19%Wholesale power exchange 5%*3
Others 1%*4
Renewable energy 4%
Solar 12%
Nuclear
23%*1
Thermal49%Hydroelectricity
(30 MW or higher) 2%*1
Petroleum, etc. 1%
Pumped‐storage generation 2%FITpower
14%*2
Electricity bill
and amount used
can be checked on
the web!
Useful information
for daily life
by email!
Past usage
can be checked in
tables and graphs!
(up to 24 months)
Notification of
the optimal rate plan
for the customer
Overuse warning
email*
prevents too much usage!!Visualization of
amount used
by the hour
and day! **Services for customers using a smart meter
■しかくServices Provided to Members of Kirei Life Plus
●くろまるPower source composition and use of non-fossil fuel energy certificates (retail supply)
Retail
The following is the power source breakdown and status of use of non-fossil fuel energy certificates of Kyushu EP in FY2022.*1 Non-fossil power sources including renewable energy
The portion of this electric power that does not use non-fossil fuel energy certificates does not have any value as a renewable energy source or as a CO2 zero-
emission power source. As a result, the CO2 emissions from this electricity are regarded as the same as the national average of CO2 emissions from electricity,
including that which is generated through sources such as thermal power.*2 Feed-in tariff (FIT) system for renewable energy
Kyushu EP's electricity procurement costs are partially financed by a surcharge on all electricity users, including non-customers.
The portion of this electric power that does not use non-fossil fuel energy certificates does not have any value as a renewable energy source or as a CO2 zero-
emission power source. As a result, the CO2 emissions from this electricity are regarded as the same as the national average of CO2 emissions from electricity,
including that generated through sources such as thermal power.
*Subject to powers generated by solar, wind, hydroelectric (below 30 MW), geothermal, and biomass.*3 Power procured from wholesale power exchanges
This electric power includes hydroelectric, thermal, nuclear, FIT, and renewable energy power.*4 Others
Includes power procured from other companies for which the power station cannot be specified.*5 The usage of non-fossil fuel energy certificates in FY2022 corresponds to the amount of electricity generated from January to December 2022.
(Notes)
• 
Kyushu EP sells to some customers a renewable energy menu based on the use of 100% hydroelectric and geothermal power sources, as well as a de-facto CO2 free
menu based on the use of non-fossil fuel certificates. The power source composition and use of non-fossil fuel certificates for all other menus are shown above.
• Calculated and announced based on "The Guidelines Concerning the Management of the Electricity Retail Business" by the Ministry of Economy, Trade and Industry.
• Calculated on the basis of power generated by Kyushu EP and volume of power purchased from other companies (excluding remote islands).
• Kyushu EP seeks to increase the percentage of non-fossil electricity through the purchase of non-fossil fuel energy certificates.
• Due to rounding of figures, the total may not add up to 100%.
■しかくPower Sources in FY2022 ■しかく
Status of Use of Non-fossil Fuel Energy
Certificates (FY2022 actual results)*5
Features of the Kyuden eco app
Feature 1 Feature 2 Feature 3
Earn points
for successfully
completing challenges
Push notifications
inform you when it
is time to participate
in a challenge
App allows users to
save electricity and
shift electricity use time
zones as if playing a game36Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
Agreement finalization ceremony with the
7th Regional Coast Guard
Responding to large-scale disasters
In the event of large-scale disasters such as typhoons or torrential rain, Kyushu EP and Kyushu
T&D have established a unified disaster response system, working together with partner
companies and government agencies to resolve power outages and quickly disseminate
information.
In September 2022, Typhoon No. 14 caused power outages to up to 350,000 households,
mainly in southern Kyushu. We mobilized up to 5,900 employees, including those from
northern Kyushu, which suffered relatively little damage, to dispatch support to the south,
and worked closely with local governments to restore power as soon as possible.
Personnel and equipment loading training
with the Japan Coast Guard Headquarters
High-voltage generator airlift training with the Japan
Self-Defense Forces at Oyanohara Maneuver Area
Strengthened disaster response system
The Kyuden Group is stepping up cooperation with related organizations to ensure rapid recovery in
the event of a disaster.
In August 2013, we entered into an agreement with Japan Ground Self-Defense Force for the airlift
of vehicles for power distribution and restoration in the event of a disaster. In April 2017, we entered
into an agreement with Japan Maritime Self-Defense Force to secure access routes from the sea in
the event of a land route disruption.
We entered into agreements with the 10th (March 2019) and 7th (February 2022) Regional Coast
Guard Headquarters, which oversee the areas around southern and northern Kyushu respectively,
regarding mutual cooperation in times of disaster. In the period up to the end of December 2021, we
also signed a number of agreements with local governments in Kyushu (7 prefectures and 233 municipalities) to cooperate during a disaster.
In addition, we have entered into agreements for mutual cooperation with West Nippon Expressway Company Limited, Lawson, Inc. and Aeon
Co., Ltd. for such purposes as ensuring access for emergency vehicles, diversification of procurement of relief supplies, and securing sites to
serve as recovery centers. Furthermore, we formulated a disaster coordination plan with ten general power transmission and distribution
companies, including Kyushu T&D, stipulating cooperation among general power transmission and distribution companies and related
organizations.
We will continue to improve our ability to respond to large-scale disasters by developing a response system for early recovery in the event of
a disaster.
*The Kyuden Group will respond in cooperation with others.
Training to be prepared for large-scale disasters
In order to be in a state of preparedness for possible disasters, Kyushu EP and Kyushu T&D conduct emergency drills for large-scale disasters
during the month of July prior to the typhoon season. We do this so that we can accomplish objectives such as confirming the chain of
command and division of roles, making sure that we can provide prompt and accurate information internally and externally, and maintaining
our ability to respond to the needs of customers.
In addition, based on cooperation agreements with
related agencies, we participate in disaster drills
organized by local governments jointly with the
Japan Self-Defense Forces to conduct airlift drills of
high-voltage generator vehicles, and with the Coast
Guard Headquarters to conduct drills for loading
personnel and equipment onto patrol vessels, etc.,
to ensure the prompt restoration of lifelines and
maintenance of a mutually cooperative system.
●くろまるImprovement of Disaster Response Capabilities
Installation of multi-chargers at sales offices
Stepping up cooperation with other companies to support affected areas in times of disaster
In the event of a large-scale disaster, Kyuden Group, in addition to offering response for the
restoration of electric power, engages in activities to support affected areas in cooperation with
other companies.
In May 2019, Kyushu Electric Power (Kyushu EP) entered into an agreement about coordination
in the event of a disaster with the NTT DOCOMO Kyushu Branch Office (referred to herein as
DOCOMO).
Based on the agreement, DOCOMO would deploy DOCOMO's disaster-ready chargers (multi-
chargers*) at 50 of Kyushu EP's sales offices by FY2019, and will cooperate with DOCOMO in
providing services to support disaster-stricken areas in the event of a disaster.
*Compact, lightweight, and easy-to-carry chargers for charging smartphones and cell phones
Response to Large-scale Disasters ■しかくAgreements Entered into with Related Organizations for the Purpose of Disaster Response
(list of major agreements)
Date of
agreement
Agreement partner Main details
Aug. 2013
Japan Ground
Self-Defense Force
• Transportation of recovery materials and equipment, personnel, and disaster
recovery vehicles*1
• Power supply to Self-Defense Forces' bases of operations, etc.*2
• Mutual use of heliports*3
Apr. 2017
Japan Maritime
Self-Defense Force
• Transportation of recovery materials and equipment, personnel, and disaster
recovery vehicles*1
• Power supply to Self-Defense Forces' bases of operations, etc.*2
• Mutual use of off-site take-off and landing areas*3
Jun. 2018
West Nippon
Expressway Company
Limited
• Provision of service areas and parking areas that serve as bases for emergency
vehicle traffic and disaster relief*1
• Provision of road damage information*2
Jun. 2018 Lawson, Inc.
• Provision of relief supplies*1
• Provision of information on power outages in the affected areas, etc.*2
Mar. 2019
10th Regional Coast
Guard Headquarters
• Transportation of recovery materials, equipment, and personnel*1
• Power supply to the facilities and operation bases of the 10th Regional Coast
Guard Headquarters*2
May 2019
NTT DOCOMO, Inc.
Kyushu Branch Office
• Deployment of disaster-responsive chargers (multi-chargers) at 50 sales
offices and provision of services for times of disaster*3
Dec. 2019 Aeon Co., Ltd.
• Provision of relief supplies and rental space for setting up recovery centers*1
• Supply of electricity to Aeon facilities designated by the local government*2
Feb. 2022
7th Regional Coast
Guard Headquarters
• Transportation of recovery materials, equipment, and personnel*1
• Power source to the facilities and operation bases of the 7th Regional Coast
Guard Headquarters*2
*1 Partners' areas of cooperation
*2 Our areas of cooperation
*3 Areas of mutual cooperation
Supporting the recovery of disaster-stricken areas with
flush toilets with a fully self-contained treatment system
Group company Nishimu Electronics Industries Co., Ltd.
provides the Towailet, a flush toilet with a self-contained
treatment system.
Since it does not require lifelines such as water or
electricity and its key feature is that it can be used simply
by setting it up anywhere. It was made available by rental
to support the recovery of the affected areas during the
heavy rains in Northern Kyushu in 2017, the heavy rains in
Western Japan in July 2018, the heavy rains in Northern
Kyushu in 2019, and the heavy rains in July 2020.
Towailet units set up for use in the affected area during the July 2020 torrential rains.37Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
Content of Basic Policy for Procuring Materials and Basic Policy for Fuel Procurement
1 Open procurement
We widely procure materials and fuel that meet the
operational needs of our business and are favorable
in terms of quality, price and delivery conditions
from domestic and overseas suppliers.
2 Fair and equitable business activities
We conduct fair and equitable business activities
with respect to our business partners in all our
procurement activities. This includes an equitable
selection of suppliers based on rational and fair
valuation, comprehensively taking into consideration
a variety of factors such as: quality, technical
capabilities, price, operational and financial
conditions, punctual and reliable delivery, after-
sales service, compatibility with existing facilities,
environmentally-friendly practices, and actions for
continual improvement.3 Compliance with laws, ordinances and social
norms
We not only respect human rights but also
comply with domestic and international laws and
ordinances and their spirit, as well as social norms,
in all of our procurement activities. We expect the
same level of compliance from our suppliers.
4 Disassociation with anti-social forces
We will cease relations with any anti-social forces
that represent a serious threat to the order and
security of our civil life. We expect the same level of
compliance from our suppliers.
5 Environmental considerations
We undertake procurement activities while giving
consideration to environmental conservation and
the effective utilization of resources.
As part of our efforts to achieve this goal, we will
work with our business partners to achieve carbon
neutrality in our supply chain and promote "green
procurement," a concept which prioritizes procuring
environmentally friendly products and other items.*The underlined section is not contained in the Basic Policy for
Procuring Fuel.
6 Safety assurance
We require that our suppliers implement
appropriate safety and health management
procedures in order to prioritize the safety of the
general public and workers. In this way, with the
cooperation of our suppliers, we can ensure safety
and prevent accidents.7 Thorough information security and protecting
personal information
We properly manage and protect, in cooperation
with our suppliers, confidential and personal
information obtained through business transactions
pertaining to both parties.8 Compliance with contracts and observing
contracts in good faith
We observe contracts concerning business
transactions and fulfill contractual obligations in
good faith while requiring the same of our suppliers.9 Promotion of communication to establish
mutual trust
We aim to establish mutual trust through
transparent procurement, the promotion of good
communication and sound, reasonable relationships
with our suppliers.
10 Creation of new value
We encourage our suppliers to be sincerely
devoted to the creation of new value and we
respect them as our business partners. We aim for
mutual prosperity with our business partners by
pursuing appropriate quality and prices.11 Contribution to society and regional
communities
We believe it is important to contribute, through
our procurement activities, to the development of
the regions in which we are based and society in
general as a "good corporate citizen" along with our
business partners.
Basic Policy for Procuring Materials: Revised in December 2022
Basic Policy for Fuel Procurement: Revised in July 2021
Supply Chain
Policy and Approach
●くろまる Request to Business Partners
In order to promote sustainability throughout the supply chain, Kyushu EP and Kyushu T&D request the cooperation of its
business partners in the following matters.
Responsible authorities: Operation Division and Planning & Balance Optimization Division, Kyushu Electric Power; Planning
and General Affairs Division, Kyushu Transmission and Distribution
●くろまるConducted Questionnaire Targeting Business Partners
We send information and hold briefing sessions, etc. for business partners as part of our efforts to raise awareness and
deepen understanding of our Sustainable Procurement Guidelines, requesting their kind cooperation.
We also conduct questionnaires among our major business partners* on their sustainability initiatives, investigating the extent
to which they are addressing social issues such as the SDGs and carbon neutrality. We share the results of questionnaires
with our business partners through briefings and other opportunities after compiling examples of initiatives that help to
improve sustainability.
*Business partners with whom we place a certain amount of orders, etc.
1 Compliance with laws and social norms
●くろまる
Compliance with relevant domestic and
international laws and regulations and their
spirit, as well as social norms2 Compliance with contracts and the execution
of obligations in good faith
●くろまる
Compliance with contracts with our company
and execution of the obligations contained
therein in good faith3 Reduction of procurement costs and stable
delivery
●くろまる
Activities contributing to the reduction of
procurement costs, such as cooperative
activities and VE proposals, and establishment of
stable delivery and construction systems
4 Human rights and labor
●くろまる
Prohibition of forced labor and child labor
●くろまる
Prohibition of discrimination
●くろまる
Consideration for working hours
●くろまる
Prohibition of inhumane treatment, etc.
5 Safety and health
●くろまる
Ensuring worker and public safety
●くろまるEnsuring health and safety at facilities
●くろまる
Communication on health and safety, etc.
6 Environment and biodiversity conservation
●くろまる
Reduction of energy consumption and greenhouse gas
emissions
●くろまる
Effective use of resources and proper management of waste, etc.
7 Fair and equitable business dealings and ethics
●くろまる
Prevention of corrupt practices
●くろまる
Cutting ties with antisocial forces
●くろまる
Appropriate information disclosure
●くろまる
Responsible mineral procurement, etc.
8 Quality and safety
●くろまるEnsuring product safety
●くろまる
Provision of after-sales services and accurate information
about products/services, etc.9 Information security
●くろまるProtection against cyber-attacks
●くろまる
Protection of personal information and prevention of leakage
of confidential information
10 Business continuity plan
●くろまる
Formulate a business continuity plan in preparation for large-
scale natural disasters, etc.
11 Establishment of management system
●くろまる
Supply chain management
●くろまる
Establishment of complaint handling mechanisms, etc.
12 Promotion of positive communication
●くろまる
Actively seek to obtain feedback, requests, suggestions, etc.
Promotion Framework
Targets
Initiatives
Issue FY2023 Target FY2022 Target FY2022 Results
Scope of
performance
aggregation
Strengthening
of supply chain
management
Response rate to questionnaire survey on
sustainability improvement initiatives for
major business partners: 90% or higher
Establishment of
Supplier Code of
Conduct
Establishment of
Supplier Code of
Conduct*1*1 Kyushu EP and Kyushu T&D
In order to provide products and services of value to our customers, it is necessary to procure safe and high-quality materials
and equipment in an economical and stable manner. In the process of procurement, we recognize the importance of helping
to create a sustainable society by fulfilling our corporate social responsibility in the related supply chain (a series of processes
from raw material procurement to manufacturing, transportation, maintenance, operation, and disposal), including compliance
with laws and regulations (such as the prohibition of child labor and forced labor) and consideration for the environment.
Kyushu EP and Kyushu T&D have established the Basic Policy for Procuring Materials, which is our basic approach to
procurement, as well as the Sustainable Procurement Guidelines, a set of requests that we would like our business partners
to observe and cooperate with in order to implement procurement activities based on the aforementioned policy. We will
continue to promote understanding of these guidelines among all parties involved in our supply chain. In addition, we also plan
to conduct in-house training to deepen understanding of the guidelines among employees.
In order to maintain our future efforts to create a sustainable society throughout the supply chain, we will revise these
guidelines as necessary to reflect changes in social conditions and new findings.38Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
Targets
Issue FY2023 Target FY2022 Target FY2022 Results
Scope of
performance
aggregation
Realization of a
smart society
・Create new businesses- Consideration of new
businesses, new services,
and collaborations with
other companies: 10- Creation of new
businesses, new services,
and collaborations with
other companies: 2
ー ー ー
Regional
vitalization
(regional
and local
development)・Formulate a concrete
business model- Set budget, area,
collaborators, and other
conditions・Expand the scale and
scope of business based
on co-creation with local
communities・Construct industry-academia-
government collaboration
system and review/implement
action plans・Expand the scale and scope of
business based on co-creation
with local communities- Create individual services
and combine them・Establish a joint
implementation system
with Kyushu Economic
Federation, and define
business areas・Expand the scale and
scope of business
based on co-creation
with local communitiesーCreation of
safe, secure and
comfortable
urban areas
Participation in urban
development projects in
Kyushu area: 1 or more
projects
Participation in urban
development projects in Kyushu
area: 1 or more projects
Participation in urban
development projects in
Kyushu area: 1 or more
projectsーCommunity
The Kyuden Group has developed alongside Kyushu as a company rooted in the region. Based on the belief that the
sustainable development of the region is essential for the continuation of our business, we will help create sustainable
communities by working to solve local social issues in cooperation with residents, municipalities, academic research
institutes, and local companies.
Responsible authorities: District Symbiosis Division, Kyushu Electric Power (Kyushu EP)
Planning & General Affairs Division, Kyushu Transmission and Distribution
Basic Policy for Community and Social Coexistence
Kyushu EP and Kyushu T&D will actively promote activities in harmony with local communities and society as a good
corporate citizen based on the following principles, with the aim of realizing a comfortable and affluent region that
enjoys continual growth.1 In the fields of regional development, culture and the arts, sports, academia and education, social welfare,
health and medical care, international exchanges, and environmental conservation, we will work to create an
attractive region and nurture the next generation, as well as to solve issues facing communities and society.
2 We will make effective use of our business resources.3 By disclosing the details of our activities and communicating with our stakeholders, we will reflect their
opinions in our activities and promote collaboration with local communities and society.
4 We will support the community activities that our employees engage in as citizens.
Established: April 2006
Revised: April 2020
Policy and Approach
Promotion Framework
Kyushu EP has concluded cooperative agreements with municipalities in Kyushu to promote the resolution of local issues and
sustainable community development. For example, by utilizing the Kyuden Group's management resources, products, and
services, we are working to develop a system for early recovery in the event of a disaster, provide necessary equipment and
supplies for evacuation centers, promote industry by utilizing local tourism resources, and promote electrification to achieve
zero carbon emissions.
●くろまる
Initiatives to resolve regional issues through collaboration between industry, academia,
and government
Initiatives
Status of conclusion of comprehensive cooperation agreements (municipalities)
Period of agreement Signed by
FY2018 Hisayama Town
FY2019 Kumamoto Pref., Aira City (Kagoshima Pref.), Kasuya Town, Asakura City
FY2020
Ukiha City, Yame City, Yanagawa City, Dazaifu City, Shime Town, Tsushima City (Nagasaki
Pref.), Nakagawa City, Kurate Town
FY2021
Togitsu Town (Nagasaki Prefecture), Higashisonogi Town (Nagasaki Prefecture), Satsumasendai
City (Kagoshima Prefecture), Minamiaso Village (Kumamoto Prefecture), Ogori City, Sasaguri
Town, Nagomi Town (Kumamoto Prefecture), Kamimine Town (Saga Prefecture), Fukutsu City,
Chikugo City, Munakata City, Chikuzen Town, Fukuoka City, Okawa City, Shingu Town, Omuta
City, Miyazaki Prefecture, Saga City (Saga Prefecture)
FY2022
Usa City (Oita Prefecture), Kitakyushu City, Kanoya City (Kagoshima Prefecture), Satsuma Town
(Kagoshima Prefecture), Fukuoka Prefecture, Itoshima City, Nakatsu City (Oita Prefecture),
Nagasaki City (Nagasaki Prefecture), Kashima City (Saga Prefecture), Tamana City (Kumamoto
Prefecture), Sue Town, Oita City (Oita Prefecture), Saiki City (Oita Prefecture), Beppu City (Oita
Prefecture), Shintomi Town (Miyazaki Prefecture), Gokase Town (Miyazaki Prefecture)*Municipalities not indicated by a prefecture name are located in Fukuoka Prefecture.39Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
The Research Institute of Kyushu EP is engaged in research aimed at promoting the spread of smart agriculture, which will
lead to labor-saving and productivity improvements in agriculture. As part of this research, in August 2019 we established the
Kamidera Strawberry Farm, a farming facility to test our smart agriculture systems, in Asakura City, Fukuoka Prefecture.
Here, we are conducting trials to establish year-round
strawberry cultivation technology through integrated
environmental control, utilizing the technical expertise we have
cultivated in agricultural electrification.
The strawberries are sold at a local roadside station in Asakura
City.
We hope that the results of our tests will help to improve
the productivity of farmers and revitalize primary industries in
Kyushu.
●くろまるDemonstration of Strawberry Cultivation to Promote the Spread of Smart Agriculture
Group company Nishimu Electronics Industries provides the MIHARAS IT sensor for agriculture, helping reduce the workload of farmers, etc.
In addition, Kyuden Sangyo operates an online shopping site called Kodawari Kyushu iimono meguri, which introduces outstanding products
from all over Kyushu and supports the promotion of local products.▶〔
「MIHARAS」
サービスイメージ〕
センサー端末で収集した気温、
湿度、
水位等の情報を、
お客さま端末
(PC、
タブレッ
ト、
スマートフォン)
上に見える化
Kodawari Kyushu iimono meguri
Introducing outstanding products
from all over Kyushu
Kodawari Kyushu iimono meguri Search
●くろまるRevitalization of Primary Industries
Kyushu Electric Power (Kyushu EP) launched the Q-Den Nigiwai Startup Project in July 2019, which aims to help solve local issues by
building sustainable business models in collaboration with local communities.
This project will focus on the themes of "increasing the number of visitors to the area," "creating a population of people who relate
to and settle in the region," and "promoting local industry." We will work together with local residents to plan and jointly undertake
businesses that solve issues related to the sustainability of the region.
We recruited for local organizations to become project partners, and are currently working on the project in two locations. In October
2020, we established the Kyuden Nigiwai Startup Company, a general incorporated association that will serve as the business entity
for the project.
Introduction of two sites
[Higashisonogi Town, Nagasaki Prefecture]
Product development utilizing specialties of
Higashisonogi Town
Since December 2019, we have been collaborating with
Higashisonogi Hitokotomono Foundation in the sale of
products to increase the number of visitors to the area, and
the operation of a community hub to create a population
of people who relate to and settle in the region.
As part of the product sales business, we developed a
brand of Sonogi tea, a specialty green tea of Higashisonogi
Town. The town has a strong association with whales, so
we also developed whale-themed Japanese sweets: a new
local delicacy called Kujira Monoka, and Kujira Yaki, served
from mobile vending trucks (CHANOKO). These products
went on sale in February 2021.
In February 2022, we opened umino Wa, a community
hub for exchanges between local residents and tourists.
It houses Chanomiba CHANOKO, a café where visitors can relax and enjoy Sogicha, as well as other facilities to receive information about the
region and support people moving in and starting their own businesses here.
We will continue to work together with local residents to revitalize Higashisonogi Town's community.
[Ainoshima Island, Shingu Town, Kasuya, Fukuoka Prefecture]
Product development to revitalize the fishing industry, a key
industry in Ainoshima
In light of the shortage of people in the local community to work in the
fishing industry, since November 2021, we have been working with our
business partner and Shingu Town to create a connected and settled
population by implementing measures in the following three areas:
"industry creation," "encouraging people to settle on the island," and
"daily life."
As for our efforts to contribute to creating industries, we
have been developing a processed fish food business to expand the scale of the fishing industry, and since January 2023, have been
manufacturing and selling such products as rod-shaped pressed sushi made from fresh fish from the Genkai Sea.
We will continue to work together with the people of Ainoshima and Shingu Town to develop new products and other efforts to
revitalize the island.
●くろまるQ-Den Nigiwai Startup Project
●くろまるPromotion of Tourism and Revitalization of the Region by Utilizing Local Resources
Kyushu EP is taking a variety of initiatives to contribute to the promotion of tourism and revitalization of the region by utilizing
local resources.
Infrastructure tourism using electric power infrastructure (dams, power stations, etc.)
Until FY2019, we offered tours that packaged visits to local landmarks and
tourist facilities with guided tours of electric power facilities normally closed
to the public and programs to experience simulated facility inspections. In
addition, we also issued a series of collectible dam cards and other products
in cooperation with tourist facilities, which proved very
popular.
In FY2020, in light of the COVID-19 pandemic, in-person
tours were cancelled and online remote tours were offered
instead.
Promotion of reQreate, a project for regional co-creation through digitalization
Kyushu EP is developing reQreate, a collaboration
with municipalities and companies in Kyushu that are
passionate about Kyushu and wish to see the region
grow and prosper. We are developing and selling local
specialties using attractive regional commercial products
and disseminating regional traditions and culture both
domestically and internationally to raise awareness of
Kyushu, increase the number of visitors, and enhance
Kyushu's attractiveness and connect it to the next
generation.
Visitors walking along the inspection walkway of
Kamishiiba Dam, Miyazaki Prefecture
Dam card
Gluten-free curry CHIKUGO FRUITS POPPiN', a new type
of ice cream made with fruit from the
Chikugo area
"Umisachi-bo-zushi," rod-shaped pressed sushi, a local specialty
which has been on sale since January 2023
▶ ▶[「MIHARAS」
サービスイメージ]
センサー端末
データ
収集
クラウドシステムで見える化 お客様端末
Inside a strawberry greenhouse Strawberries on sale at a
Michi-no-Eki, a roadside restareaKujira Monaka
Chanomiba CHANOKO, a café serving SonogiteaKujira Yaki
umino Wa, a community hub for local
residents and tourists
Revitalization of local communities through OKEIKO TOWN, a learning matching
service
OKEIKO TOWN is an online learning matching service that pairs teachers who
want to teach with students who want to learn. This service also connects
teachers and students with people who want to provide a place for their
pursuits. Launched in October 2020, the service currently offers 26 facilities for
learning in Fukuoka, Saga, Nagasaki, and Oita prefectures, including facilities
owned by Kyushu EP.
Since September 2022, we have been collaborating with cultural school operator
Nishinippon Shimbun TNC Cultural Circle to expand business opportunities by
offering online courses and collaborating with other learning-related businesses
throughout Kyushu.
We will connect skilled people who want to teach, people who want to learn
to improve their skills or participate in the community, and people who want
to provide a place to increase their customer base, and will work to propose
diverse work styles and revitalize local communities in order to realize a
sustainable society.
OKEIKO TOWN Search40Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
The Kyuden Group is actively working to attract companies from outside the Kyushu
region by utilizing its network spanning throughout Kyushu.
Kyushu Electric Power branches across Kyushu work with municipalities to match them
with companies, and provide services to meet the needs of companies and other entities
entering the Kyushu area. We also introduce products and services suitable for new
factory and office construction and relocation by utilizing the Kyuden Group's products.
Kyushu Transmission and Distribution (Kyushu T&D) works closely with local
governments to gather information on such things as industrial parks and idle land, while
paying attention to regulations on business conduct, and reviews the outline of supply
measures for early supply, and proposes candidate sites where early supply can be
achieved.
The Kyuden Group is involved in a wide range of urban development, real estate, and social infrastructure projects in Kyushu,
other parts of Japan, and overseas.
We will actively participate in projects that make the most of our strengths as a group to accelerate growth and contribute
to the ongoing development of communities and society through our business activities in terms of such things as increasing
the number of visitors to the area, creating prosperity and employment, and ensuring the safety and security of the region.
Building a portfolio based on profitability and stability
Leveraging the Kyuden Group's corporate network, etc., in addition to the expansion of offices, residences, airports, etc., we
will step up efforts in new revenue-generating businesses such as community development, logistics facilities, and overseas
urban development. We will also engage in asset management activities to build a well-balanced portfolio.
High added-value urban development using energy and digital technology
We will contribute to the realization of a decarbonized society by promoting environmentally-friendly development, such as
by improving energy-saving performance and reducing the amount of CO2 emissions from energy use.
As a platform to support urban infrastructure, we will provide a variety of services in fields including energy, ICT, and area
management.
●くろまるAttracting Companies to Kyushu
●くろまるUrban Development Business
Industrial
promotion
Child
rearing and
education
Environment
Urban
development
Welfareandhealth
Energy
Disaster
preparedness
Toward sustainable
local communities
through of co‐creation
Dissemination of
information through the app
Daily life information
Event Information
Tourism and industry
information
Shopping district
information
Recruitment
information
Disaster information・・・Multiple schemes in
a single app
Coupons
Regional points
Grants and subsidies
Hometown Tax
Payment
Electronic gift certificate
with premium
Local information platform connecting communities and people
Local information
platform
Solving local issues
Creating new value
Logistics facility in Kiyama-cho,
Saga Prefecture
(scheduled to be completed in
December 2023)
Logistics facility in Kasuya Town,
Fukuoka Prefecture (Logiport
Fukuoka Kasuya) (scheduled to be
completed in August 2024)
Project to utilize the site of the
former Niagemachi Elementary
School in Oita City
(scheduled to commence
operations in April 2024)
ESG-friendly multi-family housing
property development in the
Southern U.S. (participated in May
2022)
Nagasaki Ekimae Denki Building
(opened in August 2022; use
of renewable energy-derived
electricity throughout the building)
Project to utilize the former Fukuoka City fruit and vegetable market site (LaLaport Fukuoka)
(opened in April 2022)
New passenger terminal building at Kumamoto Airport
(scheduled to open in March 2023)
©SOTSU/SUNRISE
©SOTSU/SUNRISE
Supporting regional economic revitalization by providing a local information platform
In May 2021, Kyushu EP established Machi no Wa Co., Ltd. with SBI Holdings,
Inc. and The Chikuho Bank, Ltd. for the purpose of vigorously promoting regional
development and community revitalization. This company provides electronic
services for premium gift certificates to local governments and organizations.
Based on this service, the company aims to serve as a regional platform that not
only circulates local currency within the region but also brings in people and
money from outside the region by issuing childcare benefits, tourism promotion
coupons, and other digital local currencies according to the policies of each
community.
In February 2023, Machi no Wa was selected for the Green Life Point project
promoted by the Ministry of the Environment, and will contribute to the
realization of carbon neutrality through such measures as awarding points via a
local currency application for environmentally conscious behavior.
In the future, the company will work to build a sustainable ecosystem that
contributes to solving regional issues and creating new value through co-creation
with various players.
Machi no Wa's vision for local communities
People from outside the region
consume in the region
People living in the region
consume within the region, 
not outside
Outside the region
Local residents Money in the region
People/
money
Goods/services
Within the region
Within the region
Producers, shopping districts,
retailers, restaurants, roadside
stations, transportation, and
services in the region
Goods/services41Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
●くろまるMedical Transport Doctor Heli
Pesticide spraying drone
Laser surveying drone
Contributing to the recovery of
an entire area (approx. 20 ha)
after three years of landslide
damage by spraying pesticides
with a drone
Laser point cloud data
●くろまるKyuden Drone Services
Drone-based pesticide spraying service
As our customers in the agricultural sector age, we are helping them
save labor by using drones to spray pesticides on their behalf.
Under this service, drones can be deployed to spray pesticides in a
variety of locations, even in mountainous areas and narrow plots of
cultivated land, with an application time of approximately 15 minutes
per hectare and low flight altitude to minimize chemical drift (dispersal).
The service has been used to spray rice, wheat, pine trees, fruit trees,
and other crops.
Doctor heli
Nishi Nippon Airlines, a group company, is participating in the medical
helicopter business Doctor Heli in five prefectures in Kyushu (Fukuoka,
Saga, Oita, Kumamoto, and Miyazaki) by utilizing its strengths cultivated
in the helicopter business. Based on requests for dispatch from fire
departments, etc., these helicopters provide support for life-saving
medical care by promptly sending doctors to patients in need of critical
assistance.
Forest resource visualization service
This is a field survey, analysis and assessment service for forest
resources (timber volume) that combines drones (laser surveying) and
AI (analysis and visualization of forest resources).
High-precision surveying by drone saves labor for surveying. In addition,
topographical information is converted into a 3D model to support
the design of forest road maintenance necessary for forest resource
management.
●くろまる
Provision of a Community Watchdog Service for Children and the Elderly That Makes
Use of IoT Technology
Kyushu Transmission and Distribution (Kyushu T&D) is providing a new community watchdog service called Qottaby in
Fukuoka City, Kasuya Town and Hisayama Town. This service allows guardians, the police, and other authorities to check
the location of children and elderly people who carry a portable location transmitter. In these days when the eyes of the
community are diminishing owing to such factors as the aging of crime prevention volunteers and the increase in dual-
income households, this system will contribute to the creation of a safe and secure city through the use of information and
communications technology.
For more details, please search for WithQ.
Since February 2019, we have been selling the Kyuden Group's various products and services to municipalities and
companies under the WithQ brand.
Since 2021, we have been proposing to our customers a package of Kyuden Group products and services related to
electrification, renewable energy, and energy conservation under the theme of "decarbonization (carbon neutrality)," an issue
of growing social concern.
●くろまるHelping Solve Regional and Social Issues through the Kyuden Group's Diverse Products
and Services
WithQ Search
In addition to decarbonization, WithQ offers a lineup of related products in four categories
of high regional and social interest (disaster measures, heat wave countermeasures,
information security, and the switch to LEDs), as well as customer-specific categories
such as medical institutions, offices, and manufacturing sites, thereby providing optimal
solutions to each customer's issues.
We provide optimal services that help
We provide optimal services that help
efforts toward
efforts towarddedecarbon
carbonization
ization..Watchdog point
Watchdogs
Watchdog
transmitter
Administrative
services
Dedicated
contact point
Police,etc.Guardians
Paid-for services
Location
record
Location
record
Location
record
Location
record
Location
record
Approx. 43 x 43 mm
Approx. 43 x 43 mm
Waterproof design
Waterproof design
(IPXS)
(IPXS)
Battery life of
Battery life of
approx. 1 year
approx. 1 year
The person's location is recorded when he/she enters
within a radius of approximately 30 to 50 meters* of a
watchdog point. *Depends on the surrounding environment.42Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
Dialogue
activities
Surveys
Stakeholder feedback
Dialogue
activities
Integrated
reports, etc.
Public hearing
Public relations
Communication
Customers
Communities
Shareholders
& investors
Supply chain
Employees
Stakeholders
Kyuden Group
Sustainability
Promotion Committee
(Chairperson: President)
Each divisions
Branches and offices
Group companies
Policy presentation and
progress management
Planning and
reporting
Inner branding
Expert knowledge from outside the company
Reflection on
management
■しかくA Business Operation System That Respects the Opinions of Stakeholders
■しかくExample of How We Have Reflected Stakeholder Feedback in Our Business Operations
Total
2,149
Other9%Community
relations
activities9%Information
dissemination5%Electricity
contract related
(various types of
inquiries, rate plans, etc.)42%Sales
activities
related
(all electrification,
etc.)10%Power
generation
related10%Power transmission
and distribution related
(power transmission and
distribution facilities,
power outages, etc.) 15%Kyushu EP and Kyushu T&D received approximately 2,000 items of feedback from stakeholders in FY2022 through day-to-day
business activities, dialogue, and other sources.
We share stakeholder feedback across the entire group, including top management, through internal systems and other
means. In addition, we initiate inter-departmental discussions on measures for improvement, reflecting the results in the
operational plans of each division, branch, and office, etc. in a bid to improve our management. We will continue to listen
carefully to the voices of our stakeholders and strive to respond promptly to their needs.
●くろまるBusiness Operations That Respect the Opinions of Stakeholders
The Kyuden Group is involved with various stakeholders in the course of its business activities.
In accordance with the Kyuden Group Corporate Conduct Code, we undertake a variety of communication activities
throughout the Group's business activities to elicit the understanding and opinions of our stakeholders regarding our business
activities and to build better relationships with them.
●くろまるStakeholder Engagement
■しかくKey Communication Opportunities with Stakeholders
Stakeholders Main communication opportunities
Customers
• Listening to opinions at call centers, sales office counters, etc.
• Daily sales activities
Communities
• Various community contribution activities and activities to solve community issues
• Dialogue meetings with local customers
• Communication activities with people in areas around power stations and throughout Kyushu
• Communication activities with municipalities
Shareholders and
investors
• General Meeting of Shareholders
• Business summary briefings for institutional investors
• Briefings for personal investors
• Individual visits to domestic and overseas institutional investors
Supply chain
(business partners)
• Business partner briefings
• 
Support for business partners' efforts to promote sustainability management using opportunities
at briefing sessions
• Individual visits to business partners
• Award ceremony for the Procurement Partner Award
• Communication activities with business partners for cost reduction activities
• Safety patrols and safety-related round-table discussions
Employees
• Employee satisfaction surveys
• Labor-management round-table discussions
• Dialogue between top management and employees
• Communication through the company intranet 'Tsunagaru' site, etc.
Kyuden Group
Customers
Shareholders/
investors
Communities
Employees
Supply chain
■しかく
Examples of How We Listen to and Respond to
Customer Feedback Featured on Our Website
We post examples of how we have used customer feedback
to improve our business operations on our website.
We will continue to post such information as needed.
I would like the details of my application, such as visiting time
and contracted capacity after the change, etc., to be included in
the confirmation email that I receive when I complete procedures
or apply for a capacity change or something else online.
Customer
We have added the details of the application to the
confirmation e-mail sent to customers when they
complete the online procedures and application.
■しかく
Number of Cases/Breakdown of Stakeholder
Feedback43Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
Kyuden open days
In order to express our gratitude to our local customers for their
continued patronage, we hold Kyuden open days at our business sites
throughout Kyushu, where people can enjoy various events. (FY2022: 6
times)
In addition to events related to electricity, such as the chance to ride
on an aerial work platform and an IH cooking experience, other fun
activities include rugby classes and a drone test flight.
Using a variety of opportunities for communication
In addition to home visits, we also communicate with stakeholders
using a variety of other opportunities, including on-demand lessons
and facility tours. In Kagoshima, Kyushu Electric Power Eco Terrace has
been established as a base for disseminating information on energy and
the environment and for interacting with local residents, and various
events are held there.
In addition to traditional face-to-face activities, we are also working
to expand communication opportunities through the use of digital
technology, such as online on-site classes and virtual power station
tours using VR images, computer graphics, videos, etc.
Kyuden open day
Events at Kyushu Electric Power
Eco Terrace (Kagoshima City)
Virtual power plant tours
2018 2019 2020 2021050100(%)(FY)20170.933.843.713.65.03.020220.935.642.115.64.90.91.643.44.718.70.930.845.14.716.70.930.70.928.745.717.94.51.545.74.619.00.9
1.9 2.328.2Individuals/
other
Governmental
organizations
Financial
institutions
Other domestic
businesses
Foreign
investors
Securities
companies
■しかくShareholding Ratio (common stock)
Video of the president's message to overseas investors on ESG management
(URL) https://www.kyuden.co.jp/english_company_esg_index.html
Video of Business Summary Briefing (web conference)
(URL) https://www.kyuden.co.jp/english_ir_library_results.html
●くろまるPromotion of Communication with Stakeholders
In order to explain our business activities and listen to customers' opinions and requests, Kyushu EP and Kyushu T&D
promote face-to-face dialogue with local residents and customers using various communication opportunities, such as home
visits and dialogue meetings.
In addition, we are making proactive efforts to further promote our activities, such as by preparing original explanatory
materials for local customers and forming a dialogue promotion team. (FY2022: Communication with approximately 30,000
people)
Home visit Dialogue meeting with customers
Tag rugby class Junior rugby academy
Kyushu Electric Power Kyuden Voltex, our rugby club
Kyuden Voltex works to encourage young people to keep healthy and
promotes sports in local communities by holding tag rugby classes in
cooperation with elementary schools throughout Kyushu, participating
in local sports events, and running a junior rugby academy for junior
high school students.
The team is also actively involved in volunteer activities.
Junior rugby academy
With the goal of developing the next generation of leaders through rugby, we aim to nurture players who can play an
active role in society by not only teaching rugby skills, but also by incorporating training that utilizes our human resource
development program to support the formation of well-rounded individuals.
Kyushu Electric Power established the IR basic policy so as to build relationships of trust and increase satisfaction by enhancing
two-way communication with shareholders and investors. This policy forms the backbone of our various IR activities.
Utilizing the Internet, teleconferences, and other media, we are actively working to enhance communication through such
means as business summary briefings led by executives, briefings on businesses and ESG that are of high interest to investors,
and other individual activities to facilitate dialogue. Opinions and requests received from shareholders and investors are
periodically reported to the Board of Directors for internal feedback, and are reflected in the group's management.
Furthermore, we strive to actively disseminate information in an easy-to-understand manner by disclosing materials from
briefings, IR tools, financial information, stock information, and other information on our website.
What is more, at the General Meeting of Shareholders, we strive to manage the proceedings in ways that make it easy to
participate in and understand from the viewpoint of shareholders, including:
• Live streaming via the Internet
• Introduction of a system for exercising voting rights via the Internet and smartphones
• 
Improvement of the contents of convocation notices, business reports, and other related materials, and changes in design to
make them easier to read
• Early posting of related materials on the website
●くろまるCommunication That Reflects the Needs of Shareholders and Investors
■しかくMain IR Activities (FY2022)
Targets Activities Personnel
Frequency
(per year)
Analysts/
Institutional
investors
Business summary briefings by top management Chief IR officer Twice
President's small meeting Chief IR officer Once
ESG small meeting Chief ESG officer Once
Dialogue between external directors and investors, etc. External directors Once
Individual meetings with domestic and overseas institutional
investors
Chief IR officer, directors, etc. As needed
Thematic business briefings/facility tours Chief IR officer, heads of businesses, etc. Once
Posting of IR-related information on the website ― As needed
Personal
investors
Briefings for personal investors Chief IR officer, directors, etc. Twice
Dissemination of information to shareholders and investors
through various media
― As needed
Note: Chief IR officer is the president or officers appointed by the president44Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
Prompt dissemination of information on power outages
In the event of a power outage, we respond to customer inquiries by phone and chat, and promptly post information on the
power outage areas, date and time of restoration of power, cause of power outage, etc. on the Kyushu T&D website.
We also provide a service that uses LINE to transmit information on power outages, as well as a service that sends out
information on power outages in the area of your choice via e-mail to customers who have registered in advance.
In the event of an emergency or disaster such as a typhoon, Kyushu EP and Kyushu T&D cooperate to promptly provide
information on power outages on
both companies' websites and official
Twitter pages, as well as through
media outlets.
In addition, in the event of an
earthquake of intensity 4 or higher on
the Japanese seismic scale in Kyushu,
we will promptly post information on
the operational status of our nuclear
power stations on the Kyuden
website, and provide a service to
deliver this information by e-mail to
customers who have registered in
advance.
Press conference by the president of Kyushu
Electric Power
On-site public viewing (periodic repair work at Kyushu EP's Reihoku
Power Station)
Basic stance on the disclosure of information
In order to gain the understanding and trust of our
customers and local communities by increasing the
transparency of our corporate activities, we have
established the Disclosure Commitment, which outlines our
basic stance on the disclosure of information.
Based on this commitment, we proactively disclose and
disseminate information on all aspects of our corporate
activities, including management information, problems at
power stations, safety measures at nuclear power stations,
and corporate PR. To do so, we utilize various media, such
as press releases, websites, social media, and pamphlets.
Kyushu EP and Kyushu T&D believe that the trust of local communities and society is the greatest foundation of our business,
and are working to build trust and enhance corporate value through two-way communication.1. We will proactively disclose information to customers.2. We will disclose information in an easy-to-understand,
prompt, and accurate manner from the customer's
point of view.3. We will identify customers' information needs at
every opportunity.4. We will always examine information ourselves
to ensure that there are no gaps in awareness or
perception between us and our customers.
Established: April 1999
Revised: August 2022
■しかくDisclosure Commitment
Joint efforts by the Kyuden Group to promote the disclosure of information
The Kyuden Group works to actively disclose and disseminate information, and have established systems for the disclosure
of information, including the appointment of information disclosure officers at their head offices and other organizations.
We are also striving to promptly and accurately disclose information on events that affect customers and society, such as the
occurrence of accidents, as well as on violations of laws and regulations and acts that violate corporate ethics.
Furthermore, the Kyuden Group is united in its efforts to promote the disclosure of information. In addition to making press
announcements in cooperation with group companies, we raise awareness of the importance of disclosing information and
share information when we hold liaison meetings for the entire Kyuden Group.
Disclosure and dissemination of information through press conferences by the president, press releases, etc.
Kyushu EP and Kyushu T&D disclose and disseminate information through press conferences by the president, press releases,
and other means in order to promote understanding of our corporate activities.
Along with using charts and graphs to make press conferences easier to understand, we also hold open days, tours, study
sessions, and other events for the media to ensure accurate reporting on the business operations of Kyushu EP and Kyushu T&D.
■しかくResults of Press Releases and Other Initiatives Targeting the Media*
FY2022 results
Press
conferences by
the president6• 
Financial results for FY2021
• 
98th General Meeting of Stockholders, summer power saving, decision on
personnel changes of officers
• 
Start of review on development of Circular Park Kyushu, a resource-recyclingbase• 
Second quarter financial results
• 
Third quarter financial results
• 
Initiatives to prevent recurrence of inappropriate handling of new energy
provider customer information, etc.
Press releases 336 ―
Open days/
Tours/
Study sessions133• 
Opening of the Reihoku Thermal Power Line Replanting Site to the public
• 
Opening of the Reihoku Power Plant Repair and Inspection Site to the public
• 
Opening to the public of joint restoration training site by general transmission
and distribution companies in the west area
*Total for Kyushu EP and Kyushu T&D
*Federation of Electric Power Companies press conferences have been omitted.
■しかく
Results of Information Disclosure on Outage and Facility Problems
FY2020 FY2021 FY2022
Outage 5 8 5
Nuclear
power
2 4 0
Facility
problem
3 5 3
Other 9 2 4
Total 19 19 12
Main incidents in FY2022◦Outages attributable to human error◦Shin Oita Power Station No. 3 X 3 shutdown
●くろまるActive Disclosure and Dissemination of Information Active dissemination of information through various media
Dissemination of information through the website
The Kyushu Electric Power (Kyushu EP) and Kyushu Transmission and
Distribution (Kyushu T&D) websites provide information on their overall
corporate activities in an easy-to-understand, prompt, and accurate
manner so as to gain the understanding and trust of customers and
local communities, and establish the Kyuden Group brand.
In addition to a complete renewal of the website in FY2021 to improve
usability, in April 2023 we launched a service that accepts applications
and inquiries regarding electricity contracts via chat through the Kyushu
Electric website and official LINE account, thus further improving
convenience.
Provision of information on electricity supply and demand
The Kyushu T&D website features Electricity Forecast, which
provides timely information on the current status of electricity
consumption, in addition to same-day, next-day, and weekly
forecasts.
When the supply and demand of electricity comes under strain,
information on the supply and demand situation and requests for
cooperation in saving electricity will be promptly posted on the
website and social media.
Power outage information during emergencies
(Kyuden Group official Twitter)
Information on power outages on a
normal day (Kyushu T&D website)
Information on power outages during
emergencies (Kyushu T&D website)45Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
"All-out Effort for the Future (Renewable Energy)"
Letter to the Future (Power Transmission
and Distribution)
Dissemination of information through the
lifestyle information magazine Miraito
The Kyushu EP publishes a lifestyle information
magazine called Miraito, which contains a
variety of useful information for customers'
comfortable and environmentally friendly
lifestyles. (Distributed in some areas; also
available on the Kyushu EP website. In
addition, 360-degree videos and other video
content linked to the magazine are posted on
the Kyuden Channel.)
Kyuden Group official Instagram account
Through our official Instagram account, we deliver photos that bring
you closer to the Kyuden Group and Kyushu, with a focus on Kyushu's
nature, landscapes and festivals, including such themes as night views
and illuminated landscapes of Kyushu, landscapes where electricity is
being generated and connected, and natural landscapes we want to
protect in Kyushu.
Introduction of "Korabora Q-den eco" project
with local residents
Introduction of restoration work after heavy
rainfall in July 2020
Introduction of seasonal scenery in various
parts of Kyushu
Dissemination of information via social media
Kyushu EP official Facebook page
The official Facebook page provides information on the Kyuden Group's volunteer activities in the community, useful
information for daily life, and other information on our various initiatives, giving people a better understanding of who we are
and what we do.
In the event of a typhoon or other emergency, Kyushu EP and Kyushu T&D work to provide timely updates on restoration efforts.
Dissemination of information through TV commercials and online videos
We use TV commercials, online videos, newspaper ads, and other media to communicate
our efforts to develop and introduce renewable energy sources to prevent global
warming, as well as our various initiatives to ensure a stable supply of electric power.
The TV commercials and online videos can be viewed on Kyushu EP's official YouTube
(Kyuden Channel) and on Kyushu T&D's official YouTube channel. In addition, videos in
which President Ikebe appears with employees to explain topics and other information
about the Kyuden Group have been available on the Kyuden Channel since April 2023.
Disclosure and dissemination of nuclear power-related information and communication activities
In April 2017, The Kyushu EP established the Siting Affairs &
Communication Division to further improve the transparency of
its nuclear power business by proactively disclosing information
based on customer feedback, and conducting thorough
company-wide communication activities that carefully address
the concerns and doubts of people in the Kyushu region.
Disclosure and dissemination of nuclear power-related
information
Through press releases and our website, we promptly and
accurately disclose and disseminate information on our
measures to confirm compliance with the new regulatory
standards for nuclear power stations, and on the operational
status of the Genkai and Sendai nuclear power stations.
Communication with the local community
In order to reassure the local community that nuclear
power generation is reliable, we believe it is of the utmost
importance to engage in dialogue based on the concept of
risk communication, share the feedback we receive within the
company, including the management, and build a relationship
of trust.
To this end, throughout the company, we strive to disseminate
easy-to-understand information on our efforts to improve
the safety and reliability of our power stations and other
activities, making use of various opportunities to ensure mutual
communication with the community, such as home visits and
on-site tours.
Nuclear Power Information Disclosure in FY2022
1. Press conferences on nuclear power issues: 88
Subject
No. of
conferences
Issues relating to regular inspections of
nuclear power stations14Issues relating to efforts to confirm
compliance with regulatory standards10Issues relating to decommissioning
efforts1Issues relating to transporting new and
spent fuel to and from nuclear power
stations5Issues relating to litigations 9
Issues relating to COVID-19 47
Other (efforts to ensure safety, etc.) 2
2. Content posted on website of Kyushu EP
◦Overview of nuclear power stations◦Operational and regular inspections at nuclear
power stations
◦Problems at nuclear power stations
◦Real-time data (on output and radiation)◦Efforts to ensure the safety of nuclear power
stations
◦Nuclear power information (announcements)
3. Nuclear information booths
At nuclear information booths located in such places
Genkai Energy Park and Sendai Nuclear Power Station
Exhibition Hall, we make a variety of information on
Kyushu EP's nuclear power stations available to the
public.
Examples of available information◦Public notices concerning Kyushu EP◦Applications for permission to install (modify) a
nuclear reactor◦Periodic safety review reports◦Evaluation reports on aging technology◦Data on nuclear power stations◦Disaster prevention work plans for nuclear power
operators
◦Safety agreements
◦Trouble reports◦Safety regulations for nuclear reactor facilities◦Seismic safety evaluation results46Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
Support activities in Kyushu
The Kyuden Group is working with local communities to
create a society friendly to the elderly and children through
various activities, such as food drives and providing places
to hold children's cafeterias.Inspection of wiring in the homes of elderly people living
alone
Kyushu Transmission and Distribution conducts wiring
inspections in the homes of elderly people living alone
and at facilities housing important cultural properties in
collaboration with local social welfare councils, electrician
cooperatives, boards of education, and other organizations
throughout Kyushu.
Kyushu Electric Power Cup (Shimabara Sales Office)
Cooperation with the Kodomo 110-ban
Kyushu EP and Kyushu T&D are working throughout
Kyushu to create a crime-free environment for children by
cooperating with Kodomo 110-ban, a scheme to protect
children.
Indoor wiring diagnosis (Kumage Distribution Office)
Satsumasendai Hanya Festival
(Sendai Nuclear Power Station)
■しかく 
Food drive (Kumamoto
Branch)
We delivered food, daily
necessities, and school
supplies collected from group
company employees to a
local food bank.
■しかく 
Participation in an
event at a children's
cafeteria (Kagoshima
Branch)
We participated in an event
at a children's cafeteria
in Kagoshima City, where
children made their own
chopsticks using wood from
thinned forests.
■しかく 
Holding children's
cafeterias (Fukuoka
Branch)
We held a Kodomo Shokudo
(children's cafeteria) along
with a donation event for
clothes and toys with local
NPOs at Fukuoka Minami
Sales Office's Kitchen Stadium.
Presentation ceremony for a local
organization (NPO Nichinan Kodomo
Shokudo)
Activities rooted in the region
In order to fulfill its roles as a member of the local community and enhance communication with local residents, the
Kyuden Group actively participates in local events and works to build safe and secure communities. In FY2022, a total of
approximately 34,000 employees participated in community and social activities.
Participation in local festivals
Various offices and group
companies participate in and
help run local festivals to
revitalize the local community
and deepen ties with local
residents.
Support for local sports events
Kyushu EP and Kyushu T&D support sports events for
young people with an eye to creating bright and healthy
communities by encouraging and improving the level of
local sports activities.
■しかくTotal Number of Festival Participants
*No participants in FY2020 due to the spread of COVID-19
FY2019 FY2020 FY2021 FY2022
Approx.
2,900
― *
Approx.60Approx.40010 business sites, 12 competitions, 6 events, total of
about 2,900 general participants
Support for sports events in FY2022
●くろまるCommunity and Social Contribution Activities Community watchdog activities
Kyushu EP and Kyushu T&D are cooperating in community
watchdog and crime prevention activities through
agreements and memorandums of understanding with
municipalities and related organizations, taking advantage
of their community-based business structure.
In FY2022, we made four calls throughout Kyushu in the
course of these activities.
Illegal dumping patrols
We are cooperating in environmental beautification
activities through the conclusion of agreements with a total
of 47 municipalities to provide information on cases of
illegal dumping of waste that our employees spot while out
in the field, etc.
■しかく
Breakdown of Donations for Community and
Social Activities (540 million yen)
Field Percentage (%)
Medical care and health 92.9
Environmental conservation 3.4
Science and education 1.3
Regional development 1.2
International exchanges 0.5
Preservation of historic sites and
traditional culture0.2Other (social welfare, sports, etc.) 0.5
Contributing to the community and society through
donations
We are committed to appropriate donations as part of our
social contribution activities that lead to the development
of local communities, based on the idea that "the Kyuden
Group cannot develop without the development of
Kyushu."
FY2022
Total amount
of donations
550 millionyenContributions to relief
projects as stipulated
in local government
ordinances
10 millionyenDonations as part of
community and social
activities (see table on
the right for details)
540 millionyen*Total for Kyushu EP and Kyushu T&D
Collection volunteer
activities
Every year, we conduct
volunteer collection
activities in cooperation
with group companies
to collect such things as
postcards (containing
written errors or unused),
used stamps, and foreign
currencies. The collected
items are donated to local NPOs, volunteer groups, and
other organizations working to solve community and social
issues.
Recipients of collected donations (FY2022)
Postcards◦No. of postcards collected: 2,592 (equivalent to
around 136,000 yen)◦Recipient: NPO Nichinan Kodomo Shokudo
Used stamps◦Amount collected: Approx. 39 kg◦Recipient: Council of Social Welfare
Foreign currency◦Amount collected: Approx. 6 kg◦Recipient: Japan Committee for UNICEF
Support for the volunteer activities of employees
Kyushu EP and Kyushu T&D are creating an environment
that helps employees get actively involved in volunteer
activities by offering a volunteer leave system (seven days
per year), subsidies for volunteer activities, and information
on in-house bulletin boards.
In addition, the scope of awards for contributions to the
local community, presented to employees who have made
steady contributions to local communities over a long
period of time, have been expanded in FY2015 to include
a wide variety of short-term volunteer activities.
■しかく
Volunteer Leave System and Awards for
Contributions to the Local Community
Fiscal year FY2019 FY2020 FY2021 FY2022
No. of days of
volunteer leave
taken (days)
224 117 66 70
Awards for
contributions to the
local community
(persons)
28 28 11 1847Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
Targets
Kyuden Group Management Vision 2030
Strategy I: Developing the
Energy Service Business
Strategy II: Building a
sustainable community together
Strategy III: Strengthening
Our Business Foundation
Kyuden Group DX Vision
DX Roadmap
Business reforms
utilizing digital
technology
Innovation
Promotion of
data utilization
Promotion of
Agile development
DX human capital
development and
literacy improvement
Structural reform of
ICT infrastructure
Reforms in
both directions
Promote DX by advancing business reforms, innovation and ICT infrastructure structural reforms,
supported by human capital development, data utilization promotion, and the promotion of Agile development48Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human RightsDXThe Kyuden Group views the essence of digital transformation (DX) as "corporate transformation." With this in mind, we aim
to increase profits, create new businesses, improve productivity, and strengthen our business infrastructure by making full
use of digital technology and data to fundamentally reform our services, business models, and business processes, while also
seeking to transform our people, organizational climate, and culture.
In addition, we will formulate a DX Vision describing what we aim to achieve through digital transformation, as well as a
DX Roadmap, which is a basic plan for promoting digital transformation. By clarifying and sharing basic concepts and other
information, we will unify the awareness and will of the Group and ensure that we achieve our goals and contribute to the
fulfillment of the Kyuden Group Management Vision 2030.
Policy and Approach
In order to further accelerate radical reform of operations and the development of new businesses with digital technology as
the starting point, we appointed a Chief DX Officer and established the DX Promotion Division on July 1, 2022.
The DX Promotion Division and each business division and group company will work together to create new businesses
and reform operations using digital technology, thereby enhancing the corporate value of the Kyuden Group and leading to
sustainable growth.
Promotion Framework
●くろまるBusiness Reforms
In order to achieve business reforms utilizing digital technology, we have established eight themes and 18 measures,
including "automation and centralization of field operations," "reform of common operations," and "realization of data-based
decision making," and are promoting these initiatives.
We have designated the head of each business division as a "business reform leader," under whose leadership the business
divisions, DX Promotion Division, and Information and Communication Division cooperate with each other to promote
initiatives.
●くろまるICT Infrastructure Reforms
In order to implement structural reforms to our ICT infrastructure, we have set eight themes and 23 measures, including
"establishment of a simplified development infrastructure for in-house system development," "construction of a data utilization
infrastructure," and "expansion of virtualization infrastructure and external cloud services," and are promoting efforts in these
areas.
Since structural reforms to our ICT infrastructure are an important element in supporting our digital transformation, we will
promptly implement the following policies in order to achieve our vision:
・An infrastructure that can be utilized across divisions and groups
・A infrastructure that is highly scalable and can reduce operation and maintenance costs
・Development standards and an operation system that promote efficient development and utilization of ICT infrastructure
Initiatives
●くろまるPromotion of Data Utilization
We focus on the three areas of data utilization support and awareness, data management, and data governance so as to
achieve data-driven corporate activities, improve productivity, and reform business. In order to spread and promote the use
of data, we will focus on self-BI (visualization and simple analysis) and advanced analysis (forecasting and optimization), while
developing a well-balanced data use environment that is both secure and highly convenient so that each and every employee
can use data autonomously.
●くろまるPromotion of Agile Development
Agile development is a method of development that enables a flexible response to changes in the business environment
by implementing functions little by little in a short development cycle. In our current system development, we are actively
selecting and promoting Agile development while confirming its applicability.
Since cooperation between users and developers is essential in promoting Agile development, we will provide a selection
of Agile training programs and share in-house practical examples and know-how to all parties concerned, including each
business division, in order to increase momentum for its application.
●くろまるAggressive DX
We are considering initiatives to improve the value of our products and services and to fundamentally reform our customer
contact points and business models through the use of digital technology. Specifically, we are taking on the challenge
of creating a variety of new businesses that will lead to new value and solutions to social issues, such as the provision
of services based on data analysis platforms for smart meters and other devices. In addition, we are also working on
collaborations with other companies that combine the digital technology and business ideas of startup companies with the
resources of the Kyuden Group.
Issue FY2023 Target
FY2022
Target
FY2022 Results
Scope of
performance
aggregation
Promotion of digital
transformation
(transformation of business
structure and processes,
etc.)
• 
Promotion of individual digital
transformation plans: 50 cases
• 
Self-BI (Tableau)
implementation and
deployment: 50 casesー• 
Promotion of individual digital
transformation plans: 50 cases
• 
Self-BI (Tableau)
implementation and
deployment: 30 casesー49
Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
Targets
Innovation
KYUDEN i-PROJECT was launched in January 2017 to promote innovation throughout the Kyuden Group.
Through innovation initiatives in Kyushu, the base of the Kyuden Group, we aim to contribute to our customers' comfortable
and environmentally friendly daily lives and to change the world by creating businesses and services from Kyushu that we can
be proud of.
Support
Overview of KYUDEN i‐PROJECT
Build infrastructure to support initiatives
Establish organizational and investment frameworks, identify and
train human resources, promote internal and external communication, etc.
Nurture
business ideas
Create
business ideas
1. Cross‐group innovation (i‐Challenge, etc.)
2. Open innovation (co‐creation with other
companies)
Identify
promising
projects Establish a system to quickly examine
promising projects for commercialization
and evaluate them step by step
Policy and Approach
KYUDEN i-PROJECT is under the direct control of the president to ensure prompt and flexible decision-making that goes
beyond conventional organizational and operational frameworks.
When considering commercialization and service development, venture capitalists, university professors and other specialists
serve as advisors, and the opinions of outside experts are also taken into consideration.
KYUDEN i‐PROJECT
Collaboration, knowledge and
know‐how sharing for business creation
Each division Group companies
Advisors (internal and external experts on innovation)
Incubation Lab (office)
Sponsor: President
Sub‐sponsors: Vice President and others
Promotion Framework
●くろまるi-Challenge, a Project to Create Business Ideas
●くろまるKyuden Open Innovation Program 2023: Inspiration and Co-Creation
Major Commercialization Projects Born from KYUDEN i-PROJECT
The Kyuden Group is engaged in an open innovation program that aims to create new businesses by combining creative and
innovative business ideas from outside companies and other entities with the group's management resources.
This program is a continuation of the Inspiration and Co-Creation program launched in 2022 targeting information and
telecommunications assets, and will be implemented in the civil engineering and construction fields in FY2023.
In April 2023, the program called for business ideas that utilize our assets and significantly update existing operations in the
civil engineering and construction fields, and plans to award prizes for excellence after selection by November 2023.
We will consider collaborating with the award-winning companies to create new businesses and undertake other ventures.weevAn EV sharing service
exclusively for condominium
residents. Provides residents
with a safe, convenient, and
comfortable EV car life.
Lithium-ion battery pack
manufacturing and sales business
A business that manufactures
and sells battery packs for
industrial machinery using
EV lithium-ion batteries,
utilizing the battery control
and monitoring technology,
etc. owned by Kyushu Electric
Power.
Mirai salmon
An onshore salmon farm
constructed on the site of the
Buzen Power Station (Buzen
City, Fukuoka Prefecture).
The farm will contribute to
the stable supply of safe and
reliable marine products in
Japan.
PRiEV
An EV charging service for
condominiums. Provides a
comfortable EV charging
environment by equipping each
section of the parking lot with
EV charging facilities exclusively
for individuals.
PDLOOK
A service that measures and
diagnoses the health of the
private-use on-site cables of
special high-voltage and high-
voltage operators without
interruption and without
stopping their business
activities, and monitors and
diagnoses trends for signs of
abnormalities that are useful
for maintenance management.
Okeiko Town
A lesson matching platform
that connects people who
want to teach and people who
want to learn.
We have held i-Challenge every year since FY2017, with the seventh event scheduled to be held this year. Under this project,
we recruit people and teams who have enthusiasm and interest in innovation from across the Kyuden Group, and create
promising business ideas through the combination of a "nurturing phase" involving workshops and mentoring by outside
experts, and a "selection phase" involving presentations. To date, about 500 business ideas have been proposed, and about
800 members have participated in this event.
Initiatives
Issue FY2023 Target FY2022 Target FY2022 Results
Scope of
performance
aggregation
Promotion
of value
co-creationandinnovation
• 
Number of participants in
KYUDEN i-PROJECT: 100
participants/year
• 
Number of individual projects
leading to commercialization,
services, and final proposals:
3 or more projects/year
• 
Number of participants in
KYUDEN i-PROJECT: 100
participants/year
• 
Number of individual
projects leading to
commercialization, services,
and final proposals: 3 or
more projects/year
• 
Number of participants in
KYUDEN i-PROJECT: 169
participants
• 
Number of individual projects
leading to commercialization,
services, and final proposals:
2 projectsーCompulsory education Optional training
(voluntary/selective)
Problem‐solving skills training Self‐development
support
Key themes
Common to
both companies
All levels
By level
Human Rights
(including Buraku issue)
Special
management
level
Management
level
Mid‐level
employees
Young
employees
Employees can choose from a
diverse range of options to learn
what they need, when they need it
1. DX literacy
2. Communication
3. Career development
Management leader
training・ Executive course・ Advanced course
Basic management course
Management
& leadership course
Next generation capacity
building course
(Implemented on a trial basis)・ Content based on the concept
of autonomy, co‐creation, and
learning together
Department‐specific training/on‐the‐job training support, on‐site WS
Career support
Sustainability Compliance
Diversity
Safety
Information security and
personal information protection
Training for new department
heads and new general managers
Training for newly appointed
group managers
Training for new managers
Career advancement training for
younger employees
New employee training・ Distance learning・ E‐learning・ Assistance in
acquiring important
qualifications, etc.
Dispatch‐type
training・ Kyushu
Seisansei‐
Daigaku・ The Kyushu‐Asia
Institute of
Leadership・ Overseas MBA, etc.■しかくEducation System
Management leader training (selected)
A program to acquire the transformational leadership required of managers through dialogue with outside experts, exercises,
and practice in the workplace. Conducted to cultivate in management candidates the mindset, perspectives, and decision-
making framework required of managers, going beyond the scope of operations of individual departments.
Basic management course (open application/recommendation)
Conducted to acquire and strengthen the basic knowledge and skills necessary for autonomous business operations based
on managerial thinking.
Kyushu EP and Kyushu T&D have formulated educational policies and plans based on the Kyushu Electric Power (Kyushu EP)
Education Charter, which serves as a guideline for employee education. The aim is to promote employee growth toward the
human resource model to which we aspire.
We are also engaged in initiatives to develop human resources with the aim of strengthening the Group's overall capabilities
through the joint implementation of training for the entire Group and the effective use of training facilities.
Human Resource Development
Policy and Approach
Kyushu EP Education Charter
Based on the belief that human resources are our most
important asset and the driver for improving our corporate
value, Kyushu EP pledges to promote employee education
by ensuring that management and indeed all employees
will understand and share this charter.
1. Purpose of Education
The purpose of education is to promote the personal and
professional growth of each and every employee for the
development of the company and self-realization of the individual
through their own work.
2. Basic Position on Education
Based on the principle that ideal learning takes place when both
the learner and teacher work in harmony, our education assumes
a desire for self-betterment on the part of each employee and
the will to develop on the part of the company and those in
managerial positions.
3. Educational Content
Education shall consist of character development and other
components that build mindfulness, as well as training to acquire
the knowledge and skills necessary for performing jobs.
4. Education Promotion System
Education shall be based on education in the workplace, with the
Human Resources Revitalization Division responsible for facilitating
the acquisition of character development and abilities commonly
acquired by all employees. Each individual department will
promote the mastery of its own specialized knowledge and skills.
5. Employee Commitment
Employees shall always be conscious of their role as a Kyushu
EP employee and embrace the desire to improve as such, while
striving for self-improvement and mutual improvement.6. Training Responsibilities of the Management Team,
Managers, and Non-managerial Employees
The management team, managers, and non-managerial employees
shall recognize that the development of ensuing cohorts is an
important responsibility, and shall always apply themselves to the
education of others with both compassion and high expectations.7. Assessment and Utilization of Educational Performance
The company shall fairly assess the results of education and work
toward the further growth of employees and the development
of the company via opportunities for employees to demonstrate
what they have learned.
8. Promotion of Group-wide Education
Working toward integrated development of the Group, the company
will strive to educate all members of the Kyuden Group through
means such as the sharing of educational opportunities.
Established in Oct. 2007
Revised in Apr. 2020
Our Vision of the Human Resources We Strive to Be
With an aim to realizing the Kyuden Group's Mission, there
are five values we hold dear in our aim to be employees who
work hard and grow, as we individually increase our capacity
to perform our jobs and contribute to the organization.
The Five Values We Hold Dear
• Respect for others
Respect individuality and have compassion for individuals from all
walks of life.
• Value ethics
Hold yourself to the highest standards in doing due diligence to
meet the expectations of society.
• Adherence to our mission
Fulfill your responsibility as the member of a team committed to
the betterment of society.
• Serve the customer
Serving the customer is always the starting point of everything we do.
• Challenge yourself to be better
Envision the ideal and apply your desire to improve to take on
the challenge of making that happen.
The Ability to Independently Perform Your Duties
• Thinking
Picture a desirable outcome, identify the essence of what it
will take to realize that, and create the steps to achieve it.
(Conceptual, analytical, and planning skills)
• Taking action
Possess expertise, the skills to communicate with others while
building relationships of trust, make optimal choices, and achieve
goals. (The ability to take action, make the right choices, better
communication skills, better expertise, better skills)
Ability to Contribute to the Organization
• 
Wield the passion to lead and nurture subordinates
and junior employees.
(Leadership and development skills)
• Motivate team members and lead the entire team.
(Leadership)
• 
Respect team members and support team
management.
(Teamwork skills)
• Influence others by earning their trust and respect.
(An individual who wins the respect of others)
Established in Apr. 2011
Revised in Apr. 2020
Promotion Framework
Based on the Kyushu EP Education Charter, which is the guideline for employee education, the fundamental of education is
workplace education. The Human Resource Vitalization Division is promoting character building and the acquisition abilities that
all employees are equipped with, while each department is taking the lead in promoting departmental expertise and skills.
Initiatives
We will position the development of abilities common to everyone at Kyushu EP and Kyushu T&D and specific abilities
expected of employees at each stage of their careers as compulsory education, through which we will seek to form the
foundations of individuals and organizations. In addition, we will support the autonomous learning and growth of individuals
and develop a systematic and diverse program to realize organizational management that leverages diversity and facilitates
co-creation, leading to the evolution of individuals and the organization.
●くろまるOutline of the Education Program
On-the-job training (OJT)
Targets
Issue FY2023 Target FY2022 Target FY2022 Results
Scope of
Performance
Aggregation
Securing and
developing strategic
human capital
• 
DX specialist human resources
training: 200 participants (to be
developed intensively in FY2023)
Securing and developing
highly specialized and DX
human resources
DX specialist
training
participants: 36*1*1 Kyushu EP and Kyushu T&D50Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
To fulfill the Kyuden Group Management Vision 2030, we are promoting a range of initiatives to bring about a digital
transformation (DX), including the use of ICT to improve the efficiency and sophistication of our operations.
In order to further accelerate radical reform of operations and development of new businesses with digital as the starting
point, in FY2022, we implemented DX Specialist Human Resources Training aimed at developing human resources who
will lead the Kyuden Group's digital transformation, and DX Literacy Improvement Training aimed at helping all employees
develop a DX mindset.
In FY2023, we will incorporate practical training in such areas as data analysis, visualization, and report writing into the
DX Specialist Human Resources Training program. In addition, we will conduct training for all employees to acquire basic
knowledge and skills, and develop human capital who will proactively engage in DX at their workplaces by FY2025.
Furthermore, we will introduce a reverse mentoring system in which young employees train managers, in order to promote
understanding of digital knowledge.
Aiming for the integrated development of the Kyuden Group, Kyushu EP will continue to systematically implement joint
group education and training as the Kyuden Group Mirai-Juku by grasping the needs of group companies in order to develop
effective education and training programs that will lead to the improvement of the Group's overall capabilities.
●くろまるDevelopment of Human Resources to Promote the Kyuden Group's DX
●くろまるGroup-wide Human Resource Development
■しかくOverview of Each Department's Initiatives to Ensure Acquisition of Skills and Competencies
Kyushu Electric
Power
(Kyushu EP)
Thermal Power
Division
• 
Implementation of education tailored to the level of growth of each individual, as based on the
educational plan
• 
Initiatives to familiarize employees with the necessary operations of the Thermal Power Division
and to work toward mastery of highly specialized knowledge and skills
• 
Initiatives to develop human resources who can play an active role in a wide range of fields and
respond flexibly to changes in the business environment
Civil & Architectural
Engineering Division
• Initiatives to improve onsite and management skills through onsite-focused education
• Initiatives for practical education and training using dam operation simulators, etc.
Nuclear Power
Division
• 
Initiatives for the acquisition of a wide range of knowledge on matters such as plant operation
and equipment
• 
Initiatives for the prompt acquisition of expertise on matters such as facility maintenance and
management, radiation and nuclear fuel management
• 
Initiatives for practical education and training through the effective utilization of operation
simulators and maintenance training facilities available at the Power Plant Training Center, as
well as at various external training facilities and training programs
Information &
Communications
Division
• 
Initiatives to maintain and pass on the information and communication technologies necessary
for the betterment and greater efficiency of the electric power business
• 
Initiatives to improve technological capabilities for the future promotion of digitalization, such as
in drones, security, IoT, and AI
Kyushu
Transmission and
Distribution
Transmission &
Substation Division
Power System Operation
& Engineering Division
• 
Initiatives to maintain and pass on maintenance technology through the development and
operation of a cooperative system with a group company (Kyuden High Tech Co., Ltd.)
Distribution Division
• 
Initiatives to improve skills for restoring power distribution facilities through means such as
periodic power distribution work technical training
Kyushu EP and Kyushu T&D implement initiatives* to improve the knowledge and skills of employees in each department
to acquire the technology and skills they need to perform their jobs. In addition, for mid-career hires and employees whose
duties have changed significantly due to changes such as transfers, we provide appropriate follow-up at each workplace to
ensure the prompt acquisition of skills and competencies.*Initiatives that enable employees to acquire the necessary knowledge and skills in a step-by-step manner, based on clearly defined benchmarks and period for
achieving competency in being able to perform their work.
●くろまるInitiatives to Maintain and Pass on Technical Skills
●くろまるAverage Number of Training Hours per Employee
●くろまるPeriodical Personnel Appraisal and Feedback for Growth
Item FY2022
Average number of training hours per employee 51.0 hrs
Education and training expenses per employee 67,000 yen
*Excludes employees on leave (excluding those on leave)
Nuanced assessment of individual performance and reflection in evaluations
Kyushu EP and Kyushu T&D assess employee performance not only on the
basis of performance (results), but also on the basis of their attitude toward
challenges, awareness of compliance, and the process of efforts they have
demonstrated in the course of performing their work.
Of particular note, general employees are informed at the beginning of
each fiscal year of the expectations in their work performance that will be
used as the baseline of their evaluation.
The results of the analysis conducted at the time of the evaluation of
general employees are also applied to training and guidance in order to
further develop human resources.
In addition, for non-managerial employees, who account for about 60%
of the total number of employees, we conduct "Step Up Interviews" in
which superiors and subordinates discuss matters such as strengths, areas for improvement, and future career plans, based on their engagement in
operations over the prior year. Mutual perceptions are shared with the aim of stimulating the subordinates' motivation and leading to planned daily
development and guidance. This is one instance of a system (Step Up Support System) we have established that links the results of analysis (matters
such as the work performance of each employee) that serve as the baseline for personnel appraisals and the further growth of employees.
In addition, from the viewpoint of enhancing the objectivity and acceptability of personnel evaluations, we have introduced a 360-degree evaluation
system that supplements the supervisor's evaluation by collecting facts on the employee's behavior and other information from various aspects.
■しかくHow Personnel Appraisals Work
Components of a personnel appraisal Reflection
Analysis rating Overall grade
Compensation
Promotion
Human resource
development
Status of
operations
engagement
(process)
Results of
operations
(results)
Performance
evaluationJob evaluation
Actions Sought in Each and Every Employee to Realize the Management Vision
Open up: Open up your mind and open up a whole new world
The values and needs of the world are constantly changing, and technology is constantly advancing. We need to be
sensitive to and anticipate these changes and progress, and to apply them to our work.
Each of us should always ask ourselves if our current way of working is indeed the best way. In addition, we should
broaden our perspectives to include other industries and fields, while valuing different opinions and ways of thinking
as we evolve our technologies and services to meet the needs of society and our customers.
Speed up & step up to the challenge: Continue to step up to challenges with speed and passion
In order to respond to the desires of our customers in a timely manner, it is important that we act quickly and not miss
any opportunity. By taking action first and foremost, new insights will emerge and bring with them a changing landscape
that comes into view. We are not afraid to take risks when taking steps toward the future with passion and courage.
The challenges and efforts we make are the fuel that will propel us into the future.
Learning: The joy of learning and growing forever
The world never stops moving forward. At the same time, we can continue to grow by learning, regardless of our age
or point in life.
In order to be the professionals who can meet the expectations of our customers, we must always maintain the desire
to learn and continue to refine our knowledge and skills through our practices on the job.
As we move toward the realization of Kyuden Group Management Vision 2030, it is necessary for each and every employee
to see change as an opportunity and respond appropriately. To this end, Kyushu EP and Kyushu T&D have defined actions that
warrant particular attention to engaging in as "Actions Required of Each Individual to Realize the Management Vision." We are
promoting efforts to put these actions into practice, such as by presenting them with awards for their outstanding efforts.
In addition, in FY2021, we introduced various systems with the aim of supporting employees' independent challenges and
growth, such as allowing them to pursue side jobs outside the company or concurrent jobs within the company. By doing so,
we are working to create an environment where people with diverse experiences can play an active role, thus accelerating
the growth and evolution of both our human resources and the group.
●くろまる
Secure and Develop Human Resources Who Can Contribute to the Realization of the Management Vision
■しかく
Initiatives to Secure and Develop Human Resources Who Can Contribute to the Realization of the Management Vision
Support for employees
who autonomously
take on challenges
• In-house recruitment and Job Challenge Program
• Human resource bank systems
• 
Introduction of side jobs outside the company and concurrent jobs within the company
• Leave of absence for privately funded study abroad, etc.
Onboarding of human
resources
with diverse
experience
• 
Open recruitment (recruitment of people with experience working outside the company)
• 
Job return recruitment (rehiring of former employees who had switched to a different employer)
• 
Comeback recruitment (rehiring of employees who retired due to reasons such as childcare or
nursing care)
• 
Utilization of human resources outside the company (side jobs and concurrent jobs)
• 
Employment of highly specialized personnel51Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
■しかくFull-time Employees by Gender (end of fiscal year)
FY2022
Male 6,416 (86.5%)
Female 999 (13.5%)
Total 7,415
■しかく
Managers (end of fiscal year)
FY2022
Male 2,959 (95.8%)
Female 130 (4.2%)
Total 3,089*Managerial positions refer to section chief level or
higher (excluding executives)
■しかく
Temporary and Contract
Employees (end of fiscal year)
FY2022
Contract employees 173
Male 72
Female 101
Temporary employees 246
Total 419
■しかくLeavers (fiscal year)
FY2022
Male 69 (1.05%)
Female 24 (2.34%)
Total 93 (1.22%)*The figures in parentheses represent the ratio of
the number of leavers to the number of full-time
employees of each gender.
■しかく
Labor Union Members
(end of fiscal year)
FY2022
No. of
employees
7,415
No. of union
members
4,480
Membershiprate60.4%
■しかくFull-time Employees by Age (end of fiscal year)
FY2022
Age Male Female Total
20s and under 894 (13.9%) 320 (32.0%) 1,214
30s 1,105 (17.2%) 224 (22.4%) 1,329
40s 1,855 (28.9%) 226 (22.6%) 2,081
50s 2,335 (36.4%) 212 (21.2%) 2,547
60s and over 227 (3.5%) 17 (1.7%) 244
Total 6,416 999 7,415
Average age 43.7
Average years of
service23.4■しかくGender pay gap (FY2022)
Regular employees Non-regular employees All employees
Kyushu EP 67.2% 43.5% 61.7%
Kyushu T&D 64.7% 54.7% 45.8%*The ratio of average annual wages of women to average annual wages of men is calculated based on the provisions of the Act on the Promotion of Women's Active
Engagement in Professional Life (Act No. 64 of 2015).*Wages include standard wages, overtime allowances, bonuses, etc., and exclude retirement allowances, commuting expenses, etc. However, in the case of post-
retirement rehired workers, bonuses paid based on service prior to retirement are not included.*Calculated based on the average number of employees on the first day of each month. However, unpaid employees and employees on childcare leave or nursing care
leave are not included. Personnel on secondment are calculated as the number of employees at the originating company.*For details on the factors behind the above difference, please refer to the Database of Companies that Promote Active Roles for Women in the Workplace.
■しかく
Basic Employee Data (end of fiscal year)
2020 2021 2022
No. of
employees
(employees +
career-track
employees)
12,717 12,543 12,339
Male 11,660 (91.7%) 11,481 (91.5%) 11,267 (91.3%)
Female 1,057 (8.3%) 1,062 (8.5%) 1,072 (8.7%)
No. of
people in
management*1
4,667 4,664 4,655
Male 4,544 (97.4%) 4,537 (97.3%) 4,519 (97.1%)
Female 123 (2.6%) 127 (2.7%) 136 (2.9%)
Number
hired (FY)
305 274 265
Male 248 (81.3%) 230 (83.9%) 217 (81.9%)
Female 57 (18.7%) 44 (16.1%) 48 (18.1%)
Average age 44.2 44.4 44.5
Male 44.7 44.9 45.1
Female 38.3 38.4 38.3
Average years
of continuous
employment
24.2 24.4 24.5
Male 24.8 25.0 25.1
Female 17.8 17.8 17.6
No. of
labor union
members*2
Ratio of labor
union members
to total
employees
8,568
(67.4%)
8,368
(66.7%)
6,722
(54.5%)*1 Employees in section chief level or higher (excluding executives)*2 The number of persons covered by the collective agreement. Based on the
union store agreement, all employees (excluding special managers, etc.)
are members of the labor union, and the labor union membership rate of
the relevant employees is 100%.
■しかく
Attrition Rate (employees who left for personal
reasons/employees at the beginning of the term
x 100) (each year)
2019 2020 2021 2022
No. of
employees who
left the company
(including retirees,
deceased persons, etc.)
421 479 503 551
No. of
employees
who retired for
personal reasons
(indicated again)
96 94 125 114
No. of employees
at beginning ofterm12,890 12,761 12,551 12,315
Attrition rate 0.74% 0.74% 1.00% 0.93%
■しかく
Contract Employees and Temporary Staff
(end of each fiscal year)
2020 2021 2022
No. of contract
employees
273 305 215
No. of
temporary
employees
558 527 395
■しかく
Heads of Organizations and Important
Employees including Managers
(end of each fiscal year)
Heads of
organizations
Important
employees
(indicated again)
2020 2021 2022 2020 2021 2022
Male 1,301 1,276 1,056 90 91 92
Female 20 22 13 2 1 2
Total 1,321 1,298 1,069 92 92 94
Data on Employees (Kyushu EP and Kyushu T&D*)*Figures for 2019 are for Kyushu Electric Power (Kyushu EP).
In April 2020, Kyushu EP's power transmission and distribution business was split off as Kyushu Transmission and Distribution (Kyushu T&D) but for the purpose of
comparison, here each year's figures are for both companies
Data on Employees (Kyushu EP)52Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
Diversity
On the path to creating a firmer business foundation, the Kyuden Group is working to create a workplace culture that
emphasizes diversity.
By maximizing the strengths, individuality, and abilities of each and every employee, regardless of gender, age, nationality,
religion or any other differences, we will strive to increase our corporate value. In this process, we will also strive to realize
"Kyuden Group: Creating the future, starting from Kyushu" by providing a workplace that is welcoming to diverse human
resources, individuals who feel growth and meaningfulness in their work.
The Diversity Promotion Group of the Human Resource Vitalization Division of the Business Solutions Headquarters serves as
the secretariat, and works in cooperation with the personnel and labor related groups of each branch to promote diversity in
unison with management.
Policy and Approach
Promotion Framework
Targets
The Kyuden Group is striving to promote the employment
of persons with disabilities in order to contribute to the
creation of a society where they can play an active role in
their community and in society.
In particular, in addition to its existing subtitling business,
Q-CAP, a special subsidiary, is working to expand job
opportunities for people with disabilities by developing
business support services.
As of June 2022, the employment rate of persons with
disabilities was 2.46%, and in order to maintain and in fact
increase the number of persons with disabilities above
the legally mandated employment rate, we will continue
to systematically hire such individuals by implementing a
special selection process for regular hiring periods.
■しかくNumber and Employment Rate of Employees
with Disabilities
●くろまるPromotion of the Employment of
Persons with Disabilities
Initiatives
●くろまるPromoting Greater Success for Seniors
■しかくInitiatives for Raising Employment Awareness
Career design training
Target: Employees aged 53 to 55
Objective: Create opportunities for becoming more concretely aware
of one's own future, enhancing one's future work life and
thinking about post‐retirement paths
Preparation training for post‐career‐track employees
Target: Employees aged 59 (employees wishing to utilize the program)
Objective: Become prepared, mentally and otherwise, to change
one's awareness with the change in role that comes with
being a career employee and to willingly work in harmony
with regular, pre‐retirement employees
Career development consultation
Target: Employees
Objective: To confer with a career consultant to clarify the
individual's perspective on career planning by becoming
cognizant of their own aptitude, abilities and interests
Kyushu EP and Kyushu T&D have established systems to motivate and enable employees aged 60 and over, who are valuable
human resources with a wealth of experience and advanced knowledge and skills, to play an even more active role in the
company. These include the Career Employee Program, a system for rehiring employees who have reached the mandatory
retirement age, as well as the Career Bank Program, a system for commissioning work based on the wishes of retired
employees.
In addition, we provide a wide range of support for those aspiring to a second career, such as the introduction of the Side
Job System, which allows employees to pursue side jobs outside the company, as well as a Reemployment Support Course
and transfer preparation leave program.
Going forward, we will continue to consider measures to enhance senior employment, including expanding the scope of
activities, and conduct initiatives for raising employment awareness.
■しかく
Creation of an Environment to Allow Senior
Workers to Flourish2402602803003203403601.41.51.61.71.81.92.02.12.22.32.42.52015.6 2016.6 2017.6 2018.6 2019.6 2022.6(%)253.5
271.5
276.5
300.5
310.0
320.52.302.46
2020.6
307.02.202.32
2021.6
301.02.302.292.202.202.262.082.042.002.002.001.912.34
year/
month
( )
(persons)
Number of employees
with disabilities
Employment rate of
persons with disabilities
Statutory
employment rate
*Under the special rule for related subsidiaries, Q‐CAP Co., Ltd. and Kyushu Transmission and
Distribution, are subject to lump‐sum accounting.
Career Employee Program
Target: Employees up to 65 years of age who have reached
retirement age
Objective: To create an environment for continued employment
through post‐retirement reemployment
Career Bank Program
Target: Retirees, voluntary retirees over 50 years of age, etc.
Objective: To improve the working environment in the form of
outsourcing
Side Job System
Target: Employees 57 years of age and older; career employees 62
years of age and younger
Objective: To support employees in pursuing a second career by
allowing them to work for other companies or start their
own businesses while working for our company
Issue FY2023 Targets FY2022 Targets FY2022 Results
Scope of
Performance
Aggregation
Promotion of
diversity and
inclusion
• 
No. of women newly
appointed as managers or to
top management positions
in the organization (FY2019–
2023): More than 3 times
FY2009–2013 levels
• 
Male childcare leave: 100%
• 
Eruboshi certification
No. of women
newly appointed as
managers or to top
management positions
in the organization
(FY2019–2023): More
than 3 times FY2009–
2013 levels
• 
No. of new female managers
appointed: 2.72 times (16 (49
cumulatively))
No. of women appointed to
top management positions in
the organization: 4 times (6 (28
cumulatively))
• 
Male childcare leave: 80.6%
• 
Eruboshi certification*1*1 Kyushu EP and Kyushu T&D53Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
Kyushu EP and Kyushu T&D are rolling out comprehensive initiatives to support better career development for women, and
to raise awareness and foster a corporate culture that supports these initiatives, with the aim of creating corporate culture
brimming with vitality and a workplace, where each and every employee, regardless of gender, age, etc., can work with
satisfaction and fulfillment.
In addition, we have introduced a system to rehire employees who have resigned due to personal circumstances, and a
leave-of-absence system for those who will be accompanying their spouse on a job transfer, in an effort to enhance the
working environment so that employees can continue to work after marriage or childbirth. In relation to the Act on Promotion
of the Women's Participation and Advancement in the Workplace, we have formulated the second phase of our action plan
(FY2019 to 2023) and are engaged in further efforts to improve the situation of women in the process of developing their
career.
Action Plan to Promote Active Roles for Women
Plan period
April 1, 2019 – March 31, 2024
Targets
During the five-year period until FY2023 (FY2019-2023), we are aiming to at least triple each of (1) the number of
appointments of women to managerial positions and (2) the number of appointments to women in top management
positions in the organization, relative to the period five years prior to the introduction of the action plan (FY2009-2013).
Main initiatives over the next five years
▶Enhance measures to support women building their future careers
• Planned development, transfers, and assignments that take into account life-changing events such as marriage,
childbirth, and childcare
• Support for subordinate management development from a long-term career development perspective
• Support for career development according to the development stage (younger, mid-career, childcare stages)
▶Training and promoting women to lead the organization
• Planned development, transfers, and assignments to continuously develop management skills
• Offer seminars to cultivate managerial perspectives and awareness
• Provide opportunities to cultivate the perspective of prospective management candidates of tomorrow
▶ Further enhancement of a working environment in which both men and women can continue their career with
assurance even while taking on the tasks of housework and childcare
• Enhance the working environment so that employees can concentrate on their work while taking on the tasks of
housework and childcare
• Enhance the working environment so that employees can continue to work even after marriage or childbirth
• Offer new seminars to support men's participation in housework and childcare, and provide related information on
role models, etc.
Eruboshi Certification under the Act on Promotion of
Women's Participation and Advancement in the Workplace
The Minister of Health, Labour and Welfare granted recognition to our company in July 2016,
and to our group company Kyuden Sangyo in February 2018, as companies that excel in the
implementation of initiatives for promoting active participation by women.
Eruboshi certification mark
▲さんかく
●くろまるPromoting the Empowerment of Women ■しかくPromoting the Empowerment of Women
Raising awareness,
fostering workplace
culture
●くろまる Message from the president
●くろまる 
Utilization of internal communication (TV)
●くろまる Disseminating information through the company Intranet "Tri-net"
• Introducing senior female employees as role models
• Introducing initiatives implemented within the company
• Introducing information from outside the company and information on seminars
●くろまる Getting the management involved
• Conducting trainings to explain the promotion of diversity to management
• Exchanging opinions with executives at regional branches
Creating better career
paths for women
●くろまる 
Expanding the choice of roles for women
●くろまる Offering round-table discussions and career development seminars for female
employees
●くろまる Publication of career development support materials and individual consultation
Supporting the balancing
of work and family life
●くろまる Hosting work-family life balance support seminars and fatherhood classes
●くろまる Creating and distributing a work and child-rearing or nursing care support guide
●くろまる Making available a workplace environment in which both men and women
can continue their careers with assurance even while taking on the tasks of
housework and childcare
Use of "Tri-Net" for Diversity Promotion
To press forward from the perspective of attitude and organizational climate reform to promote diversity, we have
established the "Tri-Net" intranet as a place for open communication in which all employees can participate, and as a
venue for the continuous dissemination of information on diversity promotion and work-life balance.
Main contents
●くろまる Message from management
●くろまる Featured examples of the diverse ways in which employees are active
●くろまる Topics related to diversity promotion inside and outside of the
company
●くろまる Featured initiatives that promote diversity, such as lectures and
round-table discussions
●くろまる Discussion board on diversity promotion and work-life balance
(for a free exchange of opinions)
The "Tri-Net" format54Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
パフォーマンスデータ
Policy and Approach
Promotion Framework
Kyushu EP and Kyushu T&D are coming together to promote work style reform aimed at creation of environments where
employees can actively engage in their jobs; enhancement of labor efficiency through going increases in operational
efficiency; and the fostering of a corporate culture that encourages employees to take on new challenges.
Kyushu EP and Kyushu T&D are continuously promoting reforms while management discusses and evaluates the content and
status of efforts to reform work styles.
Establishment of Workplace Environments
Initiatives
●くろまる Work reforms・Streamline work and reduce overtime through a fundamental review of existing operations・Promote business reforms to improve efficiency and productivity by disseminating the Key
Rules of Work, group-wide common rules on how work should be performed, and by sharing
examples of good practice・Promote business reforms through digital transformation
●くろまる Promotion of remote work and development of work systems・Implement "hybrid work" that effectively combines remote and in-company work・Further develop and establish remote work, introduce a super-flex system,* and expand
satellite offices to realize flexible work styles that are not restricted by time and place・Introduction of full remote working (main office workplaces)
*Flexible work system with no core hours
●くろまる Reform of awareness and organizational climate・Foster awareness for productivity improvement and effective management skills through
training for managers, etc.・Generate awareness of remote harassment prevention and other issues through training for
all employees
Major revisions to systems that contribute to flexible work styles, etc.
Apr. 2020 
Introduction of intervals between work hours (secure at least 10 hours in principle)
Jul. 2020 
Introduction of staggered work hours system for better work-life balance
Aug. 2020 
Introduction of a system for flexible use of breaks (lunch break shift)
Apr. 2021 
Expansion of telework (expansion of applicable workplaces, elimination of restrictions
on working hours, etc.)
Dec. 2022 Introduction of full remote working (main office workplaces)
Apr. 2022 Introduction of super-flex system
●くろまるPromotion of Work Style Reform
To enhance employee work-life balance, Kyushu EP and
Kyushu T&D are promoting the use of flex time and other
flexible work schemes, making efforts to raise labor
productivity through workstyle reform, implementing no
overtime days and encouraging employees to use their
annual paid leave. In these and other ways, we are working
to reduce employees' total working hours.
In addition, we are strictly managing hours worked by
monitoring employees' computer use to promote their
mental and physical health and ensure compliance with
relevant labor laws.
●くろまるEnhancing of Work-life Balance
As part of the process of developing an environment in which diverse human resources can play an active role at work,
Kyushu EP and Kyushu T&D are promoting the creation of a workplace environment in which employees can better balance
their work and family life.
We will continue to improve our systems to flexibly accommodate the child and family member care needs of employees.
●くろまるSupport for Employees to Better Balance Their Career with Their Home Life
Based on the idea that each individual needs to recognize the
necessity of supporting the raising of the next generation and
to foster a workplace culture that makes
it easier for employees of either gender to
raise children, Kyushu EP and Kyushu T&D*
have formulated the 7th action plan based
on these ideas and have been promoting
initiatives to create a child raising friendly
work environment.
We were certified as a "general business
that meets child-friendly workplace
standards" in FY2015 as well as in FY2013
and received the next generation support
certification mark "Kurumin."
7th Action Plan
■しかく Plan period
April 1, 2021 – March 31, 2025
(The 10 year period as stipulated by law is divided
into two- to five-year plan periods.)
■しかく Targets for the action plan indicators- Percentage of male and female employees taking
childcare leave: 100%- Developing flexible work opportunities for
employees raising children, increasing awareness
●くろまるPromoting the Action Plan to Support the Raising of the Next Generation
Certification mark from the
minister of health, labour
and welfare based on
the "Law for Measures to
Support the Development
of Next Generation"
(Nickname: Kurumin)
■しかくChildcare and Nursing Care Support Programs: Overview and Results
Program Leave of absence Shortened working hours Special leave
Childcare
support
Applicable period
Until the end of the April after the child
reaches the age of two
Changes in the number of
users (persons)61(13)202268(11)Ratio of male childcare leave (%)*1
3.7 3.5 8.3
Changes in the number of users
(persons)3(3)4(1)3(0)
Changes in the number of users
(persons)
Changes in the number of users
(persons)
Changes in the number of users
(persons)20222022202220222022345
(236)299(211)
73 (26)
279 (225)80.61 (1)
162 (7)
6 (1)
351 (241)
323 (222)
Changes in the number of users
(persons)20202019 2021 2022185(156)157(133)169(145) 179 (155)
2019 2020 2021
2019 2020 2021
2019 2020 202198(0)127(1) 130 (1)
2019 2020 2021
2019 2020 20212(0) 2(1)7 (1)
2019 2020 20210200(FY)(FY)(FY)(FY)(FY)(FY)
Changes in the number of
users (persons)61(13)202268(11)Ratio of male childcare leave (%)*1
3.7 3.5 8.3
Changes in the number of users
(persons)3(3)4(1)3(0)
Changes in the number of users
(persons)
Changes in the number of users
(persons)
Changes in the number of users
(persons)20222022202220222022345
(236)299(211)
73 (26)
279 (225)80.61 (1)
162 (7)
6 (1)
351 (241)
323 (222)
Changes in the number of users
(persons)20202019 2021 2022185(156)157(133)169(145) 179 (155)
2019 2020 2021
2019 2020 2021
2019 2020 202198(0)127(1) 130 (1)
2019 2020 2021
2019 2020 20212(0) 2(1)7 (1)
2019 2020 20210200(FY)(FY)(FY)(FY)(FY)(FY)
Applicable period
Until the end of the child's third year of
elementary school. However, if school
childcare is not available upon request (after
applied for), the program is available for
use until the end of the child's sixth year of
elementary school.
Changes in the number of
users (persons)61(13)202268(11)Ratio of male childcare leave (%)*1
3.7 3.5 8.3
Changes in the number of users
(persons)3(3)4(1)3(0)
Changes in the number of users
(persons)
Changes in the number of users
(persons)
Changes in the number of users
(persons)20222022202220222022345
(236)299(211)
73 (26)
279 (225)80.61 (1)
162 (7)
6 (1)
351 (241)
323 (222)
Changes in the number of users
(persons)20202019 2021 2022185(156)157(133)169(145) 179 (155)
2019 2020 2021
2019 2020 2021
2019 2020 202198(0)127(1) 130 (1)
2019 2020 2021
2019 2020 20212(0) 2(1)7 (1)
2019 2020 20210200(FY)(FY)(FY)(FY)(FY)(FY)
Nursing leave
For the purpose of caring for an ill or injured
child no further in school than the third year
of elementary school, five days are granted
per year per child, and 10 days are granted
per year for two or more children (may be
taken in half-day units)
Changes in the number of
users (persons)61(13)202268(11)Ratio of male childcare leave (%)*1
3.7 3.5 8.3
Changes in the number of users
(persons)3(3)4(1)3(0)
Changes in the number of users
(persons)
Changes in the number of users
(persons)
Changes in the number of users
(persons)20222022202220222022345
(236)299(211)
73 (26)
279 (225)80.61 (1)
162 (7)
6 (1)
351 (241)
323 (222)
Changes in the number of users
(persons)20202019 2021 2022185(156)157(133)169(145) 179 (155)
2019 2020 2021
2019 2020 2021
2019 2020 202198(0)127(1) 130 (1)
2019 2020 2021
2019 2020 20212(0) 2(1)7 (1)
2019 2020 20210200(FY)(FY)(FY)(FY)(FY)(FY)
Familycaresupport
Applicable period
Up to a total of two years (730 days) for the
same care recipient
Changes in the number of
users (persons)61(13)202268(11)Ratio of male childcare leave (%)*1
3.7 3.5 8.3
Changes in the number of users
(persons)3(3)4(1)3(0)
Changes in the number of users
(persons)
Changes in the number of users
(persons)
Changes in the number of users
(persons)20222022202220222022345
(236)299(211)
73 (26)
279 (225)80.61 (1)
162 (7)
6 (1)
351 (241)
323 (222)
Changes in the number of users
(persons)20202019 2021 2022185(156)157(133)169(145) 179 (155)
2019 2020 2021
2019 2020 2021
2019 2020 202198(0)127(1) 130 (1)
2019 2020 2021
2019 2020 20212(0) 2(1)7 (1)
2019 2020 20210200(FY)(FY)(FY)(FY)(FY)(FY)
Applicable period
Until family care is no longer necessary
Changes in the number of
users (persons)61(13)202268(11)Ratio of male childcare leave (%)*1
3.7 3.5 8.3
Changes in the number of users
(persons)3(3)4(1)3(0)
Changes in the number of users
(persons)
Changes in the number of users
(persons)
Changes in the number of users
(persons)20222022202220222022345
(236)299(211)
73 (26)
279 (225)80.61 (1)
162 (7)
6 (1)
351 (241)
323 (222)
Changes in the number of users
(persons)20202019 2021 2022185(156)157(133)169(145) 179 (155)
2019 2020 2021
2019 2020 2021
2019 2020 202198(0)127(1) 130 (1)
2019 2020 2021
2019 2020 20212(0) 2(1)7 (1)
2019 2020 20210200(FY)(FY)(FY)(FY)(FY)(FY)
Family care leave
For the family in need of nursing care, five
days are granted per year per family member,
and 10 days for two or more family members
(may be taken in half-day units)
Changes in the number of
users (persons)61(13)202268(11)Ratio of male childcare leave (%)*1
3.7 3.5 8.3
Changes in the number of users
(persons)3(3)4(1)3(0)
Changes in the number of users
(persons)
Changes in the number of users
(persons)
Changes in the number of users
(persons)20222022202220222022345
(236)299(211)
73 (26)
279 (225)80.61 (1)
162 (7)
6 (1)
351 (241)
323 (222)
Changes in the number of users
(persons)20202019 2021 2022185(156)157(133)169(145) 179 (155)
2019 2020 2021
2019 2020 2021
2019 2020 202198(0)127(1) 130 (1)
2019 2020 2021
2019 2020 20212(0) 2(1)7 (1)
2019 2020 20210200(FY)(FY)(FY)(FY)(FY)(FY)
*The figure in parentheses once again indicates male employees who utilized the program.*1 The proportion of male workers who took childcare leave in all male workers whose spouses delivered babies is calculated based on the provisions of the Ordinance
for Enforcement of the Act on Childcare Leave, Caregiver Leave, and Other Measures for the Welfare of Workers Caring for Children or Other Family Members
(Ordinance of the Ministry of Labour No. 25 of 1991). In FY2022, the spousal maternity leave system was abolished and childcare leave was made partially paid.
*At the time the plan was created, Kyushu EP only
Satellite office
Key Rules of Work2000015201500105202217.41868.3
1868.3
1974.8
1974.8 1946.6
1946.6 1880.6
1880.6 1885.3
1885.3 1861.7
1861.720182017 2020
2019 2021
16.4 16.7 16.2 16.6 16.6
(hours) (days)(FY)No. of days of paid
leave utilized annually
Total working hours
■しかく
Total Hours Worked and Days of Paid Leave Utilized
Annually per Person55Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
パフォーマンスデータ
●くろまるPromotion of Men Taking Part in Childcare
Kyushu EP and Kyushu T&D hold dialogues with employees (personnel and labor discussions) in order to increase their
understanding and acceptance of personnel and labor policies.
We also conduct employee satisfaction surveys to ascertain employee evaluations of morale, personnel and labor policies,
compliance, and other issues. We are implementing initiatives to reflect in our policies the feedback received in these surveys.
The percentage of satisfied employees in the FY2022 Employee Satisfaction Survey was 80.4%.
●くろまるInitiatives to Reflect the Voices of Employees
Kyushu EP and Kyushu T&D have adopted the slogan "IkuQ: over 2 weeks" to encourage male employees to take at least two
weeks off to focus on childcare, with the aim of strengthening family ties and improving personal growth, time management
skills, and new ideas through childcare experiences.
We aim to achieve a 100% male employee utilization rate for childcare leave in FY2023 by making childcare leave partially
paid, issuing a unique paternity handbook (PAPANOTE) that includes tips on being a good father, and implementing other
measures to promote the utilization of childcare leave.
Promoting male participation in childcare through "IkuQ: over 2 weeks"
Male employees are encouraged to take at least two weeks of childcare leave to devote themselves to childcare.
PAPANOTE paternity
handbook
Roundtable discussion on men's
participation in childcare
KAZ website
Screen shot of in-house intranet Tri-net
Main content
●くろまる Partial paid childcare leave・Paid childcare leave period of 10 business days (until the child reaches 1 year
of age)
●くろまる 
Inform employees about the childcare leave system and confirm their intention
to take leave through interviews with their managers・Meetings with department heads to inform employees about the childcare
leave system and confirm their intention to take leave
●くろまる Distribution of the paternity handbook PAPANOTE・Distribute pamphlets containing information on the childcare leave system
●くろまる Sending of Hello Baby Cards・Send an original message card from the president to employees who have had
a child
●くろまる Establishment of a consultation desk・Establishment of a consultation desk to provide consultations on the childcare
leave system and its use
●くろまる Provide training on promoting the use of childcare leave・Hold training programs to foster a workplace culture that encourages
employees to take childcare leave and managers to give them leave
●くろまる Provide examples of employees who have taken childcare leave・Introduce comments from male employees who took childcare leave and their
superiors on the company intranet Tri-net
●くろまる Message from senior management・Senior management sends out a message encouraging employees to take
childcare leave
A labor-management roundtable meeting
Based on the recognition of labor unions as business
partners who work toward the common goal of ensuring
the very existence and development of the company,
we strive to maintain a relationship that is sound and
favorable. In order to maintain and build on this kind of
relationship, we hold various meetings such as the Labor-
Management Management Committee, the Management
Expert Committee, and the Labor-Management Roundtable
to maintain close communication and share information on
a daily basis.
●くろまるLabor-management Relations
Kyuden Business Front has been commissioned by Fukuoka City to provide employment consultation services. Dedicated
career consultants support those looking for work opportunities by providing individual consultations, job introductions, and
seminars to support job hunting activities.
Consultations are available for individuals that include general job seekers, people currently with jobs, and students.
Consultants will ask extensively about the preferred work style and then offer advice on what to do.
By utilizing their know-how cultivated through dispatching and placement services, they hope to put a smile on the faces of
and give joy to people seeking work as well as to companies seeking people.
●くろまるEmployment Support by Group Companies
Kyushu EP and Kyushu T&D offer a cafeteria plan that allows employees to choose the options they need at each life stage of
their long corporate careers, as well as a stock investment plan for employees to help them build up their finances.
●くろまるInitiatives Related to Employee Welfare56Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
Targets
Safety and Health
Based on the basic and absolute concept that "safety is prioritized over all else," we have established our Safety and Health
Management Policy with the aim of not only complying with laws and regulations and labor agreements, but also proactively
ensuring the safety of our employees, as well as checking the safety management status of contractors and subcontractors
and providing them with thorough guidance about ways in which they can improve.
The Safety and Health Management Policy defines priority items to be implemented, such as the promotion of safety
activities focused on serious disasters and the fostering of a safety culture. Based on the principles of the Occupational Safety
Management System, we are working to improve the level of safety by formulating goals and activity plans for each item. This
involves implementing a PDCA cycle, which consists of planning, doing, checking, and taking action.
In the event of an accident, we investigate the causes of the accident at the relevant business site and take measures to
prevent recurrence through bodies such as accident prevention review meetings and the Safety & Health Committee. We
also strive to prevent similar accidents from occurring by sharing within the group accident case studies and measures to
prevent a recurrence.
The Kyushu Electric Power (Kyushu EP) Safety Promotion Committee and the Group Safety Promotion Subcommittee, in
which executives in charge of safety at group companies participate, work together to create a group-wide safety promotion
system.
Under this safety promotion system, each and every employee, including those at group companies, strives to foster a culture
and climate in which safety is a top priority.
■しかくThe Kyuden Group Safety Promotion System
Corporate Management Committee
Kyushu EP Safety
Promotion Committee
(Secretariat: Group Safety Management Office)
Chairperson: President
Committee members: Kyushu EP and Kyushu T&D
senior management
Equipment Safety
Subcommittee
Role:
Deliberation and coordination
regarding the safety activities
implemented autonomously in areas of
jurisdiction at facilities that are based
on the safety regulations, as well as
reporting to senior management.
Occupational Safety
Subcommittee
Role:
Deliberation and coordination regarding
the safety activities implemented in
operations of jurisdiction that are based
on rules such as the Industrial Safety
and Health Act, as well as reporting to
senior management.
Safety Culture Fostering
Subcommittee
Role:
The various activities that
contribute to increased
awareness of safety are
deliberated on and coordinated
by the Section, who then report
to management.
Compliance Committee
Kyuden Group
Management Council
(Group Safety Promotion Subcommittee)
Kyuden Group Safety Workshop
(Working‐level Council)
Report (matters of importance)
Instruct
Report
Recommend
Policy and Approach Promotion Framework
Safety
Based on the goal of facilitating awareness of and subsequent action taken that are consisted with the Kyuden Group
Safe Conduct Charter that sets forth the safety goals aimed for by and basic safety policies of the Kyuden Group, we are
promoting initiatives related to safety as the foundation of management.
The contents of the Safe Conduct Charter were deliberated and established by the Corporate Management Committee. We
will work to ensure that not only companies in the Kyuden Group, but also our contractors and subcontractors understand
the content of the Charter by incorporating it into their contractual compliance requirements, and will endeavor to put it into
practice on a permanent basis throughout our entire business. We also strive to make the Kyuden Group an entity that can
continue to pass on for generations to come a corporate culture that prioritizes safety that has been integrated into the DNA
of the organization.
Kyuden Group Safe Conduct Charter
The Kyuden Group aims to protect the safety of all people involved in our business, and to connect that safety to further
security and trust.
From the standpoints of occupational safety and equipment security, we will enforce the following five actions aimed at
corporate activities that place the highest priority on safety, the foundation of our management.
1. Creation and evolution of safety 2. Incorporation of opinions and sharing information
3. Creation of open and friendly environments 4. Self-improvement 5. Transmission of company DNA
Kyuden Group's Promise of Safety
We will continue to keep our workplaces safe and secure enough so that the family members of our employees
feel peace of mind in seeing off Kyuden employees departing for work each day.
To this end, each and every individual is consistently mindful of and practices safety with strong determination
and unwavering teamwork.
The three articles of safe conduct for each employee
1. Learn and practice: Learn the very essence of safe conduct and practice it assuredly.
2. Notice: Listen to the voices of the community and fellow workers, discuss, and notice the potential for
new dangers.
3. Evolve: Facilitate the evolution of safe conduct that is informed by what is noticed.
Kyuden Group
Workplaces
Individuals
●くろまるPromotion of Safety Initiatives Based on the Kyuden Group Safe Conduct Charter
Issue FY2023 Targets FY2022 Targets FY2022 Results
Scope of
Performance
Aggregation
Prioritizing safety and
health
• 
No. of major accidents
(employees): Zero
• 
No. of major accidents
(employees): Zero
• 
No. of major accidents
(employees): Zero*1*1 Kyushu EP and Kyushu T&D57Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
●くろまるPromoting Safety Activities with Contractors and Subcontractors
In cooperation with contractors and subcontractors, we are promoting
safety activities that focus on the kind of accidents that occur more
frequently in order to ensure thorough safety practices.
Specifically, we are working to raise safety awareness by sharing basic
information on how to eliminate the four major types of serious accidents
(electric shocks, falls, getting caught in machinery, and accidents related
to heavy machinery), checking the status of safety management at work
sites through safety patrols and diagnoses by safety consultants, and
engaging in direct dialogue with workers at work sites.
■しかくContractor and Subcontractor Accidents*
■しかくSafety Patrols by Occupational Safety Consultants0102030402021 202230(3)24(1)202027(2)16
2018 2019177201526(1)16(FY)
(No. of accidents)
Number of accidents
that have occurred
Number of serious
accidents that have
occurred
*Number of work absences of 4 days or more (including accidents involving fee collection)
Figures in parentheses indicate the
number of fatalities
Figures in circles indicate the number
of serious accidents that occurred
■しかくSafety Education Record (FY2022)
Checking for abnormal
sounds with a stethoscope
Checking instruments by
pointing and calling
Education subjects
Number of
attendees
Statutory
education
When hired (new employees) 252
Foreman 1,233
Safety manager 57
Total 1,542
Training
by level
Safety training for general
employees794Safety training for management 466
Total 1,260
At the Kyuden Group Safety Convention, lectures are offered by outside experts to encourage strong determination on the
part of top management and front-line managers, who are the key players in promoting safety, and to provide an opportunity
to drive further safety efforts. In addition, activities to foster a culture of safety, such as encouraging autonomous safety
activities at each workplace through the Kyuden Group Safety Initiative Commendation
Program, are promoted.
In addition, as we seek to eradicate serious accidents, we are implementing group-
wide efforts through safety activities that focus on serious accidents and the sharing of
accident and disaster prevention measures.
In April 2023, we opened the Anzen Mirai Kan as a safety education facility for the
Kyuden Group. We will use this facility to further raise mindfulness toward safety on the
part of each and every employee.
●くろまるGroup-wide Safety Initiatives
●くろまるInitiatives to Eliminate All Major Accidents
Initiatives
In order to thoroughly enact safe practices onsite as we work toward the goal of "zero serious accidents," we are promoting
proactive serious-accident prevention measures such as risk assessment, implementing measures to prevent the recurrence
of accidents by digging deeper into the root causes after the occurrence of the accident, and monitoring the status of
implementation of these initiatives.
In addition, we are providing education on the Industrial and Health Act and related regulations from the perspective of
compliance, safety education by job level, and safety education for the prevention of occupational accidents among senior
employees.
■しかくLabor Accident Severity* (degree of business impact)
■しかくOn-the-job Accident Rate*
■しかく
Work-related Accidents at Kyushu EP and Kyushu T&D0102030405001234202152227(0)73038(0)202073138(0)93141(0)2018 20192320220 32427(0)20(FY)
(No. of accidents) (No. of accidents)
Electric shocks Falls
Traffic accidents
Other accidents*
Number of serious accidents
that have occurred
*This category includes falls from failing to check footing and mishandling of tools.
Figures in parentheses indicate the
number of fatalities
Figures in circles indicate the number
of serious accidents that occurred
2021 20220.30(0.10)2.090.06
(0.00)2.062019 20202.502.000.501.001.500.0020180.281.830.39 0.29
(0.19)1.801.95
National industry average
Kyushu EP and Kyushu T&D
*Number of accidents per 1,000,000 working hours
Note: Figures in parentheses for FY2022 are non‐consolidated figures
for Kyushu Electric Power.(FY)(No. of accidents)20212019 20200.150.050.100.00
0.003 0.012
0.09 0.09 0.0920180.004
(0.002)
0.009
(0.009)
0.000
(0.000)
0.09 0.092022National industry average
Kyushu EP and Kyushu T&D
*Days of labor lost due to labor accidents per 1,000 hours worked
Note: Figures in parentheses for FY2022 are non‐consolidated figures
for Kyushu Electric Power.(FY)(No. of days)
Initiatives for the stable operation of thermal power plants
As the introduction of renewable energy continues to progress—and especially as there is a rapid increase in the number of solar power
sources going online—thermal power plants are playing a major role to make
adjustments for supply and demand to ensure a stable supply of electricity.
For this reason, Kyushu Electric Power (Kyushu EP) places the utmost importance
on safety to prevent accidents from occurring, and is taking all possible measures to
ensure stable operations through the following measures.
○しろまる Inspections and repairs are performed on weekends and national holidays (year-end and
New Year holidays, the Golden Week holiday, etc.), when power demand is low.
○しろまる Early detection of equipment abnormalities through employees and subcontractors
working together to step up patrols and the monitoring of operating conditions.
○しろまる Establishment of a reliable communication system in case of trouble, and early
restoration of operations by the manufacturer and group companies in unison in the
event of a problem
●くろまるEnsuring Safety at Facilities
●くろまるSafety Training for New Employees
●くろまるPromoting Various Safety and Health Policies through Labor-Management Cooperation
We provide new employees with safety education at the time of hiring in accordance with the Industrial Safety and Health
Act, with the aim of building awareness of safety and learning basic operations.
In addition, in the training of each engineering department, the knowledge and skills necessary for safe work are acquired by
employees through lectures attended and practical training.
Throughout the entire training period, new employees also engage in activities such as hazard prediction activities and near-
miss experiences to foster safety awareness and make them aware that safety is prioritized over all else.
In addition to the Workplace Safety & Health Committee, which is required by law to be established at workplaces with 50 or more
employees, a unique initiative of ours is the establishment of a Safety & Health Promotion Council at workplaces with less than 50
employees, in which representatives from the company and workers investigate and deliberate on important matters such as basic measures
to prevent danger and health hazards to employees.
In addition, as a forum for labor and management to regularly discuss matters and policies related to safety and health throughout the entire
company and in branch areas, we have established a Central Safety & Health Committee at the head office and an Area Safety & Health
Committee at each branch. Labor and management are working in lockstep to promote various safety and health measures.
■しかく
Early Detection of Equipment
Abnormalities through Patrols
Safety measure initiatives at hydroelectric power plants
Record rainfall caused by Typhoon Nabi in 2005 led to serious mudslide disasters along the Mimikawa River (Miyazaki Prefecture) due to
causes such as mountain landslides and the worst flooding in history. Because of this, we are engaged in various collaborative efforts with
all parties involved in the river region, from mountainous areas to the rivers and
coasts, to ensure the safety and security of the local community and coexistence
between humans and all other living things there. (Mimikawa River Integrated
Sediment Management Plan, formulated by Miyazaki Prefecture in 2011)
Amid these developments, Kyushu EP retrofitted dams to lower the water level
in reservoirs during floods, and started sediment sluicing operations at dams in
FY2017 to use the force of water to allow sediment to flow downstream. This is
expected to improve flood safety upstream from dams and to improve the river
environment downstream from dams. Saigou Dam (after retrofitting)
Saigou Dam (before retrofitting)
■しかく
Retrofitting Dams to Allow Sediment
Flow Downstream➡58
Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
Targets
Policy and Approach
As our employees are the very foundation of all business operations, Kyushu EP and Kyushu T&D aim to increase our ambition
and vitality through the Health and Productivity ManagementR
* initiative and work style reforms so that their power revitalizes
the organization and achieve lasting corporate development.
In 2018, we established the Kyushu EP Health Declaration and Kyushu EP Health Management Policy, and based on our strong
resolve to protect the health of our employees, we are working to support the health of each and every employee, create a
workplace where employees can work with health and vitality, and reform work styles to promote effective and efficient work.
Health
■しかくConceptual Diagram
Initiatives
Industrial health staff (industrial physicians and public health nurses) play a central role in various Health and Productivity
Management initiatives in cooperation with the Human Resource Vitalization Division, workplaces, and Kyushu EP Health
Insurance Association.
In addition, as part of our efforts to promote Health and Productivity Management, we regularly report to management on
the physical and mental health of our employees.
■しかくStructure Chart
Independent health management practice
Workplace/employees
Human Resource Vitalization Division (occupational health staff)
Outside the company
Health Insurance Association President & management
Kyushu EP Health Management Policy Kyushu EP Health Declaration
Development of
health insurance
business
Leading/
Involvement
Policy making
Reporting/recommendations
Cooperation/collaboration
Policy development
and health support
Support and contribution to
health management
Vision for Health and Productivity Management
Motivation and vitality of employees energize
the organization and promote company development
Self‐empowerment of employees
(personal growth through work)
Realization of healthy and
fulfilling lives for employees
Areas of efforts
Legal compliance, risk management
Creating a healthy work
environment that encourages
employees to work vigorously
Reform of work style
Support for health
promotion
Fostering of health awareness
Prevention of health problems
Good communication
Workplace where employees
are aware of changes in
each other's situation
Improved productivity
Flexible work system
Early detection and treatment
Implementation of periodic
health checkups
Implementation of
stress checks
Measures to prevent
overwork
Measures against passive smoking
Appropriate working
hour management
*Health and Productivity ManagementR
is a registered trademark of Nonprofit Organization Kenkokeiei.
社達第 331 号
九州電力健康宣言
「ずっと先まで、
明るくしたい。
」をブランドメッセージとする
「九電グ
ループの思い」は、
「快適で、そして環境にやさしい」毎日をお客さまにお
届けし、子どもたちの未来につなげていきたい、という思いを込めたもの
です。
この思いを実現していくにあたり、職場が明るく活気に満ち、そこで働
くすべての人が仕事を通じて
「社会に貢献できる」、「人として成長できる」、そんな喜びを感じられる会社でありたいと考えています。
そのためには、従業員の皆さんが心身ともに健康であり続けることが何
よりも大切であり、心身が健康であってこそ、仕事への活力や情熱が生ま
れてくるものです。
会社にとって最も大切な財産である従業員が、幸せで充実した人生を送
るためにも、
「従業員の健康を守る」という強い決意のもと、
・従業員一人ひとりの健康づくりのサポート
・健康で活き活きと働ける職場づくり
・効果的・効率的に仕事を進めるための働き方改革
を進めていきます。
職場においては、上司をはじめ、皆さんの良好なコミュニケーションの
もと、健康状態に気を配り合い、お互いを支えあう風土をつくっていただ
きたいと思います。
そして、最も大切なのは、自分自身が健康について意識し努力すること
です。従業員の皆さんも、
「自分が健康であることは、
家族や職場メンバー
の望みでもある」ことを自覚し、健康と真摯に向き合っていきましょう。
以 上
平成 30 年4月
社 長〜〜九
九州
州電
電力
力は
は、
、す
すべ
べて
ての
の従
従業
業員
員が
が心
心身
身と
とも
もに
に健
健康
康でで活
活き
き活
活き
きと
と働
働け
ける
る会
会社
社を
をつ
つく
くっ
って
てい
いき
きま
ます
す〜〜■しかく
Kyushu Electric Power
Health Declaration
Issue FY2023 Targets FY2022 Targets FY2022 Results
Scope of Performance
Aggregation
Prioritizing
safety and
health
• 
Continuous approval under the
Certified Health & Productivity
Management Outstanding
Organizations Recognition Program
• 
Overall health risk in stress check: 80 or less
• 
Continuous approval under
the Certified Health &
Productivity Management
Outstanding Organizations
Recognition Program
• 
Continuous approval under the
Certified Health & Productivity
Management Outstanding
Organizations Recognition Program
• 
Overall health risk in stress check: 76*1*1 Kyushu EP and Kyushu T&D
■しかくPR through In-house Newsletters2020100.0% 100.0% 100.0%
2021 2022 2020
20.1% 20.4%
2021 2022 2020
9.4% 8.8%
2021 2022202026.7%
24.1%
2021 2022
23.8%
21.2%4.6%Periodic health checkups Regular exercise Smoking Rate Alcohol consumption
Physical
Percentage of respondents who
received a medical checkup
Percentage of respondents who
answered that they get regular exercise
Percentage of respondents who answered
in the medical interview that they smoke
Percentage of respondents who take more
than 360 ml of alcohol per day on average
Efforts to encourage employees
to take regular exercise
(group-wide walking
campaigns)
PR for health promotion by
management
(the president undergoing a
physical fitness test)
■しかくIndicators Related to Health Management
Initiatives
(1) Efforts to raise awareness and lead to concrete actions to improve lifestyle and exercise habits・Top management driving Health and Productivity Management through internal broadcasts of messages from the
president, etc.・Information on smoking cessation, women's health, and other topics to raise health awareness provided in the
company newsletter・Physical fitness test sessions and various health classes held to raise awareness of lifestyle improvement, as well as
advice from public health nurses and other healthcare professionals to promote good health・Efforts to encourage employees to take regular exercise through group-wide walking campaigns and other activities
in which employees can participate with their colleagues in the workplace
(2) Measures to prevent passive smoking and help employees quit smoking・In principle, smoking is prohibited indoors, and smoking rooms that do not meet legal standards are abolished・Support to quit smoking by public health nurses, etc.
(1) Group-wide collective stress check・Set a period of time and conduct stress checks
simultaneously throughout group companies
to ascertain the stress levels of employees and
workplaces.
(2) 
Stress reduction activities based on stress check
results・Implement self-care based on the results of stress
checks.・Discuss strengths and weaknesses of the workplace based on the results of stress checks at each workplace, and
implement measures to improve the workplace environment with the participation of all employees.
In March 2023, we were selected under the Certified Health & Productivity Management
Outstanding Organizations Recognition Program (Large Enterprise Category) for the sixth
consecutive year in recognition of our efforts to support the health of employees.
We have established and implemented basic measures to prevent the spread of COVID-19 and other infectious diseases.
In addition, to prevent the spread of COVID-19 specifically, workplace vaccinations have been administered to employees,
including at group companies and subcontractors.
●くろまるPhysical Health
●くろまるMental Health
●くろまる
Selected under the Certified Health & Productivity Management Outstanding
Organizations Recognition Program
●くろまるCOVID-19 Countermeasures
Stress check
94.8%202094.5% 94.8%
2021 2022 2020
100 (national average)
79 78
2021 202276Inspection rate Overall health risk
*100 or less is good (better than national average)
Mental59Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
The Kyuden Group respects international norms such as the United Nations Guiding Principles on Business and Human Rights, and is
committed to respecting the human rights of all stakeholders in the Group's business activities.
Targets
Policy and Approach
This Human Rights Policy, measures taken based on this Policy and the state of progress of this measures, and other
important matters are discussed by the Sustainability Promotion Committee, which is chaired by the President and supervised
by the Board of Directors.
Each division and group company implements initiatives based on discussions by the Sustainability Promotion Committee and
the Board of Directors.
Promotion Framework
推進体制
Kyuden Group Human Rights Policy
Based on the Kyuden Group's Mission, which takes "Enlighten Our Future" as its slogan, we will contribute to a
sustainable society and enhance the corporate value of the Kyuden Group by promoting business activities that respect
human rights, as well as preventing and mitigating negative impacts on human rights that may occur in connection with
our business activities.
1. Commitment to Respect for Human Rights
The Kyuden Group complies with the laws and regulations of each country and region in which it
operates, supports and respects international norms on human rights, including the United Nations
Guiding Principles on Business and Human Rights, and fulfills its responsibility to respect human rights in
all its business activities.
2. Scope of Application
This Policy applies to all officers and employees of the Kyuden Group.
We also request that everyone in our supply chain understand and support this policy.
3. Human Rights Due Diligence
We shall establish a human rights due diligence mechanism to identify and assess the negative impact of
our business activities on human rights, and shall take measures to prevent and mitigate such risks, and
ensure that these measures are thoroughly implemented.
4. Corrective and Remedial Measures for Human Rights Violations
If any business activity of the Kyuden Group causes or contributes to a negative impact on human rights,
we shall promptly identify the impact and establish a system to take corrective and remedial measures.
5. Dialogues and Discussions with Stakeholders
We shall continuously hold dialogues and discussions with stakeholders on the impact of our business
activities on human rights, and strive to improve and enhance our efforts.
6. Education and Awareness among Officers and Employees
We shall conduct the necessary education and awareness activities to ensure that officers and employees
understand this Policy and conduct appropriate business activities in accordance with this Policy.
7. Disclosure of Information
We shall disclose appropriate information on the status of our efforts to respect human rights in
accordance with this Policy.
Human Rights60Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
Board of Directors
Divisions, Group companies
Submit/Report
Supervise
Submit/
Report
Formulation of departmental
plans, reports on policy
progress, etc.
Presentation,
monitoring, etc.,
of policies, plans, etc.
Sustainability
Promotion Committee
Liaise
Information
disclosure
Reflect
opinions
Stakeholders
Management
meetings
(Management
plans, etc.)
• Formulation of strategies and basic
policies related to ESG
• Monitoring of policy progress, etc.
Issue FY2023 Target FY2022 Target FY2022 Results
Scope of
Performance
Aggregation
Respecting
human rights
Introduction of new and expanded
initiatives (12 items) related to
human rights due diligence and
remedial measures
Establishment of
Supplier Code of
Conduct
• 
Identification of significant
human rights risks
• 
Establishment of Supplier
Code of Conduct-●くろまるDue Diligence to the Protection of Human Rights
The Kyuden Group has established a system of human rights due diligence (hereafter referred to as "human rights DD*") and
implements initiatives related to respect for human rights, while continuously improving these initiatives.*Human rights DD: A series of actions taken by a company to identify, prevent and mitigate negative impacts on human rights through its business activities and explain
how it has addressed them
Initiatives
Assessment of impact on human rights
• Assessment of negative human rights
impacts through business activities
• Identification of significant human rights risks
Monitoring (follow‐up surveys)
• Improvement and understanding of the
status of efforts on a regular basis
Consideration and implementation
of countermeasures
• Confirmation, evaluation, and
improvement of existing measures
• Review and implementation of additional measures
• Education, training, etc.
Disclosure of information to external
parties
• Disclosure of information on website, in
integrated report, etc.
Three actions
Commitment
through Policy
Implementation of
human rights DD
Formulation of Human Rights Policy
Establishment of mechanisms to deal with grievances
• Establishment of internal and external consultation services
• Formulation of the Kyuden Group Human Rights Policy
Specific initiatives
Development of
remedial measures for
human rights violations
Identification of significant human rights risks
We identified and evaluated human rights risks that could occur through the business activities of the Kyuden Group, and
identified five significant human rights risks that should be addressed on a priority basis.
Other human rights risks identified
Process for identifying significant human rights risks
Significant human rights risks Overview of human rights risks
Discrimination
(including gender gap)
• 
Discrimination on the basis of gender, sexual orientation, gender identity, age,
generation, disability, the Buraku issue, nationality, religion, employment status, etc.
Accidents caused by products/
services (e.g., deaths resulting from
public accidents involving electric
shocks)
• 
Harm to consumers' mental and physical health due to defects in products and
services
Environmental pollution and
destruction
• 
Leakage of radioactive materials due to nuclear power plant accidents, etc.
• 
Environmental destruction due to construction of power plants, etc.
• 
Air and soil pollution, water pollution, and deforestation due to business activities
Inappropriate restrictions on the
rights of local communities
• 
Inappropriate processes in facility formation, etc., resulting in adverse effects on local
communities and forced relocations
• 
Damage to the livelihood of local residents due to nuclear power plant accidents, etc.
• 
Large-scale power outages
• 
Violation of indigenous peoples' rights
Harassment
• 
Power harassment, sexual harassment, maternity harassment, paternity harassment,
care harassment, etc.
Identified human rights risks Overview of human rights risks
Obstruction of occupational
health and safety
• 
Industrial accidents in bad working environment
• 
Disregard of poor working conditions
Non-compliance with labor
agreements
• 
Non-payment of wages and accident compensation • Forced long working hours
• Non-compliance with equal work and equal wages
Unjustifiable coercion of
employees
• 
Forced labor • Unjustified forced transfers • 
Involvement in human trafficking
Infringement of the right to
collective bargaining, etc.
• 
Infringement of the three labor rights • Unfair treatment in connection with union activities
• Infringement of freedom of association
Discriminatory working
conditions for foreign workers
• 
Discriminatory treatment of foreign workers in terms of wages, etc., on the basis of their
status as a non-Japanese worker
Child labor • 
Employment of children who are younger than the age stipulated by law
Leakage of personal
information
• 
Leakage of personal information of employees and customers
Lack of information disclosure • 
Insufficient or no appropriate information disclosure
Inadequate whistle-blowing
hotlines
• 
Insufficient and dysfunctional whistle-blowing hotlines
Inadequate corporate
consultation services
• 
Insufficient and dysfunctional corporate consultation services
Acceleration of global
warming
• 
Increase in extreme weather events and intensification of disasters., etc. due to excessive
greenhouse gas emissions from business activities (health hazards due to heat waves, etc.,
poverty and hunger due to reduced food resources, etc., reduced habitable land due to
rising sea levels, etc.)
Infringement of intellectual
property rights
• 
Infringement of intellectual property rights
• Non-payment of compensation for employee inventions
Offering of bribes
• 
Impeding the provision of appropriate public services by providing undue benefits to public
institutions, etc.
Oversight of human rights
violations in the supply chain
• 
Failure to request corrective measures from companies complicit in human rights abuses
• 
Continuing to do business with companies complicit in human rights abuses
(1) 
Identify general human rights risks that companies should be aware of based on the
Ministry of Justice's guidelines*
(2) 
In order to identify a wide range of human rights risks specific to the Kyuden Group,
also refer to global risks by industry and stakeholder feedback received directly at
Kyuden
(3) 
Organize the human rights risks identified in (1) and (2) so that they are at a level that
facilitates consideration of specific countermeasures*Human Rights Bureau, Ministry of Justice: "Business and Human Rights: What Companies Need to Do Now" (Japanese
only)
Identification of human
rights risks
• 
Evaluate the identified human rights risks on the two axes of "severity" and "likelihood of
occurrence" based on guidelines about human rights established by Keidanren, Japanese
Business Federation, etc.
• Based on the evaluation results, identify significant human rights risks (draft)
Assessment of human
rights risks
• 
Deliberate on significant human rights risks (draft) at the Sustainability Promotion
Committee
• 
After reflecting the results of the above deliberations, exchange opinions with Kyuden
Group employees and external experts
Exchanging of opinions
internally and externally
• 
After reflecting the content of the exchange of opinions, a subcommittee under the
Sustainability Promotion Committee conducts a more specialized investigation and
identifies the risks as significant human rights risks based on the chairperson's decision
Identification of significant
human rights risks
Overview of human rights initiatives61Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
■しかく
Results of Education and Awareness-raising
Activities in FY2022
Type of training Results
Kyushu EP
Kyushu T&D
In-house
training
10,316 participants
Outside
training
139 participants
Group companies
43 companies
9,881 participants
FY2019 FY2020 FY2021 FY2022
Actual use of the
Harassment Advice Counter
9 5 7 6
Overall picture of human rights DD efforts
In each process of human rights DD, we are expanding specific efforts with reference to the UN Guiding Principles and
various guidelines.
●くろまるRemedial Measures
The Kyuden Group has established a contact point to receive reports and consultations from all stakeholders, including those
concerning human rights issues.
If it becomes clear that the Kyuden Group's business activities are causing or contributing to negative impacts on human
rights, we will work to correct and remedy the situation.◦Officers, employees, and business partners of the Kyuden Group: Establishment of compliance
consultation desks
◦All stakeholders: Publication of an email contact point on the website
Actions required of companies in each process of human rights DD Our main initiatives
Identification
and assessment
of negative
impacts
Identify negative human rights impacts (human
rights risks) that may be caused through
the company's operations, and analyze and
evaluate their impact and significance
• 
Analysis and assessment of human rights risks
• 
Identification of significant human rights risks
Prevention
and mitigation
of negative
impacts
Prevent and mitigate human rights risks by
raising awareness through education and
training, developing internal environments and
systems, and managing supply chains, etc.
Improvement of internal environment/systems
• 
Management of measures to address significant
human rights risks incorporated into the Medium-
term Management Plan to promote sustainability
management
• 
Reflection in action guidelines, etc.
Education and training
• 
Education and training to cultivate awareness of
human rights
Supply chain management
• 
Establishment of sustainable procurement guidelines
• 
Implementation of questionnaires among business
partners
Evaluating the
effectiveness of
initiatives
Conduct monitoring (follow-up surveys),
including exchanges of opinions with
stakeholders, to ascertain the effectiveness of
human rights initiatives and promote continuous
improvement
• 
Management of significant human rights risks
• 
Monitoring using various questionnaires and results of
evaluations by ESG rating agencies, etc.
Explanation and
disclosure of
information
Disclose information on corporate human rights
initiatives through reports and other means, and
provide explanations to stakeholders
• 
Enhancement of information provided by the
company's own media
• 
Utilization of opportunities for dialogue with investors
and shareholders to disseminate information62Contents Introduction Environment Social Governance Performance Data
Stable Supply | Supply Chain | Community | DX | Innovation | Human Resource Development | Diversity | Establishment of Workplace Environments | Safety and Health | Human Rights
●くろまるConduct Human Rights Education
●くろまるHarassment Response
In order to respect human rights and contribute to the
creation of a comfortable and affluent society, the entire
Kyuden Group is working as one to raise awareness of
respect for human rights.
Having established the implementation policy for human
rights education we are conducting education and
awareness-raising activities based on the recognition that
an accurate understanding of human rights and subsequent
actions on the part of employees will lead to the creation
of an affable workplace in which human rights are
respected.
Harassment, as typified by sexual harassment and power harassment, is not only a serious affront to the dignity of the victim
that prevents the individual from exercising their abilities, but it is also an important problem for the company as it disrupts
order in the workplace and the smooth execution of work. It is an important problem that affects the company's social
reputation and is not to be tolerated.
For this reason, we are working to raise employee awareness through education and training, the distribution of pamphlets,
and other means, as well as to thoroughly work toward the prevention of harassment by making available internal and
external consultation services pertaining to harassment.
In response to the request for consultation regarding harassment, the company confirms the pertinent facts with the
individual concerned and the relevant parties, and based on the confirmed facts, takes appropriate measures such as
corrective action and measures to prevent recurrence.
Corporate Governance ............... 63
Risk Management ..................... 65
Information Security .................. 67
Compliance .............................. 68
Governance
At Kyushu Electric Power (Kyushu EP), we aim to generate sustainable value for all shareholders in keeping with the Kyuden
Group's Mission by engaging in operations that are socially meaningful from a long-term perspective. It is a top management
priority to strengthen corporate governance to ensure that we do so properly. In addition, our operating environment is
changing rapidly. We believe that strengthened governance and accelerated decision-making are essential if we are to
respond to these changes more flexibly and dynamically. To that end, we have adopted an Audit & Supervisory Committee
model. Going forward, we will continue to enhance our corporate governance to achieve sustainable growth and enhance
medium- to long-term corporate value.
Basic Internal Control Policy1. Framework which ensures that the execution of duties by
directors comply with laws and regulations◦The Board of Directors deliberates and decides on
matters considered important from a management
perspective and supervises the execution of duties by
directors and executive officers.◦One third of directors or more are external directors.◦Nominations of candidates for directors and decisions
on compensation and other matters are based on
deliberations at committees, which are chaired by an
external director and composed of a majority of external
directors.◦Establishment of the Compliance Committee.◦The Kyuden Group Corporate Conduct Code, Board of
Directors will lead the way in implementing the Kyuden
Group Corporate Conduct Code, Compliance Action
Guidelines, and the code of behavior toward securing
energy neutrality for general power transmission and
distribution companies.◦The Group shall refuse any unwarranted demands and
disassociate from anti-social bodies.◦Recommendations and advice given by the Audit &
Supervisory Committee or its members in regards to the
execution of duties by directors or executive officers are
respected fully.2. Framework for the storage and management of
information related to the execution of duties by directors◦Ensure appropriate storage and management of
information and information security.3. Framework for risk management◦Appropriate response to major risks that affect the
running of the company, as well as risks relating to
individual projects or other matters.◦Sharing of information, clarification of response systems,
and appropriate measures by related divisions and
departments for risks involving multiple divisions and
significant risks that may become material.◦Efforts are made to fully grasp a wide range of risks
regarding nuclear power, utilizing external knowledge
and options and continual minimization of these risks by
sharing information.◦A crisis management framework for emergency disasters,
situations that may cause loss of trust from society, and
any other events that may have a significant impact on
corporate management or on society.4. Framework to ensure the efficiency of the execution of
duties by directors◦Appropriate and efficient business execution system and
clarification of responsibilities and authority.5. Framework to ensure compliance with laws and
regulations in the execution of duties by employees◦Adherence to corporate ethics, as well as laws and
regulations, is promoted via the Compliance Committee.◦The Kyuden Group Corporate Conduct Code,
Compliance Action Guidelines, and the code of behavior
toward securing energy neutrality for general power
transmission and distribution companies have filtered
through the company and become entrenched.◦Financial reports are trustworthy.◦A framework is in place for the internal auditing of the
execution of duties and other matters, and that oversees
the quality assurance of nuclear power.6. Framework to ensure the compliance of business
operations in the corporate group◦Throughout the Group, management issues are
addressed, compliance is promoted, and close
information sharing is ensured.7. Framework to ensure the effectiveness of the execution of
duties by the Audit & Supervisory Committee◦There is an Audit & Supervisory Officer to assist the
Audit & Supervisory Committee as well as an Audit
& Supervisory Committee Office to act as a specialist
organizational body.◦Ensuring the independence of Audit & Supervisory
Committee staff from directors.◦Ensuring a framework for reporting, including Group
companies, to the Audit & Supervisory Committee.◦A framework is in place to ensure the effectiveness of
other audits.
Corporate Governance
Promotion Framework
Policy and Approach
■しかくCorporate Governance Structure (as of July 2023)
Determine that
accounting audit
is appropriate
Report
Appoint, dismiss,
delegate business
execution
Instruct Report
Report
Coordinate
and instruct
Submit and report on
important matters
Internally
audit
Accounting
audit
Implement
monitoring
Board of Directors
Business Execution Structure
Audit & Supervisory
Committee
Members of the Board of Directors
(excluding Audit & Supervisory
Committee members)
Member of the Board of Directors (Audit
& Supervisory Committee member)
President & Chief Executive Officer
Personnel Advisory
Committee
Compensation
Advisory Committee
Corporate Management Committee
Headquarters, Divisions,
Branch offices, Group
companies, etc.
Report
Delegate
Compliance Committee
Appoint or dismiss
Appoint or dismiss
Audit
Audit
Supervise
Appoint or dismiss
Consult and recommend
Accounting Auditor
Liaise
Audit & Supervisory Officer
Audit & Supervisory Committee Office
Internal Auditing Body
General Meeting of Stockholders
We have established a basic policy of internal controls to ensure the appropriateness of operations throughout the company
and strive to continuously improve the systems.◦Strengthen oversight functions through the appointment of highly independent, full-time external directors, who will
comprise at least one third of the total number of directors◦Ensure efficient operation of the Audit & Supervisory Committee through close coordination with our internal audit structure◦Clarify the role of directors and executive officers in oversight and execution◦Strict compliance◦Enhancement of a consistently neutral internal audit structure (for nuclear energy, a separate dedicated internal audit
organization has been established).
With an eye on encouraging debate and improving management oversight functions, the articles of incorporation stipulate
that the Board of Directors consists of no more than 19 directors (including no more than 5 Audit & Supervisory Committee
members).
Internal directors are elected based on a comprehensive consideration of their personalities, insights, ethical viewpoints,
backgrounds, and abilities.
External directors, who comprise at least one-third of the entire Board of Directors, are elected based on their extensive
experience and insight in corporate management and specialized fields, as well as their ability to meet the criteria for
maintaining their independence.
The composition of the board ensures an appropriate size and diversity—in terms of gender (with three female directors),
nationality, professional experience, age, and other factors—as well as a balance of overall business fields.
Established: July 2006
Revised: March 2023
Corporate Governance | Risk Management | Information Security | Compliance63Contents Introduction Environment Social Governance Performance Data
■しかく
Kyuden Share Ownership Guidelines
We have formulated the Kyuden Share Ownership Guidelines, which sets share ownership targets for each rank of director or
executive officer with the aim of sharing value with shareholders.
Issue FY2023 Target
FY2022
Target
FY2022 Results
Scope of performance
aggregation
Improvement
of effectiveness
of corporate
governance
• Improve corporate governance
disclosure
• Enhance functions of the
Board of Directors
Improve
corporate
governance
disclosure
• Improved corporate governance
disclosure
• Reformed standards for the
agenda of the Board of Directors*2Personnel Advisory Committee (which acts as a discretionary nominating committee)
The committee discusses the selection of director candidates (including the selection of executive directors and
representative directors) and the appointment of executive officers. The committee reports to the Board of Directors. In
FY2022, the committee met two times, with all members in attendance.
Remuneration Advisory Committee (which acts as a discretionary remuneration committee)
The committee discusses the decision-making policy and individual remuneration standards for directors (excluding Audit &
Supervisory Committee members), executive officers and corporate officers. The committee reports to the Board of Directors.
In FY2022, the committee met two times, with all committee members in attendance.
Committee Total Internal directors External directors Chairperson
Personnel Advisory
Committee
4 1 3 External director
Remuneration
Advisory Committee
4 1 3 External director
■しかく
Committees That Fulfill the Roles of Nominating Committee and Remuneration Investigation Committee
at Kyushu EP
■しかくOverview of Internal Organizations at Kyushu Electric Power (Kyushu EP)
Organization Roles
Members
(As of March 31, 2022)
Meeting Frequency,etc.Board of
Directors
• 
Decides on important corporate
management matters
• Supervises performance of duties
• 
15 members of the Board of
Directors in total
(including 5 external members)
In principle once a
month
(23 times in FY2022)
Corporate
Management
Committee
• 
Consultation on matters that require prior
consultation before it goes for a decision to
the Board of Directors
• 
Makes important decisions on business
execution
• 
President, vice president,
senior managing executive
officers, and others 14–24
members (of which 10
members attended in
response to agenda items)*In addition to the above, 2 external
directors attended
In principle once aweek(34 times in FY2022)
Audit &
Supervisory
Committee
• 
Performs audits relating to general status
of members of the Board of Directors'
performance of duties
➡ 
Attends Board of Directors and other
important meetings
➡ 
Receives reports from executive divisions
and others
➡ Performs business site inspections
➡ 
Deliberates and decides on important
matters related to audits stipulated by
laws and regulations and the articles of
incorporation
• 
4 Audit & Supervisory
Committee members in total
(including 3 external Audit
& Supervisory Committee
members)*The Audit & Supervisory Committee
Office, which has 11 members, was
established to assist the Audit &
Supervisory Committee members
and Audit & Supervisory Officer as a
specialist organizational body
In principle once a
month
(22 times in FY2022)
Internal
Auditing Body
• 
Audits observance of laws, regulations, and
so forth at company divisions, business sites
and group companies as well as auditing the
status of business execution
• 
Audits quality assurance systems in place to
monitor safety initiatives and the status of
operations based on these
• 
19 Internal Audit Office
members
• 
10 Nuclear Power Audit
Office members*Held constantly as
part of duties
Individual compensation for directors (excluding those who are members of the Audit and Supervisory Committee) consists of both
basic renumeration and performance-linked renumeration. Performance-linked remuneration is based on performance indicators
given as financial targets in the Kyuden Group Management Vision, including consolidated ordinary revenue, as well as GHG
emission reduction targets toward carbon neutrality, and dividends for shareholders. In light of their duties, performance-linked
remuneration is not applied to external directors, and consists of basic remuneration only.
The amount of compensation is determined within the total amount and maximum number of shares set at the General Meeting
of Stockholders, which is based on the deliberations by the Compensation Advisory Committee, which is chaired by an external
director and the majority consists of external directors.
In addition, Audit & Supervisory Committee members are present at the Compensation Advisory Committee meetings to ensure the
appropriateness of the committee's discussions.
■しかくBasic Remuneration[monetary awards and monthly salary](FY2022)
Directors (excl. Audit & Supervisory Committee members) 12 380 million yen
Directors (Audit & Supervisory Committee members) 6 78 million yen
Total 18 (6 external)
458 million yen
(60 million to external directors)
■しかくPerformance-linked Remuneration[monetary awards and short-term-performance-linked bonuses](FY2022)
Directors (excl. Audit & Supervisory Committee members) 9 0 yen
■しかく
Performance-linked Remuneration[non-monetary awards and medium- to long-term-performance-linked,
stock-based compensation](FY2022)
Directors (excl. Audit & Supervisory Committee members) 9 61 million yen
■しかくDirector Remuneration (for more details, please refer to our Corporate Governance Report)
Targets
*2 Kyushu EP
Type of remuneration Summary Weighting Payment
Basic
remuneration
Fixed
(monthly
salary)
Cash Determined according to responsibilities 62–76%
Once a month
Fixed period
Performance-linked
remuneration*1Variable
Short-term
(bonuses)CashBetween 0% and 120% of a standard amount determined according to
responsibilities is linked to the degree of achievement of performance
indicators (consolidated ordinary revenue targets outlined in the
Kyuden Group Management Vision)
12–19%
Once a year
Fixed period
Medium-tolong-term(stock-based)
Stock*2
Around 20% of a standard number of points determined according
to responsibilities is linked to the degree of achievement of
performance indicators (consolidated ordinary revenue targets
outlined in the Kyuden Group Management Vision and GHG emission
reduction targets toward carbon neutrality)*3
12–19%
On steppingdown*1 In determining the amount of performance-linked remuneration, where necessary, the Compensation Advisory Committee deliberates on adjusted evaluations,
taking on board factors such as the dividend situation
*2 As income tax is levied when stock is provided, a pecuniary amount equivalent to the amount of tax is also provided
*3 Each reference period is three fiscal years, and evaluations are based on the final day of each reference period
Corporate Governance | Risk Management | Information Security | Compliance64Contents Introduction Environment Social Governance Performance Data
The risks facing the Kyuden Group are diversifying and becoming more complicated, and they develop at an unprecedented
scale and speed. In such circumstances, to prepare for a variety of crises, we have established a crisis management
framework and are working hard to minimize the impact if they do come to pass. Specifically, a Crisis Management Officer
(Kyushu EP's Vice President) and Crisis Management Administrator have been appointed, as well as crisis management
supervisors in each head office department at both Kyushu EP and Kyushu T&D, and we aim to share information and provide
mutual assistance if a crisis does occur.
Moreover, in order to continuously enhance and strengthen our crisis management functions, we have established the Risk &
Crisis Management Countermeasures Committee and constructed a support system that utilizes the specialist and pioneering
expertise of external experts.
■しかくEstablishment of a Crisis Management Framework
To manage risk, Kyushu Electric Power (Kyushu EP) annually identifies, categorizes and assesses risks based on its risk
management rules, clarifying Company-wide and division-specific threats that could affect Kyuden Group management.
Each division and business office produces contingency plans to appropriately manage major risks.
With regard to risks that relate to multiple departments and risks for which concerns of manifestation are high, we share
information among related departments, clarify response structures and address these risks appropriately.
For nuclear power in particular, we take external knowledge and opinions into consideration as we work to identify a broad
range of risks, share this information with members of the Board of Directors and executive officers, and address the risks
thoroughly and on an ongoing basis.
In addition, to respond rapidly and appropriately to emergencies and disasters, we have established rules, in advance,
covering response structures and procedures, and we conduct regular drills.
In order to ensure the appropriateness of risk management in this way, our internal auditing organizations hold a neutral
position with regard to business execution, and audit the implementation of risk management by individual divisions and
group companies.
Risk Management
■しかくRisk Management Processes
Senior
management
Clarification of
major risks
Risk
Management
Division
Individual
divisions
Group
companies
Commitment
Integration
Implementation
Implementation
Monitoring
Identification,
categorization, and
assessment of risks
• Newly emerging risks
• Changes in understanding of risk
• Newly emerging risks
• Changes in understanding of risk
• Events that occurred in the last year
• Changes to the business environment
forecast in the medium‐ to long‐term
future
Identification of risks will take these
and other factors into account
• Sharing of information pertaining to
risk countermeasure progress with
senior management or relevant
individuals
• Incorporation by individual divisions
of risk countermeasures into business
plans and then their implementation
Risk assessment
Probability of occurrenceHighLow
Impact
Examination of risk
countermeasures
Examination of risk
countermeasures
• Risk assessments based on their
probability of occurrence and
potential impact
• Clarification of major risks via senior
management discussions
Report
Internal audit
Internal Auditing Organizations
(Internal Audit Office & Nuclear Power Audit Office)
Appointed to oversee crisis management in each head office
department (alongside other duties) and to strengthen cooperation
・Set as the executive in charge of
crisis management
・During emergencies, supervises
operations as a proxy for the
Chief of the Headquarters
(President of Kyushu EP)
Kyushu EP Vice President
(Crisis Management Officer)
District Symbiosis
Division
General
affairs
・Set as a general manager who
appoints crisis management officers
・During emergencies, helps enhance
speed of response under the direct
control of the Vice President (after
the establishment of the
Headquarters Division, acts as a
supervisory team leader to assist
the Chief of Headquarters and
Crisis Management Officer)
Crisis Management
Administrator
Head office departments at Kyushu EP and Kyushu T&D...Marketing
Division
Information and
Communication
Division
Power System
Operation &
Engineering Division
Crisis
management
supervisor
(alongside
other duties)
Crisis
management
supervisor
(alongside
other duties)
Crisis
management
supervisor
(alongside
other duties)
Crisis Management
Supervisor Group
Risk & Crisis Management
Countermeasures
Committee
Offer guidance on crisis
countermeasures and
support for training, etc.
Undertakes supervisory
deliberations on subjects related
to risk and crisis management
Legal
affairs
Public
relations
Kyushu EP President
Report/Consult
External experts
(think tank)
Corporate Governance | Risk Management | Information Security | Compliance65Contents Introduction Environment Social Governance Performance Data
Main risks that have the potential to affect the Kyuden Group's business performance, financial situation, etc., include, but are not limited to, the following.
Risk Details Countermeasures
Changes in the competitive environment
Domestic power business
Impact of temperature increases and economic trends
Intensification of competition due to the full
deregulation of the retail electricity sector
Trends in fuel market and wholesale electricity
transactions
Provide competitive products and services
Secure supply capacity and minimize costs
Other businesses
(Overseas business, etc.)
Country risks
Intensification of competition
Institutional changes
Fluctuations in prices of commodities, interest rates, and
exchange rates
Assess potential profitability and risk
Establish a risk management framework
Optimize our business portfolio
Reduce costs
Work on new technologies
Status of the situation surrounding nuclear power
Stable operation of nuclear
power
Restrictions on operations due to new regulatory
standards
Successful litigation against nuclear power
Respond to new regulatory standards (bolster safety)
Implement appropriate countermeasures to such litigation
Atomic fuel cycle and back-
end of nuclear operations
Uncertainty accompanying extremely long-term projects Alleviate impact through government measures
Fluctuations in market prices
Fluctuations in fuel costs
Changing conditions in the international fuel markets
and fluctuations in foreign exchange rates
Change to procurement criteria (supply-demand crunch)
Diversify procurement sources and ensure we remain flexible
Make use of foreign exchange forwards and fuel price swaps
Interest rate fluctuations Macro-economic situation Raise capital through long-term loans with fixed interest
Prices of wholesale
electricity transactions
Dramatic price increases due to changes in supply and
demand
Increase in market-related expenses for purchasing
energy efficiency
Optimize our energy source portfolio
Make use of derivatives trading
Changes in systems related to the power industry
System changes related to government energy policies
Development of electricity markets and rules
Gather data on system design and respond appropriately
Climate change
Environmental restrictions
Procurement needs from decarbonized power sources
Changes in actions by investors concerning ESG
Insufficient efforts or disclosure
Promote electrification and low- or zero-carbon energy
sources
Establish an ESG promotion framework
Disclosure of information on low/decarbonization efforts
(e.g., information disclosure and communication based
on TCFD recommendations)
Facility accidents/failures and system failures
Large-scale natural disasters
Aging and breakdown of equipment
System failure
Cyber-attacks
Formulate business continuity plans
Cooperate with relevant organizations and local governments
Carry out priority inspections and repairs, improve maintenance
efforts, etc.
Constantly monitor system operations and update systematically
Maintain and improve our information security level
Operational risks
Inadequate business
(employee accidents, etc.)
Personal injury such as electric shock
Large-scale or long-term blackouts
Establish detailed plans in advance and put in place a
work task management framework
Conduct job training and drills
Put in place an in-house safety promotion framework
Violation of laws and
regulations
Legal breaches resulting from insufficient understanding of
laws and regulations
Compliance breaches
Implement thorough measures to ensure compliance with
laws and regulations (training, corporate culture, systems)
Establish a compliance promotion framework
Lack of human resources
and skills
Inability to secure and train human resources or outflow
of existing personnel
Systematically hire human resources
Train personnel to cultivate improved human resources
Put in place better working environments
Other risks
Impairment of fixed assets
Reduction of deferred tax assets
■しかくBusiness Risks Announced by Kyushu EP (as of June 2023)
Targets
Issue FY2023 Target FY2022 Target FY2022 Results
Scope of performance
aggregation
Strengthening
of the risk
management
system
Improve the
accuracy of risk
management
Improve the
accuracy of risk
management
Carried out Group-wide risk analysis, shared
awareness with senior management, and
reflected risk countermeasures in the medium-
term planーCorporate Governance | Risk Management | Information Security | Compliance66Contents Introduction Environment Social Governance Performance Data
Information Security
Kyushu Electric Power (Kyushu EP) has established a basic policy regarding information security and protection of personal information,
and is working to ensure that all executives and employees are fully aware of this policy and that they are able to appropriately
protect personal information. We are striving to ensure appropriate information security and protection of personal information.
At Kyushu EP and Kyushu Transmission and Distribution (Kyushu T&D)
(hereafter "The Two Companies"), in order to continue functioning as
a business that provides energy services, we realize that maintaining
information security throughout our group is of the utmost importance,
and under the guidance of the president of Kyushu EP as CEO, we strive
to protect and maintain information security, not only within The Two
Companies, but throughout our group as well as together with business
partners.
Compliance
We pledge to observe laws and ordinances related to information security,
other social norms as well as related regulations stipulated by The Two
Companies.
Taking countermeasures
To promote the appropriate management and use of information
assets, we secure the necessary management resources and carry out
organizational, human resource, physical, and technical measures. By doing
so, we prevent data leaks, such as through loss or theft, and respond
appropriately to such threats as internal fraud or cyber-attacks.
At Kyushu EP and Kyushu T&D (hereafter "The Two Companies"), we
recognize the importance of the rights and interests of our customers, so in
order to handle personal information appropriately,*1 we have established
a Basic Policy on the Protection of Personal Information, which is
disseminated to executive officers and employees of The Two Companies,
ensuring appropriate protection of personal information.
1. Laws and guidelines regarding personal information,
other social norms, and The Two Companies' rules and
regulations regarding the protection and management of
personal information, as well as other regulations, will be
strictly observed.
2. Based on our Basic Policy Regarding Information Security,
while managing personal information in an appropriate
manner, we will carry out safety measures to manage
the risk of unauthorized access or damage to, as well as
leakage or loss of, personal information.
3. Personal information will be handled in the following ways.
(1) Disclosure, Notification, and Specification of the Purpose of Use will BeMade We will concretely specify, as much as possible, the usage purpose of
personal information. When obtaining personal information, we will
either disclose the usage purpose in advance, or we will notify the
person as soon as possible after it has been collected.
(2) Acquisition and Handling
Personal information will be acquired through proper means and it will
be used for a specific purpose. However, when we receive an individual's
personal ID number (My Number)*2 we will confirm this information.
Furthermore, when this information is no longer necessary, the personal ID
number will be promptly discarded or deleted.
(3) Providing Information to Third Parties
Except for the following cases, personal data*1 will not be provided to
third parties. Excluding cases where stipulated by law, the personal ID
number will not be provided to third parties.
• When we have consent.
• When obtaining consent is difficult, and where necessary to protect
the person's life, body or property.
Basic Policy on Information Security
Basic Policy on the Protection of Personal Information
Periodic review and reforms
While continuing to implement risk management, we pledge to make
periodic reviews and make improvements when necessary.
Responding to new threats
We pledge to take swift action to counter against the latest threats.
Education and training
In order to continue protecting against information security-related
incidents, we conduct educational workshops for our employees as well as
drills that simulate information security-related incidents.
Responding to incidents
In the event of an incident related to information security, as well as
attempting to prevent damage from spreading further through a swift initial
response, we investigate the cause as well as plan countermeasures to
prevent reoccurrences. Finally, we pledge to disclose any new information
related to such incidents swiftly.
• When cooperation with national organizations or local public entities,
or the people entrusted with carrying out their duties, as specified
by the pertinent laws and regulations, is deemed necessary, but
obtaining the person's consent risks causing trouble for those tasked
with performing the relevant duties.
• When providing personal information in accordance with business
succession procedures.
• When providing personal information within the scope deemed
necessary for the achievement of usage purposes.
• When sharing personal information with a third party is accepted on
the basis of other laws and regulations.
(4) Dealing with Notification and Disclosure Requests
Whether it is regarding purpose of use; data disclosure, revision,
addition, or deletion; stopping usage, erasure, or stopping information
sharing with third parties, when we receive a request from a person
regarding personal data in our possession,*1 as a rule, we aim to
respond to it without delay.
4. We will make regular reviews to our system, and will strive
for improvements in how we protect personal data.
5. In cases where major complaints have been made against
top management, while trying to solve them by ourselves,
in the process of investigating the cause, corrective
measures will be taken immediately. While striving to
prevent a relapse, we will promptly and accurately make
this information available to the public. In addition, we will
also establish a system to deal with complaints regarding
our handling of personal information in a rapid and
appropriate manner.
*1 As defined by the Act on the Protection of Personal Information (Act No.
57, enacted 2003)
*2 Refers to an individual's personal ID number (known in Japan as My
Number) stipulated in the Act on the Use of Numbers to Identify a
Specific Individual in Administrative Procedures (Act No. 27, enacted
2013)
Established: July 2006
Revised: April 2020
Established: July 2006
Revised: April 2020
Policy and Approach
Kyushu EP has created a framework under
which the president is ultimately responsible
and where the Director of the IT and
Telecommunications Division acts as Chief
Information Security Officer. The Cyber
Security Control Office, which forms part of the
framework, is at the heart of the group-wide
efforts to promote the security PDCA cycle, and
is working to guarantee information security.
■しかくInformation Security Promotion Structure
●くろまるInformation Security Measures
Human resources measures
All employees undergo information security training and drills
related to targeted cyber-attacks via email. Through these and
other types of training, we are raising awareness and understanding
of information security and improving employees' ability to respond.
Organizational measures
Under the framework detailed above, we are promoting the
use of the PDCA cycle throughout the entire group, checking on
the progress being made by information security efforts at each
workplace, and making continuous improvements.
To ensure that no information security incidents occur, we are implementing multi-faceted initiatives that include organizational,
human resource, physical, and technical measures. These efforts have our Cyber Security Control Office at their heart, and involve
cooperation between those responsible for information security at each of our sites, including those of group companies.
Technical measures
To prepare for cyber-attacks, which are always becoming more advanced,
we are constantly strengthening our security countermeasures, through
such means as utilizing antivirus software or introducing security firewalls.
Physical measures
As well as introducing security gates and electronic locks, we are implementing
necessary measures at facilities to control who can enter our buildings and offices.
●くろまるIndividual Number (Social Security and Tax Number) System
●くろまるProtecting Personal Information
In accordance with the goals and requirements of relevant laws and regulations, we make sure to confirm individuals' identities when we are
required to confirm their individual number which was introduced by the Japanese government in order to enhance social security and improve
public convenience. Where its use is no longer necessary, we handle it appropriately, such as by promptly disposing of or deleting the information.
Moreover, when a customer contracts with us for electricity, we do not require them to provide us with their individual number.
For personal information, we have put in place various internal regulations and manage the information appropriately within the
scope of specific usage goals. However, in FY2022, it became clear that customer information had been viewed and handled
improperly, and this was reported to the Personal Information Protection Committee. Going forward, to ensure that this cannot
happen again, we investigated the causes and implemented thorough measures to prevent a reoccurrence. We will continue to
work toward appropriate and strict management for personal information, in accordance with relevant laws and regulations.
Promotion Framework
Initiatives
Targets
President of Kyushu EP
Chief Information Security Officer (Director of the IT and Telecommunications Division)
Deputy information security supervising manager (Director of the District Symbiosis Division)
Information security promotion manager
(Director, Cyber Security Control Office, IT and Telecommunications Division)
Deputy information security promotion manager
(General Manager of the District Symbiosis Division (responsible for crisis management))
PDCA for the Kyuden Group overall
Individual headquarters,
business offices, etc.
Kyushu T&D Kyuden Group companies
PDCA PDCA PDCA
Issue FY2023 Target FY2022 Target FY2022 Results
Scope of
performance
aggregation
Ensuring
information
security
• Personal information
leaks: Zero
• No. of serious data
security breaches by
cyber attacks: Zero*
• No. of system failures
that have a big impact
on customers: Zero
• Personal information
leaks: Zero
• No. of serious data
security breaches by
cyber attacks: Zero*
• No. of system failures
that have a big impact
on customers: Zero
• Personal information leaks: 1
(Reports to the Personal Information Protection
Committee in line with that committee's
instructions and with laws and regulations)
• No. of serious data security breaches by cyber
attacks: Zero*
• No. of system failures that have a big impact
on customers: Zero*1*1 Kyushu EP and Kyushu T&D
*Information security incidents resulting from cyber attacks that have a major impact on business operations or society, such as by halting electricity supplies or causing the leak of large amounts of personal information.
Corporate Governance | Risk Management | Information Security | Compliance67Contents Introduction Environment Social Governance Performance Data
Compliance
■しかくCompliance Promotion
Framework
At Kyushu EP, under the Compliance Committee, which is delegated to and overseen by the Board of Directors, we have
set the heads of different organizations as compliance officers who formulate and implement action plans. We have also
prepared a framework involving elements such as the establishment of consultation desks both within and outside the
company. In these ways, we are promoting compliance, including corruption prevention.
For group companies, we have a Group General Affairs Subcommittee, which includes members from each company. The
subcommittee shares information relating to compliance and acts as a forum where members can exchange ideas. As well as
promoting a group-wide, unified approach, the subcommittee clearly defines the roles of the management departments that
guide and support the group companies, and strengthens the Kyuden Group's compliance promotion framework.
Recognizing that the Kyuden Group cannot continue without the trust of everyone in society, Kyushu Electric Power (Kyushu
EP) aims to ensure that every employee does their job in a sincere and fair manner, and to this end is promoting compliance-
focused management. Taking into account the administrative measures put in place by the Japan Fair Trade Commission in
FY2022 and the improper handling of information belonging to customers and others, we are enacting measures to prevent
reoccurrence and starting again with business activities that prioritize compliance—something we are doing as a united Group.
Promotion Framework
Targets
Policy and Approach
(Branch offices) (Head office)
(Head office
departments, etc.)
Area compliance promoters and branch
office compliance officers
(Branch office general managers)
Compliance officers
Area compliance
promoters and branch
office compliance
officers
Compliance
branch area
officer
Compliance
officers
General managers
of head office
departments
Compliance
officers
Group company
management
departments
Suggest and monitor Report
Formulate and
execute action plans
Consult
Consult
Formulate and execute action plans
Compliance
promoters
Senior managing
executive officer
level
Compliance
education
officers
President (Compliance Committee, etc.)
(Group companies)
Group General Affairs Subcommittee
Liaise
Consult
Executives/
Employees
Business
partners
Executives/
Employees
Business
partners
President
(Ultimately responsible for compliance)
Report
Report
Communicate
Liaise
Compliance
consultation
desks
Promote integrated initiatives
at the branch office level
Delegate
Board of Directors (Kyushu EP)
Report
Compliance Committee
Structure Chairperson: President
Members: Relevant executive officers,
head of labor union committee,
and external experts
Manage activities and
offer guidance/support
Compliance officers
(Head of organizations, etc.)
Compliance
consultation
desks
Internal and
external)) ))))• Compliance Committee
We established a Compliance Committee, which is chaired by the president. In addition to periodically making suggestions
and monitoring compliance, the committee is able to solicit advice from external experts should a scandal with a major social
impact on the company occur.
Compliance Committee suggestions are also shared with group companies to reflect group-wide initiatives.
Compliance
Committee
Roles Regarding compliance:
- Proposes and deliberates
policies, measures, etc.
- Monitors implementation
Able to receive suggestions
from its external experts
should a scandal occur that
has a major social impact
Structure Chairperson: president
Members:
External experts (3)
Head of labor union committee
Relevant executive officers
Frequency Twice a year, in principle
●くろまる Operational status at different sites
●くろまる Operational status of the compliance consultation
desks
●くろまる Causes and countermeasures related to compliance
breaches
■しかくMajor Items for Deliberation/reporting by the
Compliance Committee (FY2022)
■しかくCompliance Committee Framework
Compliance Committee
■しかくCompliance Consultation Desks
Consultees
Kyuden Group
executive
officers/employees,
business partners
Report details of consultation
*Legal counsel (where necessary)
Consult
Consult
Report
investigation
findings
(where necessary)
Report investigation findings
(where necessary)
Report
investigation
findings
(where necessary)
Consultation process for queries and reports from outside the company
Consultation process for queries and reports from within the company
External
consultation desk(legal office)
In‐house
consultation deskCompile and record
details of consultation
Investigate problems,
confirm facts, investigate
countermeasures
■しかくNumber of Consultations and Notifications010204030(Number)
Kyushu EP Kyushu T&D
2021 (FY)9101217332020216 626202022• Compliance Consultation Desks
We established compliance consultation desks in both Kyushu
EP and Kyushu T&D with the aim of preventing actions that
breach either laws and regulations or our corporate ethics, or
aiding in their early discovery. Kyuden Group executive officers,
employees, or business partners (including contractors) who
have doubts about the running of the business or actions of
employees are able to consult the desks. We also established
desks in legal offices outside the company, ensuring that a
framework is in place to accept consultations.
The privacy of users of the compliance consultation desks is
firmly protected by laws and company regulations and users will
not be penalized or disadvantaged in any way for the nature of
their consultation or notification.
In our corporate literature, on our intranet, and through other
means we called on people to use the desks, and in FY2022
there were 26 consultations or notifications. In response, desk
staff carried out necessary surveys and investigated measures to
prevent recurrence as appropriate.
Issue FY2023 Target FY2022 Target FY2022 Results
Scope of
performance
aggregation
Thorough
compliance
• No. of serious compliance
violations: Zero
• Monitor no. of whistleblowing
reports/consultations
No. of serious
compliance
violations: Zero
• No. of serious compliance violations: 3
• No. of whistleblowing reports/consultations:
30 (received by the Kyushu EP and Kyushu
T&D compliance consultation desks and
harassment advice counters*1*1 Kyushu EP and Kyushu T&D
Corporate Governance | Risk Management | Information Security | Compliance68Contents Introduction Environment Social Governance Performance Data
●くろまるActivities to Raise Awareness of Compliance
●くろまるCommitments by Top Management
●くろまるInitiatives toward Preventing Bribery and Other Corruption
• Raising employee awareness through training
We are implementing workplace training through exchanges of ideas that look at case studies that employees can relate to
so that all employees can think about compliance for themselves and tie it into their own daily actions.
Furthermore, we have set a compliance officer for each of our branch offices where we are also promoting training.
Our level-based training for new employees, new managers and others are designed to help employees gain the knowledge
they need depending on their age and rank. Through these and other training methods we aim to educate employees and
make them more aware of compliance issues.
We also provide training and other materials to group companies to support employee training.
• Compliance Action Guidelines
All executive officers and employees are made aware of
the Compliance Action Guidelines and the accompanying
Compliance Action Manual, which give specific details on
points to remember when interacting with customers or
stakeholders such as shareholders or investors, as well as
on standards of behavior to follow when making difficult
decisions.
All employees also carry a Compliance Card, a card
that features the standards of behavior outlined in the
Compliance Action Guidelines, providing a quick reference
for employees when they are faced by such dilemmas.
●くろまる Construct relationships of trust with customers
●くろまる 
Guarantee safety and maintain the stable supply of
electricity and quality
●くろまる 
Create positive relationships with business partners
●くろまる 
Maintain fair and competitive relationships with
business rivals
●くろまる 
Implement strict procedures for applying for and
reporting approval
Revised: April 2023
●くろまる 
Protection of customers' trade secrets
●くろまる 
Prevention of bribery, including monetary gifts to
politicians or civil servants
●くろまる 
Prevention of inappropriate expenses used as
contributions or donations
●くろまる 
Prevention of disclosure/leak of confidential
information (both while in the job and after leaving
the Group)
●くろまる 
Avoidance of conflict of interest between private
dealings and those of the Group
Revised: April 2023
■しかくExamples of Some of Our Compliance Action Guidelines
■しかくExamples of Some Items from Our Compliance Action Manual
■しかくCompliance Card
Kyuden Group
Compliance Card
Ethical and Legal Responsibilities
Are your judgements and actions, or those of your bosses or
colleagues...
(1) against your conscience?
(2) something you would be ashamed to tell your friends or
family about?
(3) something that would damage trust between the company
and the local community?
(4) against the company's philosophy or moral code?
(5) something that could break the law or regulations?
We will build stronger relationships of trust with society and promote compliance.NameTo further raise employee awareness of the need for compliance and corruption prevention, we are undertaking a range of
initiatives, one of which is compliance-specific training.
Kyushu Electric Power (Kyushu EP) has always promoted
compliance management throughout the Group and the
Compliance Committee, positioned under the Board of
Directors, is at the heart of its efforts.
In June 2020, President Ikebe pledged to all members of
society that "we will conduct our business activities with
the highest priority on compliance under all circumstances."
(Available on our website)
We have set down in our action guidelines that we will not do anything to gain or provide unfair profit, nor do anything
dishonest that would go against our corporate ethics, in our dealings with customers, business partners, members of the
local community, or anyone else. We are committed to thorough compliance.
In our efforts to expand our businesses overseas, we also stipulated that we will not act in any way that could be construed
as illegal entertaining or bribing of foreign government officials. We will conduct our business appropriately. In addition, those
who work overseas in relevant departments or group companies receive training on points to remember about bribery and
corruption before they go. We also carry out periodic checks.
Thoroughly Implementing Compliance‐focused Management (excerpt)
To me, the fundamental spirit behind compliance is one of not inconve‐
niencing others, not adversely affecting society, and not behaving unjustly. It
is the duty of Kyuden Group top management to put this spirit into practice,
and to spread it throughout the entire group. Then, whatever happens, we
will have compliance as our highest priority in all of our business activities.
We must remain aware that actions which break with compliance could
lose us all the trust we have built up with society in an instant. My solemn
promise to you all is that the Kyuden Group will be ceaseless in its firm
promotion of initiatives aimed at thoroughly implementing compliance
focused management.
June 2020
Kazuhiro Ikebe
Member of the Board of Directors,
President & Chief Executive Officer
Kyushu Electric Power Company, Incorporated
Initiatives
• Information sharing via the company intranet
Compranet is a place to share information relating to
compliance on the company intranet. Compranet can be
viewed from anywhere in the group, and provides not only
information on our compliance initiatives, but also a range
of contents that can be used for workplace discussions or
study seminars.
In FY2022, Compranet featured case studies about
scandals at other companies as well as other teaching
materials.
• Compliance awareness survey
To be able to evaluate the extent to which awareness
of compliance has filtered through the company or that
our efforts have been successful, we periodically conduct
a compliance awareness survey with Kyuden Group
employees.
While the survey found that awareness of compliance is
high across the board, there is room for improvement in
raising awareness and in some aspects of our initiatives.
We are making use of the survey's findings to continuously
improve our efforts, such as by offering feedback to each
of our sites or group companies, and reflecting issues
unearthed at each of the sites in measures.
▼Compranet
■しかくCompliance Awareness Survey
■しかくExamples of Information Found on Compranet
●くろまる 
Explanations of legal terminology and case studies
of legal queries
●くろまる Different kinds of training materials
●くろまる Case studies of successful compliance initiatives
●くろまる 
News of amendments to laws and regulations or
about court findings
●くろまる Survey period: June to August 2022
(Group companies)
October 2022
(Kyushu EP and Kyushu T&D)
●くろまる Respondents: 25,617 (response rate of approx. 93%)
●くろまる Main questions included:・Is your company actively working toward
compliance?・Is your company free of power and sexual
harassment?
・Do you rapidly report issues?・Are relationships with business partners fair and
above board?
 etc.
Corporate Governance | Risk Management | Information Security | Compliance69Contents Introduction Environment Social Governance Performance Data
●くろまるFair Business Management
Ensuring fairness and transparency for power transmission and distribution network use
In order to ensure that power transmission and distribution network use is fair and transparent, we have established action
regulations and rules and regulations governing network use, to which our actions strictly adhere.
Going forward, we will continue to comply with rules and regulations, strive to maintain fairness and transparency, and conduct
thorough information management. Moreover, you can see the code of conduct regarding the behavior regulation of Kyushu
Transmission and Distribution (Kyushu T&D) on the company website.
https://www.kyuden.co.jp/td_service_wheeling_rule-document_rule.html
• 
Providing information on laws and regulations to group
companies
We provide each group company with legal guides and
self-assessment checklists and we encourage them to
make full use of the materials to prevent legal breaches.
Initiatives aimed at preventing scandals and legal or regulatory breaches
In order to prevent scandals, or legal breaches resulting from insufficient awareness or understanding of laws and regulations,
we are working to provide the entire group with legal support.
• Legal consultations
The Legal Division provides employees with advice and support on
legal queries and issues that arise during employees' duties, by offering
consultations via telephone, in person, or through their dedicated e-mail
address. As well as offering advice, it is able to provide a full range of
support. For matters that require a particularly high degree of specialism,
we consult with lawyers or other sources where necessary and work to
ensure our compliance with laws and regulations.
• Accurately grasping amendments to laws and regulations
We have introduced systems from outside the company
to allow us to receive amendment information not only
concerning laws, but also for ordinances and regulations
from seven of Kyushu's prefectural governments, and from
ordinance-designated cities.
• Preventing scandals
We ask employees to look at their own attitudes, words,
and actions, and also at their workplace cultures, to early
spot potential scandals. These and other initiatives work to
raise employee sensitivity to such matters.
To relate the fact that scandals can lead to a loss of trust
and brand reputation for the entire group, each of the
headquarters and other relevant parts of the organization
are responsible for managing and guiding group company
efforts. By avoiding or minimizing compliance risks group-
wide, we endeavor to prevent scandals.
Main consultation subjects
●くろまる 
Examining contracts
●くろまる 
Protection of personal information
●くろまる 
New businesses
●くろまる 
Intellectual property
■しかくAction Regulations
Electricity Business Act
Japan Fair Trade Commission and Ministry of Economy, Trade and Industry
●くろまる Guidelines on suitable electricity transactions
Organization for Cross‐regional Coordination of Transmission Operators
●くろまる Task regulations
●くろまる Guidelines for power transmission, distribution, and other tasks
Kyushu T&D
●くろまる Code of behavior toward securing energy neutrality (regulations)
●くろまる Management action guidelines
Kyushu T&D
●くろまる Power grid plan formulation standards
●くろまる Power distribution facility plan standards
●くろまる Power grid access standards
●くろまる Power distribution grid connection standards
●くろまる Power supply operations standards
●くろまる Power distribution grid operations standards
●くろまる Power transmission and distribution information
disclosure standards
Electricity Business Act
Electricity Business Act
Japan Fair Trade Commission and Ministry of Economy, Trade and Industry
●くろまる Guidelines on suitable electricity transactions
Organization for Cross‐regional Coordination of Transmission Operators
●くろまる Task regulations
●くろまる Guidelines for power transmission, distribution, and other tasks
Kyushu T&D
●くろまる Code of behavior toward securing energy neutrality (regulations)
●くろまる Management action guidelines
Kyushu T&D
●くろまる Power grid plan formulation standards
●くろまる Power distribution facility plan standards
●くろまる Power grid access standards
●くろまる Power distribution grid connection standards
●くろまる Power supply operations standards
●くろまる Power distribution grid operations standards
●くろまる Power transmission and distribution information
disclosure standards
Electricity Business Act
■しかくNetwork Use
Corporate Governance | Risk Management | Information Security | Compliance70Contents Introduction Environment Social Governance Performance Data
Environment .............................. 71
Social.......................................... 81
Governance .............................. 86
Independent Practitioner's
Assurance ................................. 87
Performance Data
Climate Change
Scope 1
・CO2
Emissions from fuel consumption (calculated based on the Report Regarding
CO2 Emissions from Energy Usage [Global Warming Countermeasures Act: Item
1, Paragraph 2, Article 21]) and own logistics transport
・SF6
(Natural leakage + emissions from equipment inspection + emissions from
equipment removal + emissions from malfunctions + other emissions [repair
work, etc.]) x 22,800 (Global warming coefficient)
・N2O
(Emissions from fuel usage + emissions from treatment of factory wastewater
+ emissions from treatment of human waste, etc.) x 298 (Global warming
coefficient)
・CH4
(Emissions from fuel usage + emissions from treatment of factory wastewater
+ emissions from treatment of human waste, etc.) x 25 (Global warming
coefficient)
・HFC
HFC consumption x HFC global warming coefficient
Scope 2
As CO2 emissions from self-consumption of energy are included in Scope 1,
emissions from electricity usage at offices located in regions supplied by other
electric power companies are calculated based on the following:
Market-based: Electricity purchased in regions supplied by other electric power
companies x emissions factor of each electricity provider (post-adjustment)
Location-based: Electricity purchased in regions supplied by other electric
power companies x average emissions factor for all power sources
Scope 3
・Category 1
Emissions from the purchase of goods (except capital investment) are calculated
based on the sum of the following: goods costs by category x emissions factor*1
by category
・Category 2
Emissions from capital investment in the electricity business are calculated
based on the following: capital investment costs (electricity business) x
emissions factor*1
・Category 3
Emissions (direct) from fuel combustion equivalent to electricity purchased
from other electric power companies are calculated based on the sum of the
following: purchased electricity (by type of power source) x emissions factor (by
fuel type, by electricity provider, or by average emissions factor for all power
sources)
Emissions (indirect) from owned or other electric power companies' plants
(except from fuel combustion) are calculated*3.4 based on the sum of the
following: generated electricity (by type of power source) x average lifecycle
CO2 emissions*2 (by power source)
・Category 4
Emissions from distribution (transport, cargo handling, and storage) are
calculated based on the following: fuel usage (crude oil equivalent) by trucks
(used for materials and equipment) x emissions factor*1
・Category 5
Emissions from waste transportation and waste disposal are calculated based
on the sum of the following: disposal volume of industrial waste (by category) x
emissions factor*1
・Category 6
Emissions from employee business trips are calculated based on the following:
number of employees x emissions factor*1
・Category 7
Emissions from employee commutes to offices are calculated based on the sum
of the following: commuting costs (by commuting method) x emissions factor*1
・Category 8
Included in Scope 1 and 2 emissions
・Category11
Emissions from the gas sales business (except wholesale sales) are calculated*5
based on the sum of the following: gas payouts (except wholesale sales) x (unit
calorific value x emissions factor x CO2 conversion factor)*1
・Category 15
Emissions from overseas power generation projects (except PPA projects) are
calculated based on the sum of the following: fuel usage by type of power
source (except PPA projects) x equity ratio x emissions factor*1
■しかくSupply Chain GHG Emissions (Scope 1, 2, and 3)
Unit FY2019 FY2020 FY2021 FY2022
Scope 1
10,000
t- CO2
Total 1,904
(51.4%) 2,211
(51.0%) 1,749
(42.8%) 2,369
(51.2%)
Scope 2
Total (Market-based) 0.008
(0.0%) 0.005
(0.0%) 0.005
(0.0%) 0.005
(0.0%)
Total (Location-based) 0.008
(0.0%) 0.005
(0.0%) 0.005
(0.0%) 0.005
(0.0%)
Scope 3
Total 1,799
(48.6%) 2,127
(49.0%) 2,339
(57.2%) 2,260
(48.8%)
Category 1 33
(0.9%) 29
(0.7%) 34
(0.8%) 30
(0.6%)
Category 2 126
(3.4%) 105
(2.4%) 90
(2.2%) 87
(1.9%)
Category 3 1,445
(39.0%) 1,771
(40.8%) 1,963
(48.0%) 1,851
(40.0%)
Category 4 0.1
(0.0%) 0.1
(0.0%) 0.1
(0.0%) 0.1
(0.0%)
Category 5 3
(0.0%) 3
(0.0%) 2
(0.0%) 3(0.1%)
Category 6 0.2
(0.0%) 0.2
(0.0%) 0.2
(0.0%) 0.2
(0.0%)
Category 7 0.7
(0.0%) 0.7
(0.0%) 0.7
(0.0%) 0.7
(0.0%)
Category 11 111
(3.0%) 109
(2.5%) 116
(2.8%) 119
(2.6%)
Category 15 80
(2.2%) 110
(2.5%) 132
(3.2%) 169
(3.6%)
Scope 1, 2, 3
Total (Market-based) 3,703 4,338 4,088 4,629
Total (Location-based) 3,703 4,338 4,088 4,629
■しかくOverall Thermal Efficiency
Unit FY2019 FY2020 FY2021 FY2022
Power generation end%44.1 45.3 44.7 45.1
Power transmission end 42.1 43.4 42.9 43.3
*Thermal efficiency has been calculated based on lower heating values.
■しかくTransmission/Distribution Loss Rates
Unit FY2019 FY2020 FY2021 FY2022
Low voltage%8.2 8.1 8.2 8.6
High voltage 3.0 3.0 3.1 3.2
Extra high voltage 1.3 1.3 1.3 1.3
■しかくKyuden Group Power Facility Capacities by Power Source (Domestic)
Unit FY2019 FY2020 FY2021 FY2022
Thermal powerCoalMW
3,460 3,460 3,460 3,460
LNG and other gas 4,625 4,655 4,075 4,075
Petroleum 1,900 1,895 867 863
Nuclear power 4,140 4,140 4,140 4,140
Renewable
energy
Geothermal 218 223 223 223
Hydro 1,282 1,287 1,287 1,295
Biomass 165 185 406 457
Wind 65 129 207 207
Solar 88 89 94 94
Pumped storage 2,300 2,300 2,300 2,300
Calculations are based on the "Calculation, Reporting and Publication System for Greenhouse Gas Emissions" and the "Basic Guidelines for Calculating Supply Chain
Greenhouse Gas Emissions (Ver 2.5; March 2023, Ministry of the Environment and Ministry of Economy, Trade and Industry)" outlined in the Act on Promotion of
Global Warming Countermeasures (referred to above as the "Global Warming Countermeasures Act").*1 Calculations are based on the emissions factor (emissions per unit) outlined in the "Policy on Emissions Unit Values for Accounting of Greenhouse Gas Emissions,
etc., by Organizations Throughout the Supply Chain (Ver 3.3; March 2023, Ministry of the Environment and Ministry of Economy, Trade and Industry)."*2 Calculations are based on LC-CO2 emissions (per unit) of each power generation technology (excl. from fuel combustion) outlined in the "Comprehensive Assessment
of Life Cycle CO2 Emissions from Power Generation Technologies in Japan" in the CRIEPI Report Y06 (July 2016). For the unknown power sources, calculations are
based on the coefficient for fuel procurement from "Policy on Emissions Unit Values for Accounting of Greenhouse Gas Emissions, etc., by Organizations Throughout
the Supply Chain."*3 In order to prevent double counting, the amount of electricity purchased from the Japan Electric Power Exchange (JEPX) through indirect auctions was deducted from
the amount of electricity purchased from JEPX since FY2022.*4 FY2021 results have been amended due to the corrections of misreporting of CO2 emissions data from other power generation companies to our company.*5 Newly calculated from FY2021. (Not included in the Management Target boundaries.)
Scope: Kyushu EP and consolidated subsidiaries (excluding those with extremely low emissions)
ガバナンス パフォーマンスデータ
Environment | Social | Governance | Independent Practitioner's Assurance71Contents Introduction Environment Social Governance Performance Data
■しかくCO2 Emissions by Kyushu Electric Power (Kyushu EP)
Unit FY2019 FY2020 FY2021 FY2022
Electricity sales volume 100 GWh 695 684 736 733
CO2 emissions (basic emissions)
10,000 t-CO2
2,390 2,500 2,180 2,920
CO2 emissions (post-adjustment emissions) 2,570 3,280 2,810 3,320
CO2 emissions per electricity sales volume
(basic emissions factors)
kg-CO2/kWh
0.344 0.365 0.296 0.399
CO2 emissions per electricity sales volume
(post-adjustment emissions factors)
0.370 0.479 0.382 0.453
Post-adjustments
Adjustments in line with CO2 emissions credits and feed-in-tariff schemes*Calculations are based on the government's announcement regarding "Calculations and announcements pertaining to basic emissions factors and post-adjustment
emissions factors for each electricity business" in line with the Act on Promotion of Global Warming Countermeasures (including electricity purchased from other
companies).
Electricity sales volumes differ from FY2018 onwards due to the government's revision of guidelines relating to CO2 emissions, which excluded electricity supplied to
remote islands (excluding the Goto Islands in Nagasaki Prefecture, which are connected to mainland Japan).
*FY2022 results are provisional; the government is set to announce definitive figures in December.
■しかくGroup Company GHG Emissions
Unit FY2019 FY2020 FY2021 FY2022
CO2 (carbon dioxide)
kt-CO2
175.6 186.9 261.6 221.0
CH4 (methane) 0 0.1 0.2 0.1
N2O (nitrogen dioxide) 0 0 0 —
HFC (hydrofluorocarbons) 0 0 0 0.6
PFC (perfluorocarbons) — — — —
SF6 (sulphur hexafluoride) 0 0 0 —
Total 175.6 187.1 261.8 221.7
*Please note that totals may not match due to rounding.CO2Excludes CO2 from electricity sales to other electricity companies, etc. (emissions from combustion of power generation fuel)FY2021 figures have been calculated based on the FY2020 CO2 emissions factor (post-adjustment) per electricity sales volumeFY2022 figures have been calculated based on the FY2021 CO2 emissions factor (post-adjustment) per electricity sales volume
■しかくGroup Company GHG Emissions Breakdown
Source of emissions Unit FY2022
CO2 (carbon dioxide)
Purchased electricity
kt-CO2
199.8
Own logistics fuel 14.8
Air conditioning/industrial fuel 3.6
Heat (steam, etc.) 2.7
Total 221.0
CH4 (methane)
Equipment inspections/facilities, etc. 0.1
Fuel combustion 0.0
Total 0.1
N2O (nitrogen dioxide) Fuel combustion —
HFC (hydrofluorocarbons) Equipment inspections/facilities, etc. 0.6
PFC (perfluorocarbons) No corresponding equipment —
SF6 (sulphur hexafluoride) Wholly recovered during inspections —
Total 221.7
*Please note that totals may not match due to rounding.
■しかくGroup Company GHG Emission Reductions
Calculation overview Unit FY2022
Natural energy
Solar power
generation
Calculated using power generated from Group
companies' solar power facilities
kt-CO20.2Use of unused
energy
Geothermal heat
supply
Calculated using cases where effective use of unused
energy (such as seawater and building waste heat) is
substituted using natural gas and other fossil fuels5.5Cryogenic power
generation
Calculated using power generated from cryogenic
power generation—Equipment
inspections
SF6 recovery
Calculated using cases where filled volumes are not
recovered from equipment during inspections as a
baseline—Total 5.7
■しかくEmissions and Filled Volumes
Unit FY2019 FY2020 FY2021 FY2022
SF6 (Sulphur Hexafluoride) Emissions*1
10,000
t-CO2
3.4 3.3 5.1 3.6
N2O (Nitrogen Dioxide) Emissions*2 4.2 4.3 3.3 4.2
HFC (Hydrofluorocarbon) Emissions*3 0.09 0.12 0.18 0.12
Specified CFC (chlorofluorocarbon) Filled
Volumes and Emissions
t (kg)
0.0 / 0.0(22)/(0)0.0 / 0.0(20)/(0)0.0 / 0.0(15)/
(0.0)
0.0 / 0.0(15)/
(0.0)
*1 The weight of SF6 gas has been converted to the weight of CO2 using the global warming potential of SF6 (22,800).
*2 The weight of N2O gas has been converted to the weight of CO2 using the global warming potential of N2O (298).
*3 The weight of HFC gases have been converted to the weight of CO2 using the global warming potential of HFCs (12–14,800).
SF6 recovery rate
Inspection 99.4%
Removal 99.5%
■しかくSpecific CFCs, etc., Owned by Group CompaniesUnitFY2019 FY2020 FY2021 FY2022
No. of
companies
Total
No. of
companies
Total
No. of
companies
Total
No. of
companies
TotalCFCOwned
volumetons67.465.965.065.0Emissions 0.0 0.2 0.0 0.0HCFCOwned
volume 2145.41984.02084.11887.0Emissions 0.2 0.4 1.4 2.7
Halon
Owned
volume 84.884.974.564.3Emissions 0.0 0.0 0.0 0.0
Ozone-depleting
substance emissions
ODP t 0 0.3 0.1 0.1
Ozone-depleting substance emissions
Converted to CFC-11 mass equivalent using the ozone depletion potential of each fluorocarbon
ガバナンス パフォーマンスデータ
Environment | Social | Governance | Independent Practitioner's Assurance72Contents Introduction Environment Social Governance Performance Data
■しかくAmount of CO2 Absorbed and Fixated at Company-owned Forests
Unit FY2019 FY2020 FY2021 FY2022
Amount of CO2 Absorbed and
Fixated at Company-owned Forests
10,000
t-CO2
129.5 130.5 130.8 132.9
*Excluding amount (approx. 10,000 tons) of J Credits expected to be created (FY2021).
*Calculated based on actual values from forest survey using Greenhouse Gas Inventory Office of Japan calculation methods
Includes 41,000 tons of CO2 absorbed by the yearly growth (including those cut down).
Biodiversity
■しかくEnergy and Environment Education
Unit FY2019 FY2020 FY2021 FY2022
No. of Eco-Mother activitiesNo.Approx. 200 Approx. 110 Approx. 110 Approx. 130
No. of on-demand lessons Approx. 440 Approx. 190 Approx. 290 Approx. 460
Energy and environment education
that uses digital contents (indicated
again)
ー ー 15 23
No. of environmental education
events at the Kuju Kyuden Forest
28 3 2 11
Environmental Conservation
■しかくKyushu Electric Power's PRTR Investigations
Indexno.Chemical
substance
Main uses/
generated facilitiesUnitFY2019 FY2020 FY2021 FY2022
Amount
handled
Amount
released
Amount
transferred
Amount
handled
Amount
released
Amount
transferred
Amount
handled
Amount
released
Amount
transferred
Amount
handled
Amount
released
Amount
handled
33 Asbestos Insulating agentkg2,000 0 2,000 2,700 0 2,700 787 0 787 1,932 0 1,932
53 Ethylbenzene
Coating and stain-
proofing material
for power
generation facilities
3,800 3,800 0 4,400 4,400 0 2,139 2,139 0 3,695 3,695 0
71 Ferric chloride
Wastewater
treatment agent
35,000 0 0 36,900 0 0 36,895 0 0 46,580 0 0
80 Xylene
Coating for power
generation facilities
5,600 5,600 0 6,100 6,100 0 2,811 2,811 0 4,909 4,906 01642,2-Dichloro-1,
1,1-trifluoroethane
Refrigerant for
air conditioners
1,000 0 0 — — — — — — — — —211Dibromotetra-
fluoroethane
Fire retardant 2,600 330 2,200 — — — — — — — — —
240 Styrene Coating — — — — — — 1,700 1,700 0 1,300 1,300 0
300 Toluene
Power generation
boiler
8,100 8,100 0 7,300 7,200 0 5,759 5,747 0 8,040 8,033 0
333 Hydrazine
Water supply
treatment agent
19,900 0.4 0 16,100 0.8 0 17,679 0.9 0 14,493 0.4 0405Boron
compounds
Reactivity control
material/
analytical reagent
3,000 0 0 1,400 6 0 — — — 1,354 0 0438Methyl-
naphthalene
Diesel power
generator
470,750 2,348 122 468,400 2,300 45 511,704 2,545 107 552,680 2,773 159
*Totals for Class I Designated Chemical Substances of which more than 1 ton is handled per year at each worksite (more than 0.5 tons for Class 1 Specific Designated
Chemical Substances) (Totals for legally required reported values).PRTRPollutant Release Transfer Register
■しかくSOx and NOx Emissions by Thermal Power Plant
Thermal power
plant name
(fuel type)UnitFY2019 FY2020 FY2021 FY2022
SOx NOx SOx NOx SOx NOx SOx NOx
Shin-Kokura (LNG)tons0 21 0 29 0 29 0 37
Karita (Coal, heavy
oil/crude oil)
49 154 40 98 18 69 10 59
Buzen (Heavy oil/
crude oil)
0 0 0 0 0 0 0 1
Matsuura (Coal) 1,578 1,652 1,571 1,961 1,080 1,358 1,726 2,216
Shin-Oita (LNG) 0 820 0 1,393 0 1,438 0 1,826
Reihoku (Coal) 1,922 2,295 2,921 2,600 2,648 2,466 2,882 2,631
Sendai (Heavy oil/
crude oil)
0 0 0 0 0 0 0 0
Total 3,549 4,941 4,532 6,081 3,747 5,358 4,619 6,771
*Excludes internal combustion thermal power plants
*Please note that totals may not add up due to rounding.SOxGeneric term for sulfur oxides, and includes sulfur dioxide (SO2) and sulfur trioxide (SO3)
Sulfur oxides are generated when fossil fuels such as coal and petroleum are combusted, and the sulfur content in the fuel oxidizes. Sulfur oxides cause air pollution
and acid rain.NOxGeneric term for nitrogen oxides, and includes nitrogen oxide (NO) and nitrogen dioxide (NO2). Nitrogen oxides are generated when nitrogen-containing fuel is
combusted, and when nitrogen in the air is oxidized during combustion. Nitrogen oxides cause air pollution and acid rain.
ガバナンス パフォーマンスデータ
Environment | Social | Governance | Independent Practitioner's Assurance73Contents Introduction Environment Social Governance Performance Data
■しかくSOx and NOx Emissions per kWh of Thermal Power Generated
Unit FY2019 FY2020 FY2021 FY2022SOxg/kWh
0.15 0.14 0.14 0.13
NOx 0.20 0.18 0.20 0.19
■しかくAmount of PRTR-designated Chemical Substances Handled by Group CompaniesUnitFY2019 FY2020 FY2021 FY2022
No. of
companies
Total
No. of
companies
Total
No. of
companies
Total
No. of
companies
Total
Amount handled
tons 833.6730.9731.4630.1Amount released
(into the air)
12.8 14.0 15.6 14.3
Amount
transferred
41.9 34.1 56.8 74.5PRTRPollutant Release Transfer Register
*Totals for Class I Designated Chemical Substances of which more than 1 ton is handled per year at each worksite (more than 0.5 tons for Class 1 Specific Designated
Chemical Substances) (Totals for legally required reported values).
■しかくGroup Companies' Air Pollutant EmissionsUnitFY2019 FY2020 FY2021 FY2022
No. of
companies
Total
No. of
companies
Total
No. of
companies
Total
No. of
companies
TotalSOxemissions kilotons41.761.862.962.8NOx
emissions
1.9 1.9 2.0 1.8
*Totals of SOx and NOx emissions at companies where measurement of flue gas is legally required.
■しかくGroup Companies' PRTR Investigations
Indexno.Chemical substance Main uses Unit
FY2022
Amount
handled
Amount
released
(into the air)
Amount
transferred
1 Water-soluble zinc compounds Platingtons1.60 0.07 74.41
53 Ethylbenzene Coating 3.76 3.76 0.00
80 Xylene Coating 5.50 5.50 0.00
300 Toluene Coating 4.93 4.93 0.00
305 Lead compounds Plating 3.36 0.00 0.11
333 Hydrazine Water treatment agent 1.52 0.00 0.00
438 Methylnaphthalene A-type heavy oil 9.38 0.05 0.00
As of March 31, 2022
■しかくMain Uses of Asbestos at Our Buildings and Facilities
Use Location used Current status (usage, etc.) Notes (response, etc.)
Sprayed asbestos
Used in soundproofing material,
insulation material, and fireproofing
material in certain walls and
ceilings in equipment rooms and
transformer rooms, etc.
Measures to prevent dispersal
complete in all locations
For buildings where dispersal prevention work
is complete and that require regular inspection,
conditions are checked every year.
Asbestos-containing
products
Building
material
Used in fireproof boards and
flooring, etc., in buildings
Estimated to be included in
some construction materials
used up until August 2006.
Asbestos-containing products
have not been used since.
As these are molded articles that are not in
danger of dispersing asbestos in their normal
state, we are currently using repair work and
other occasions as opportunities to replace
them with asbestos-free options.
Sound-
proofing
material
Transformer soundproofing
material
(Transformer facilities, hydroelectric
power generation facilities)
84 transformers
Asbestos
cement pipe
Underground pipeline material
(Transmission and distribution
facilities)
Line length: Approx. 180 km
Insulation
materials
Power generation facilities
(Nuclear power generation
facilities, thermal power facilities)
Approx. 58,000 m3
Sealant/
joint sheets
Power generation facilities
(Nuclear power generation
facilities, thermal power facilities)
Approx. 480,000
Shock-
absorbing
material
Suspension-type insulators
(Transmission facilities)
Approx. 1.407 million
suspension-type insulators
(Asbestos-containing products
are used as shock-absorbing
material in insulators, but not
on the porcelain insulator
surface)
As these are molded articles, and as the
asbestos is contained inside the insulator itself,
they are in no danger of dispersing asbestos
in their normal state. As such, we are currently
using repair work and other occasions as
opportunities to replace them with asbestos-
free options.
Thickening
agent
Overhead power lines
(Transmission facilities)
Line rust prevention:
Line length approx. 84.8 km
The asbestos is part of the anti-rust grease,
and is in no danger of dispersal. As such, we
are currently using repair work and other
occasions as opportunities to replace them
with asbestos-free options.
*Thermal power facilities include geothermal and internal combustion power generation facilities.
ガバナンス パフォーマンスデータ
Environment | Social | Governance | Independent Practitioner's Assurance74Contents Introduction Environment Social Governance Performance Data
■しかくAmount of Industrial Waste Generated and Recycling Rates by Type
Main uses Unit FY2019 FY2020 FY2021 FY2022
Coal ash
Cement raw
material
Concrete mixture
Amount generatedtons752,110 743,955 631,432 850,696
Amount recycled 752,110 743,955 629,743 830,029
Recycling rate % 100 100 100 98
Other
industrial
waste
Heavy crude
oil ash
Vanadium
recovery
Amount generatedtons7 0 0 0
Amount recycled 7 0 0 0
Recycling rate % 100 − − ー
Gypsum
Cement raw
material
Amount generatedtons134,065 105,265 117,357 155,673
Amount recycled 134,065 105,082 117,357 155,673
Recycling rate % 100 100 100 100
Sludge
Cement raw
material
Amount generatedtons2,891 2,859 3,726 3,627
Amount recycled 993 886 483 619
Recycling rate % 34 31 13 17
Waste oil Fuel oil
Amount generatedtons2,266 2,837 2,353 2,336
Amount recycled 2,250 2,817 2,326 1,900
Recycling rate % 99 99 99 81
Waste plastic Fuel additive
Amount generatedtons254 415 254 373
Amount recycled 249 237 170 242
Recycling rate % 98 57 67 65
Scrap metal Metals
Amount generatedtons13,462 14,656 15,595 16,475
Amount recycled 13,456 14,616 15,518 16,448
Recycling rate % 100 100 100 100
Waste
concrete
poles
Subbase and
aggregate
material
Amount generatedtons11,198 9,713 10,207 8,036
Amount recycled 11,198 9,713 10,207 8,036
Recycling rate % 100 100 100 100
Glass and
ceramic waste
Glass product
materials
Amount generatedtons151 55 26 35
Amount recycled 151 52 25 34
Recycling rate % 100 94 94 99
Industrial waste
requiring special
treatment
Metals
Amount generatedtons573 238 1,031 472
Amount recycled 525 231 936 403
Recycling rate % 92 97 91 85
Other Fuel additive
Amount generatedtons189 184 136 211
Amount recycled 142 149 81 191
Recycling rate % 75 81 60 91
Subtotal
Amount generatedtons165,056 136,222 150,686 187,238
Amount recycled 163,036 133,782 147,103 183,546
Recycling rate % 98.8 98.2 97.6 98
Total industrial waste
Amount generatedtons917,166 880,177 782,307 1,037,934
Amount recycled 915,146 877,737 776,846 1,013,576
Recycling rate % Approx. 100 Approx. 100 Approx. 100 98
*Please note that totals may not add up due to rounding.
Industrial waste requiring special treatment
Applies to sludge, waste asbestos, waste oil, and waste acids and alkalis that are proscribed as industrial waste requiring special treatment under the Waste
Management and Public Cleansing Act as they have the potential to harm people's health or living environments.
Resource Recycling
■しかく
Amount of General Waste (Used Paper, etc.) Generated and Recycling Rates
Main uses Unit FY2019 FY2020 FY2021 FY2022Usedpaper
Recycled
paper
Amount generatedtons1,054 966 985 810
Amount recycled 1,047 960 979 808
Recycling rate % 99 99 99 100
Shellfish
Subbase and
aggregate
material
Amount generatedtons317 878 1,352 1,255
Amount recycled 73 286 434 456
Recycling rate % 23 33 32 36Damdriftwood
Alternative to
straw litter
Amount generatedtons2,551 2,490 2,189 3,641
Amount recycled 2,551 2,464 2,172 2,948
Recycling rate % 100 99 99 81
Unit FY2019 FY2020 FY2021 FY2022
High concentrationtons0.5 0.01 153.14 0.50
Low concentration 570.4 237.9 781.0 499.6
Total 570.9 237.9 934.1 500.1
■しかくAmount of Toxic Waste (PCB Waste) Treated
ガバナンス パフォーマンスデータ
Environment | Social | Governance | Independent Practitioner's Assurance75Contents Introduction Environment Social Governance Performance Data
■しかくAmount of Copy Paper Purchased
Unit FY2019 FY2020 FY2021 FY2022
Amount of Copy Paper Purchased tons 554 513 443 376
■しかくAmount of Used Paper Collection
Main uses Unit FY2019 FY2020 FY2021 FY2022
Newspapers
Paper (copy paper, catalog paper, etc.) and
newspaperstons54 56 55 52
Magazines Cardboard material and paper string 18 15 15 11
Cardboard Cardboard material 58 62 65 58
Confidential
documents
Paper (copy paper, catalog paper, etc.), toilet
paper, and cardboard material
778 781 783 616
Other
Paper (copy paper, catalog paper, etc.), toilet
paper, cardboard material, and paper string
140 46 60 72
Total 1,047 960 979 808
*Please note that totals may not add up due to rounding.
Newspapers
Includes magazine and cardboard collection amounts at some worksites
Other
Copy paper and envelopes, etc.
■しかくWaste Generated at Group CompaniesUnitFY2019 FY2020 FY2021 FY2022
No. of
companies
Total
No. of
companies
Total
No. of
companies
Total
No. of
companies
Total
Industrial
waste
Amount
generatedkt40
139.037162.235171.036181.8
Recyclingrate% 94 93 95 95Usedpaper
Amount
generatedkt421.0410.8340.9350.9Recyclingrate% 94 92 89 94
■しかく
Amount of Industrial Waste Generated and Recycling Rates by Type at Group Companies
Unit FY2022
Combustion residue
(coal ash and others)
Amount generatedkt7.3
Amount recycled 6.8
Recycling rate % 94
Sludge
Amount generatedkt11.6
Amount recycled 11.4
Recycling rate % 98
Waste plastics
Amount generatedkt1.1
Amount recycled 0.8
Recycling rate % 74
Waste oil
Amount generatedkt0.8
Amount recycled 0.8
Recycling rate % 96
Scrap metal
Amount generatedkt7.5
Amount recycled 7.4
Recycling rate % 99
Glass and ceramic waste
Amount generatedkt3.0
Amount recycled 2.2
Recycling rate % 74
Construction waste
Amount generatedkt7.1
Amount recycled 6.6
Recycling rate % 93
Soot and dust
Amount generatedkt132.3
Amount recycled 132.3
Recycling rate % 100
Industrial waste requiring special treatment
Amount generatedkt2.0
Amount recycled 0.5
Recycling rate % 24
Other industrial waste
(waste alkali, wood scraps, etc.)
Amount generatedkt9.1
Amount recycled 4.6
Recycling rate % 51
Total
Amount generatedkt181.8
Amount recycled 173.6
Recycling rate % 95
ガバナンス パフォーマンスデータ
Environment | Social | Governance | Independent Practitioner's Assurance76Contents Introduction Environment Social Governance Performance Data
Water Resources Environmental Management
■しかくAmount of Service Water Usage
Unit FY2019 FY2020 FY2021 FY2022
Amount of Service Water Usage m3/person 28 27 24 27
■しかく
Amount of Water Usage (for Power Generation) and Wastewater at Thermal, Nuclear, and Internal
Combustion Power Plants (FY2022)UnitFY2022
Water for power
generation
Wastewater
Thermal power
Shin-Kokura (incl. Buzen)
10,000 t
28 10
Karita 32 5
Matsuura 205 60
Shin-Oita 58 49
Reihoku 185 64
Nuclear power
Genkai 59 28
Sendai 37 32
Internal combustion power 4 ―
Total 609 257*Please note that totals may not add up due to rounding.*All wastewater is discharged into the sea.
Water for power generation
Amount of water from external input (city water, well water, etc.) minus water for daily use. Does not include seawater used as cooling water or water recirculated at
each power plant.
Wastewater
The amount of wastewater appropriately treated at the wastewater treatment facilities inside each power plant.
■しかくEnvironmental Load Reduction in Business Operations
Expected Reductions Unit FY2022
CO2 reduction amount
Power generation and
power purchasing
10,000 t-CO2 1,558
SF6 recovery amount 10,000 t-CO2 28
SOx reduction amount 10,000 t 6.8
NOx reduction amount 10,000 t 2.6
Actual Reduction Amount Unit FY2022
Recycled industrial waste 10,000 t 101
Low-level radioactive waste reduction (200 L drum equivalent) drums 3,840
Recycled paper t 808
Recycled water/rainwater utilization 10,000 t 4.5
CO2 reduction amount
Nuclear power generation (at the generation end) x CO2 emissions divided by electricity sales volume (after adjustment)
+ hydroelectric power generation (at the transmission end) x CO2 emissions divided by electricity sales volume (after adjustment)
+ geothermal power generation (at the transmission end) x CO2 emissions divided by electricity sales volume (after adjustment)
+ new energy generation (at the transmission end) x CO2 emissions divided by electricity sales volume (after adjustment)
+ power generated at transmission end x (FY2013 transmission and distribution loss ratio - FY2022 transmission and distribution loss ratio) x CO2 emissions divided
by electricity sales (after adjustment)
+ in-house thermal power generation (excl. internal combustion) x (FY2022 in-house steam power gross generating efficiency [power generation end] ÷ (FY2013 in-
house steam power gross generating efficiency [power generation end] - 1) x CO2 emissions divided by electricity sales volume (after adjustment)
+ CO2 reductions from CO2 emissions credits*Reduction due to power generation and purchasing: Calculated using CO2 emissions (post-adjustment) per electricity sales volume for Kyushu EP in FY2021,
comparing against a baseline which assumes all power is produced via renewable energy (excluding pumping for hydroelectric).*Facilities efficiency improvement: Calculated using thermal efficiency and power transmission/distribution loss rate for FY2013 as a baseline.
SF6 recovery amount
(SF6 handled-SF6 released) x 22,800 (Global warming potential)*Calculated using baseline which assumes SF6 is not recovered from machinery into which it is injected during inspection and removal.
SOx reduction amount
(Amount of sulfur in fuel x fuel consumed x 64 ÷ 32) - SOx emissions) + (SOx emissions - (SOx emissions x reported amount of sulfur in fuel ÷ amount of sulfur in fuel))*Calculated using a baseline which assumes no flue gas treatment and no use of low sulfur fuel at power plants.
NOx reduction amount
NOx emissions ÷ (1 - denitrification efficiency x treated volume) - NOx emissions*Calculated using a baseline which assumes no denitrification is performed at power plants.
Recycled industrial waste
Amount of industrial waste generated and recycled
Low-level radioactive waste generation
The reduction in volume achieved by incinerating, compressing or otherwise disposing of the low-level radioactive waste generated is converted into an equivalent
number of 200 L drums.
Recycled paper
In addition to copier paper, includes newspapers, magazines, cardboard, confidential documents, etc.
Recycled water/rainwater utilization
Recycled water (purchased + treated water) + rainwater utilization
■しかく
Amount of Water Usage (for Power Generation) and Wastewater at Thermal, Nuclear, and Internal
Combustion Power Plants
Unit FY2019 FY2020 FY2021 FY2022
Water Usage (for Power Generation)
10,000 t
601 614 524 609
Wastewater 258 262 236 257*All wastewater is discharged into the sea.
Water for power generation
Amount of water from external input (city water, well water, etc.) minus water for daily use. Does not include seawater used as cooling water or water recirculated at
each power plant.
Wastewater
The amount of wastewater appropriately treated at the wastewater treatment facilities inside each power plant.
*Calculation methods changed from FY2022
ガバナンス パフォーマンスデータ
Environment | Social | Governance | Independent Practitioner's Assurance77Contents Introduction Environment Social Governance Performance Data
■しかくControl CO2 Emissions by Introducing Fuel-Efficient Vehicles and Eco-Driving
Unit FY2019 FY2020 FY2021 FY2022
Electric vehicles introduced (total) vehicles 192 199 259 349
*Total for EVs and PHVs
*Calculated with FY1995 as 100.
*Calculated with FY2008 as 100.
Environmental efficiency =
Environmental efficiency =
Product/service value [Electricity sales volume] (kWh)
Environmental load (t)
Product/service value [Electricity sales volume] (kWh)
Environmental load (t)
■しかくChanges in CO2, SOx, NOx Environmental Efficiency (Electricity Sales Volume Standard)
FY2019 FY2020 FY2021 FY2022
CO2 98.3 76.1 93.1 78.7
SOx 235.3 214.2 256.6 227.3
NOx 163.7 153.9 169.3 159.0
■しかくChanges in Industrial Waste Environmental Efficiency (Electricity Sales Volume Standard)
FY2019 FY2020 FY2021 FY2022
Changes in Industrial Waste Environmental Efficiency
(Electricity Sales Volume Standard)
134.5 145.2 51.7 11.0
■しかくEconomic Effects of Environmental
Classification of
environmental activities
Main activities Unit
Economic Effects
FY2019 FY2020 FY2021 FY2022
Resource
circulation
Waste
measures
Sale of disused valuables100millionyen3.4 3.6 11.9 13.9
Waste
reduction
Reduction of processing
costs such as final disposal
by recycling
79.4 73.2 64.8 85.3
Total 82.8 76.8 76.7 99.2
■しかくEffects of Environmental Activities
Classification Item Unit
Effects of Environmental Activities
FY2019 FY2020 FY2021 FY2022
Global
environmental
preservation
Suppression
of GHG
emissions
Nuclear Power
Generation
10,000
t-CO2
1,038 802 1,589 800
New energy power
generation/purchase
399 484 606 490
Hydroelectric/
Geothermal
254 199 247 198
Improved thermal
efficiency
29 59 44 62
Utilization of Kyoto
mechanism, etc.
0 0 0 0
SF6 Emission reduction 25 18 19 28
SOx reduction amountkt55 63 51 68
NOx reduction amount 17 23 24 26
Soot and Dust reduction amount 37 91 54 63
Resource
circulation
Industrial
Waste
Amount recycledkt915 878 777 1,014
Appropriate disposal
amount
2 2 5 24
General
Waste
Amount recycled 5 4 4 4
Appropriate disposal
amount
1 1 1 2
Low-level radioactive waste reduction
(200 L drum equivalent)
drums 3,392 4,226 3,279 3,840
Spent nuclear fuel amount quantity 4,486 4,710 4,742 4,946
Scope of aggregation: Kyushu EP and Kyushu T&D
Nuclear Power Generation
Estimated assuming that the amount of power generated by nuclear power was covered by the average of all our power sources
New energy power generation/purchase, Hydroelectric/Geothermal
Estimated assuming that the amount of electricity generated by renewable energy (hydropower excluding power for pump operation) is covered by the average of all
of our power sources
Improved thermal efficiency, Reduction of transmission and distribution loss
Calculated based on FY2013 value (in line with national GHG reduction targets, in 2020, the base year was changed from FY1990 to FY2013)
SF6 Emission reduction
Convert the amount recovered during inspection/removal to CO2 weight using the SF6 GWP (22,800 [23,900 until FY2014])
SOx, NOx, and soot reduction amount
Calculated based on the difference from the actual emission amount, using the emission amount (estimated value) when no measures are implemented as the
baseline.
General Waste
Amount of waste paper, dam driftwood, and shellfish in general waste generated in-house
Spent nuclear fuel amount
Includes fuel to be reused*FY2018 CO2 emissions was used to calculate the CO2 emission control effect per electric energy.
■しかくEnvironmental Breaches
Unit FY2019 FY2020 FY2021 FY2022
No. of breaches of laws or regulations No. 0 0 1 0
Amount of fines or penalties related to the above yen 0 0 0 0
Environmental liabilities recorded as unpaid at year-end yen 0 0 0 0
ガバナンス パフォーマンスデータ
Environment | Social | Governance | Independent Practitioner's Assurance78Contents Introduction Environment Social Governance Performance Data
*1 Based on wet coal
*2 Amount of power generated by the company's own facilities.*3 "Purchased, etc." in corporate operations includes FIT purchased power and
power used for sending and receiving interchange power to or from other
companies.
*4 Uranium and plutonium allowance (converted from calorific value)
*5 Does not include seawater used as cooling water.
*6 Includes recycled water/rainwater utilization.*7 Includes CO2 from In-house power consumption and purchasing power from
other companies.
Greenhouse gas emissions
・CO2
Calculated based on "Calculation and publication of basic emission factors
and adjusted emission factors for each electric power company" (including the
amount of electricity purchased by other companies), which is a document
announced by the government based on the Act on Promotion of Global
Warming Countermeasure.
Post adjustment = unadjusted CO2 emissions - CO2 emission credit
amortization + fixed price purchase adjusted CO2 emissions.
・From in-house power consumption
In-house power consumption x CO2 emissions per electricity sales volume (post-
adjustment)
・SF6
Emissions (Natural leakage+At the time of Equipment inspection, Equipment
removal, Trouble, Repair work, etc.) x 22,800 [GWP]
・N2O
Emissions (Fuel use, Factory wastewater treatment, Treatment of human waste,
etc.) x 298 [GWP]
・HFC
Consumption of each HFC x corresponding GWP
Air pollutant emissions
・SOx/NOx
The total value of each thermal power (including internal-combustion power)
"total exhaust gas amount x concentration in exhaust gas" converted by weight
for each power plant.
Discharged water load
Total value of wastewater x weighting coefficient of each water pollutant (our
original coefficient) x total of average concentration of each water pollutant at
the time of discharge (discharge).*Total value (Thermal/Geothermal/NPS) converted to the equivalent of COD
(Chemical Oxygen Demand) weight.
COD emissions
Total value of wastewater x average COD concentration at the time of discharge
(emission)*Total value (Thermal/Geothermal/NPS) of COD (Chemical Oxygen Demand)
contained in wastewater treated by wastewater treatment equipment
Industrial waste landfill disposal
External landfill disposal amount + Internal landfill disposal amount
Low-level radioactive waste generation
Amount generated (200 L drum equivalent) - Amount of reduction* (200 L drum
equivalent)*The value of the amount of low-level radioactive waste generation by
incineration, compression, etc. converted to a 200 L drum.
Vehicular CO2 emissions
Fuel consumption of general vehicles and special vehicles x unit calorific value
x CO2 emission factor + Electric vehicle charging power x CO2 emissions per
electricity sales volume (post-adjustment)
Waste paper disposal
Amount generated − Amount of recycle
Water supply usage
Purchased amount of tap water
■しかくEnvironmental Loads Resulting from Business Operations (FY2022)
Other (Office, etc.)
Activities
coal*1
heavy oil
crude oilLNGdiesel
biomass
(wood)
biomass
(sewage)
7.38 Mt
230 ML0 ML2.13 Mt
10 ML4 kt758 t
materials
ammonia
limestone8 kt96 kt
fuel for nuclear power
generation*4
nuclear fuel 41 t
water for power generation*5 water usage 6.09 Mt
expendable supplies, etc.
copier paper
water
usage*6
376 t
380 Kt
fuel for vehicles
gasoline
and diesel 2 Mt
Power Generation‐Related
fuel for thermal
power generation
Resource Input
Power Generation‐Related
EnvironmentalLoadCustomers
electricity sales volume
73.3 TWh
Operations
Electrical power
transmission
and distribution
Power
generation
nuclear
20.9 TWh
thermal
36.2 TWh
hydroelectric
4.4 TWh
other
1.2 TWh
transmission
and distribution loss
Power forpumpoperation
Purchased*3
[geothermal, solar,
wind, biomass]
‐3.5 TWh
Production*2
(Power Generation)
in‐house power
consumption
‐2.6 TWh
‐2.1 TWh
purchased
from others
18.9 TWh
greenhouse gas emissionsSF6N2OHFC33.2 Mt‐CO2
36 kt‐CO2
42 kt‐CO2
1200 t‐CO2
air pollutant emissionsSOxNOx
11 kt
22 kt
drainage
discharged
water load
COD emissions
153 t6 tindustrial waste
landfill disposal
coal ash 3.6 kt
Other (Office, etc.)
Activities
vehicular CO2
emissions 4 kt
waste paper
disposal 2 t
water supply
usage 335 kt
low‐level radioactive
waste generation
emissions 2,020 drums
CO2*7
■しかくAmount of Raw Materials Used
Unit FY2019 FY2020 FY2021 FY2022
Amount of energy consumed (crude oil equivalent) 10,000 kL 622 769 612 822
For thermal power
generation
Coal 10,000 t 659 687 532 738
Heavy oil 10,000 kL 22 22 23 23
Crude oil 10,000 kL 0 0 0 0
LNG 10,000 t 107 198 160 213
Diesel 10,000 kL 2.2 1.2 0.4 0.1
Biomass (wood) 10,000 t 0.5 0.4 0.4 0.4
Biomass (sewage) t 820 825 788 758
For nuclear power
generation
Nuclear fuel t 81 58 82 41
Water for power
generation
Water usage 10,000 t 601 614 524 609
Materials
Ammonia 10,000 t 0.6 0.8 0.6 0.8
Limestone 10,000 t 9.8 9.1 7.5 9.6
Fossil fuel consumption (crude oil equivalent)
ガバナンス パフォーマンスデータ
Environment | Social | Governance | Independent Practitioner's Assurance79Contents Introduction Environment Social Governance Performance Data
■しかくGroup Company Low-emission Vehicle Introduction Rate (excl. Special Vehicles)
Unit FY2019 FY2020 FY2021 FY2022
Low-emission
vehicle
introduction rate
No. of vehiclesNo.3,484 3,542 3,469 3,470
No. of low emission
vehicles
2,550 2,352 2,514 2,559
Low-emission vehicle
introduction rate
% 73.2 66.4 72.5 73.7
Special vehicles
Special vehicles refer to trucks, special motor vehicles, and special-purpose cars, etc.
Low-emission vehicle introduction rate
Percentage of electric vehicles (including plugin hybrid vehicles), hybrid vehicles and fuel-efficient vehicles
■しかくGroup Company Energy Usage by TypeUnitFY2019 FY2020 FY2021 FY2022
No. of
companies
AmountusedNo. of
companies
AmountusedNo. of
companies
AmountusedNo. of
companies
AmountusedElectricity
Office GWh 38 22.2 35 19.5 35 23.0 34 24.2
Factories, etc. GWh 30 385.4 32 422.0 28 477.6 28 511.5FuelVehicles, etc. Petrol, etc. ML 42 6.2 42 4.2 38 4.2 37 4.4
For air conditioning ML 7 0.1 9 0.2 8 0.2 9 0.1
For industrialuse*A-type
heavy oil
ML 10 0.8 11 0.8 9 0.6 10 0.6
LNG/LPG kt 6 1.1 6 0.9 4 0.7 4 0.1
Heat Steam, etc. TJ 2 33.0 4 39.9 3 39.3 4 44.8*Excludes electricity sold to other power companies, etc. (for power generation)
■しかくGroup Company Main Achievements (Summary)UnitResults
FY2019 FY2020 FY2021 FY2022
InitiativestoAddress
Global
Environmental
Issues
Office power
Usage GWh 22.2 19.5 23.0 24.1
Usage per unit area kWh/m2 83.4 71.7 80.2 83.7
Private logistics
transportation
(excluding special vehicles)
Low-emission vehicle
introduction ratio
% 73.2 66.4 72.5 73.8
Fuel consumption
rate (fuel efficiency)
km/L 11.8 12.1 11.9 12.2
SF6 recovery rate
During machine
maintenance
% 99.5 99.6 99.6Norecords
During machine
removal
% 100NorecordsNorecordsNorecords
Recovery implementation rate during machine
maintenance for fluorocarbons subject to regulation
% 96 92 86 94
Copier paper usage
million
sheets
130 106 101 101
Water supply
Usage kt 127 152 144 143
Per person m3/person 10.8 13 10.7 10.8
InitiativestoEstablishaRecycling
Society
Recycling rate
Industrial Waste % 94 93 95 95
Coal ash % 100 100 100 100
Other % 87 87 90 81
Waste paper % 94 92 89 94
Green procurement rate % 86 75 79 80
Protecting
environmentsinlocal
communities
SOx emissions per quantity of thermal power
generated
g/kWh 0.18 0 0.31 0.29
NOx emissions per quantity of thermal power
generated
g/kWh 0.18 0 0.19 0.16
Low-emission vehicle introduction ratio
Percentage of Electric vehicles (including plugin hybrid vehicles), hybrid vehicles and fuel-efficient vehicles
No records
Those what own the equipment but do not have a record of inspection or removal of the equipment
Copier paper usage
A4 size conversion number
Green procurement rate
The scope of procurement is office supplies (paper, stationery) and other products deemed to have a low environmental impact.
ガバナンス パフォーマンスデータ
Environment | Social | Governance | Independent Practitioner's Assurance80Contents Introduction Environment Social Governance Performance Data
Stable Supply
■しかくNuclear Power Station Utilization Rate (Kyushu EP)
Unit FY2019 FY2020 FY2021 FY2022
Nuclear power station utilization rate % 82.0 62.4*1
91.4 57.7 *2*1 Decreased due to a halt in regular inspections in conjunction with installation work for Specific Safety Facilities at Sendai Units 1 and 2, etc.*2 Decreased due to a halt in regular inspections in conjunction with installation work for Specific Safety Facilities at Genkai Units 3 and 4, etc.
(Specific Safety Facilities)
Establishment of facilities with functions that prevent damage to the reactor containment vessel in the event that reactor cooling functions are lost
and the reactor core is seriously damaged, due to acts of terrorism such as intentional aircraft collision with the reactor auxiliary building, etc.
■しかくCumulative Low-level Radioactive Waste Stores (Kyushu EP)
Unit FY2019 FY2020 FY2021 FY2022
Amount stored
in power plant
Genkai NPS
drums (200-liter
drum equivalent)
38,418 38,148 38,310 38,719
Sendai NPS 27,303 27,873 27,767 27,523
Total 65,721 66,021 66,077 66,242
Amount
transported out*
Genkai NPS 1,720 1,720 1,384 1,720
Sendai NPS 0 0 0 0
Total 1,720 1,720 1,384 1,720
*Amount transported out to the Low-Level Radioactive Waste Disposal Center
Community
■しかくDonations
Unit FY2019 FY2020 FY2021 FY2022
Contributions to relief projects as stipulated
in local government ordinances 100
millionyen0.2 0.2 0.2 0.1
Donations as part of community and social
activities
6.1 8.2 13.3 5.4
Total 6.3 8.4 13.5 5.5
*Total for Kyushu EP and Kyushu T&D
■しかくVolunteer Leave (Kyushu EP and Kyushu T&D)
Unit FY2019 FY2020 FY2021 FY2022
No. of days of volunteer leave taken days 224 117 66 70
■しかくAwards for Contributions to the Local Community (Kyushu EP and Kyushu T&D)
Unit FY2019 FY2020 FY2021 FY2022
No. of awards for contributions to the local
community
persons 28 28 11 18
Human Resource Development
■しかくTraining Hours
Unit FY2019 FY2020 FY2021 FY2022
Average number of training hours per
employee
hrs ― 21.8 76.4 51.0
*Training hours for FY2020 do not include education and training by department other than new employee education.
■しかくNo. of Employees (Employees + Career-track Employees) (Kyushu EP and Kyushu T&D)
Unit FY2019 FY2020 FY2021 FY2022Malepersons
11,791
(91.9)
11,660
(91.7)
11,481
(91.5)
11,267
(91.3)
Female
1,038
(8.1)
1,057
(8.3)
1,062
(8.5)
1,072
(8.7)
Total 12,829 12,717 12,543 12,339
*Figures in parentheses indicate percentages
■しかくNo. of People in Management (Kyushu EP and Kyushu T&D)
Unit FY2019 FY2020 FY2021 FY2022Malepersons
4,567
(97.5)
4,544
(97.4)
4.537
(97.3)
4,519
(97.1)
Female117(2.5)123(2.6)127(2.7)136(2.9)
Total 4,684 4,667 4,664 4,655
*Figures in parentheses indicate percentages
*Managerial positions refer to section chief level or higher (excluding executives)
■しかくNumber Hired (Kyushu EP and Kyushu T&D)
Unit FY2019 FY2020 FY2021 FY2022Malepersons219(84.6)248(81.3)230(83.9)217(81.9)
Female40(15.4)57(18.7)44(16.1)48(18.1)
Total 259 305 274 265
*Figures in parentheses indicate percentages
Environment | Social | Governance | Independent Practitioner's Assurance81Contents Introduction Environment Social Governance Performance Data
■しかくAttrition Rate (Kyushu EP and Kyushu T&D)
Unit FY2019 FY2020 FY2021 FY2022
No. of employees who left the company
(including retirees)
persons
421 479 503 551
No. of employees who retired for personal
reasons
96 94 125 114
No. of employees at beginning of term 12,890 12,761 12,551 12,315
Attrition rate % 0.74 0.74 1.00 0.93
*Attrition rate = employees who left for personal reasons/employees at the beginning of the term x 100 (%)
■しかくAverage Age (Kyushu EP and Kyushu T&D)
Unit FY2019 FY2020 FY2021 FY2022Maleage
44.5 44.7 44.9 45.1
Female 38.4 38.3 38.4 38.3
Overall average 44.0 44.2 44.4 44.5
■しかくAverage Years of Continuous Employment (Kyushu EP and Kyushu T&D)
Unit FY2019 FY2020 FY2021 FY2022Maleyears
24.7 24.8 25.0 25.1
Female 18.1 17.8 17.8 17.6
Overall average 24.2 24.2 24.4 24.5
■しかくNo. of Labor Union Members (Kyushu EP and Kyushu T&D)
Unit FY2019 FY2020 FY2021 FY2022
No. of labor union members persons
8,820
(68.8)
8,568
(67.4)
8,368
(66.7)
6,722
(54.5)
*Figures in parentheses indicate percentage of total employees*The number of persons covered by the collective agreement. Based on the union store agreement, all employees (excluding special managers, etc.) are
members of the labor union, and the labor union membership rate of the relevant employees is 100%.
■しかくContract Employees and Temporary Staff (Kyushu EP and Kyushu T&D)
Unit FY2019 FY2020 FY2021 FY2022
Contract employees
persons
164 273 305 215
Temporary staff 645 558 527 395
■しかくHeads of Organizations and Important Employees including Managers (Kyushu EP and Kyushu T&D)
Unit FY2019 FY2020 FY2021 FY2022
Heads of organizationsMalepersons
1,309 1,301 1,276 1,056
Female 19 20 22 13
Total 1,328 1,321 1,298 1,069
Important employees
(indicated again)
Male 97 90 91 92
Female 3 2 1 2
Total 100 92 92 94
■しかくFull-time Employees by Gender (Kyushu EP)
Unit FY2019 FY2020 FY2021 FY2022Malepersons―6,590
(86.9)
6,489
(86.7)
6,416
(86.5)
Female ―994(13.1)994(13.3)999(13.5)
Total ― 7,584 7,483 7,415
*Figures in parentheses indicate percentages
*Due to the splitting up of the company in April 2020, data is only given for FY2020 onward
Environment | Social | Governance | Independent Practitioner's Assurance82Contents Introduction Environment Social Governance Performance Data
■しかくFull-time Employees by Age (Kyushu EP)
Unit FY2019 FY2020 FY2021 FY2022
20s and underMalepersons―964
(14.6)924(14.2)894(13.9)
Female ―323(32.5)326(32.8)320(32.0)
Total ― 1,287 1,250 1,21430sMale ―998(15.1)
1,051
(16.2)
1,105
(17.2)
Female ―217(21.8)210(21.1)224(22.4)
Total ― 1,215 1,261 1,32940sMale ―
2,158
(32.7)
1,991
(30.7)
1,855
(28.9)
Female ―208(20.9)216(21.7)226(22.6)
Total ― 2,366 2,207 2,08150sMale ―
2,308
(35.0)
2,396
(36.9)
2,335
(36.4)
Female ―236(23.7)233(23.4)212(21.2)
Total ― 2,544 2,629 2,547
60s and over
Male ―162(2.5)127(2.0)227(3.5)
Female ―10(1.0)9(0.9)17(1.7)
Total ― 172 136 244
Total ― 7,584 7,483 7,415
*Excludes executive officers and directors
*Figures in parentheses indicate percentages
*Due to the splitting up of the company in April 2020, data is only given for FY2020 onward
■しかくManagers (Kyushu EP)
Unit FY2019 FY2020 FY2021 FY2022Malepersons―2,947
(96.2)
2,959
(96.1)
2,959
(95.8)
Female ―116(3.8)120(3.9)130(4.2)
Total ― 3,063 3,079 3,089
*Figures in parentheses indicate percentages
*Due to the splitting up of the company in April 2020, data is only given for FY2020 onward
*Managerial positions refer to section chief level or higher (excluding executives)
■しかくLeavers (for personal reasons)
Unit FY2019 FY2020 FY2021 FY2022
Male (Attrition rate)
Kyushu EP
persons(%)―50(0.75) 61
(0.92) 69
(1.05)
Kyushu EP and
Kyushu T&D73(0.63) 97
(0.85) 89
(0.79)
Female (Attrition rate)
Kyushu EP―20
(1.96) 28
(2.73) 24
(2.34)
Kyushu EP and
Kyushu T&D21(1.93) 28
(2.57) 25
(2.29)
Total (Attrition rate)
Kyushu EP―70
(0.91) 89
(1.16) 93
(1.22)
Kyushu EP and
Kyushu T&D94(0.74) 125
(1.00) 114
(0.93)
*Excludes executive officers and directors
*Figures in parentheses indicate percentages
*Due to the splitting up of the company in April 2020, data is only given for FY2020 onward
■しかくAverage Age (Kyushu EP)
Unit FY2019 FY2020 FY2021 FY2022
Overall average age ― 43.4 43.6 43.7
*Excludes executive officers and directors
*Due to the splitting up of the company in April 2020, data is only given for FY2020 onward
■しかくAverage Years of Service (Kyushu EP)
Unit FY2019 FY2020 FY2021 FY2022
Overall average years ― 21.2 23.3 23.4
*Excludes executive officers and directors
*Due to the splitting up of the company in April 2020, data is only given for FY2020 onward
■しかくNo. of Labor Union Members (Kyushu EP)
Unit FY2019 FY2020 FY2021 FY2022
No. of labor union members persons ―
5,181
(68.3)
5,031
(67.2)
4,480
(60.4)
*Excludes executive officers and directors
*Figures in parentheses indicate percentages
*Due to the splitting up of the company in April 2020, data is only given for FY2020 onward
Environment | Social | Governance | Independent Practitioner's Assurance83Contents Introduction Environment Social Governance Performance Data
Diversity
■しかくEmployment Rate of Persons with Disabilities
Unit FY2019 FY2020 FY2021 FY2022
Employment rate of persons with disabilities %2.34(310.0)2.32(307.0)2.29(301.0)2.46(320.5)
*Under the special rule for related subsidiaries, Q-CAP and Kyushu Transmission and Distribution (Kyushu T&D) are subject to lump-sum accounting.
*Figures in parentheses indicate the number of employees with disabilities
Establishment of Workplace Environments
■しかくTotal Actual Working Hours (Kyushu EP and Kyushu T&D)
Unit FY2019 FY2020 FY2021 FY2022
Total hours worked per person hrs 1880.6 1885.3 1861.7 1868.3
■しかくNo. of Days of Paid Leave Utilized Annually (Kyushu EP and Kyushu T&D)
Unit FY2019 FY2020 FY2021 FY2022
No. of days of paid leave utilized annually per
person
days 16.2 16.6 16.6 17.4
■しかくChildcare, Nursing, and Family Care Support (Kyushu EP and Kyushu T&D)
Unit FY2019 FY2020 FY2021 FY2022
No. utilizing childcare leave persons61(13)68(11)73(26)279(225)
Ratio of male childcare leave*1
% 3.7 3.5 8.3 80.6
No. working shortened hours for childcare
persons98(0)127(1)130(1)162(7)
No. utilizing nursing time off345(236)299(211)323(222)351(241)
No. utilizing family care leave4(1)3(0)1(1)3(3)
No. working shortened hours for family care2(0)2(1)7(1)6(1)
No. utilizing family care time off169(145)185(156)157(133)179(155)
*Figures in parentheses indicate male employees*1 The proportion of male employees who took childcare leave in all male employees whose spouses delivered babies is calculated based on the
provisions of the Ordinance for Enforcement of the Act on Childcare Leave, Caregiver Leave, and Other Measures for the Welfare of Workers Caring
for Children or Other Family Members (Ordinance of the Ministry of Labour No. 25 of 1991). In FY2022, the spousal maternity leave system was
abolished and childcare leave was made partially paid.
Safety and Health
■しかくWork-related Accidents (Kyushu EP and Kyushu T&D)
Unit FY2019 FY2020 FY2021 FY2022
Electric shocksNo.0 0 0 0
Falls 1 0 1 0
Traffic accidents 9 5 7 3
Other accidents 31 22 30 24
Total41(0)27(0)38(0)27(0)
Major accidents 3 0 2 0
*Figures in parentheses indicate those who lost their lives
*Other accidents include falls from failing to check footing and mishandling of tools
■しかくOn-the-job Accident Rate (Kyushu EP and Kyushu T&D)
Unit FY2019 FY2020 FY2021 FY2022
Number of accidents per 1 million working
hours
No. 0.390.29(0.19)0.30(0.10)0.06(0.00)
*Figures in parentheses are non-consolidated figures for Kyushu Electric Power (Kyushu EP)
■しかくLabor Accident Severity (Kyushu EP and Kyushu T&D)
Unit FY2019 FY2020 FY2021 FY2022
Labor accident severity days 0.012
0.004
(0.002)
0.009
(0.009)
0.000
(0.000)
*Days of labor lost due to labor accidents per 1,000 hours worked
*Figures in parentheses are non-consolidated figures for Kyushu EP
■しかくNo. of Employees Receiving Safety Education (Kyushu EP and Kyushu T&D)
Unit FY2019 FY2020 FY2021 FY2022
Statutory education
When hired (new
employees)
persons
248 295 290 252
Foreman 1,849 457 1,196 1,233
Safety manager 39 87 52 57
Total 2,136 839 1,538 1,542
Training by level
Safety training for
general employees
911 177 2,098 794
Safety training for
management
355 308 461 466
Total 1,266 485 2,559 1,260
Environment | Social | Governance | Independent Practitioner's Assurance84Contents Introduction Environment Social Governance Performance Data
■しかくContractor and Subcontractor Accidents
Unit FY2019 FY2020 FY2021 FY2022
No. of accidents that have occurredNo.16(0)30(3)24(1)26(1)No. of serious accidents that have occurred 7 20 15 16
*Figures in parentheses indicate those who lost their lives
*Number of work absences of 4 days or more (including accidents involving fee collection)
Human Rights
■しかくHuman Rights Education Activities
Unit FY2019 FY2020 FY2021 FY2022
Kyushu EP
Kyushu T&D
In-house training
participants
11,660 12,498 12,215 10,316
Outside training 456 167 210 139
Group companies
7,852(44)7,304(43)6,073(43)9,881(43)■しかくActual Use of the Harassment Advice Counter
Unit FY2019 FY2020 FY2021 FY2022
Actual use of the counter No. 9 5 7 6
■しかくNo. of Cases of Serious Human Rights Violations (Kyushu EP and Kyushu T&D)
Unit FY2019 FY2020 FY2021 FY2022
No. of cases of serious human rights
violations
No. 0 0 0 0*Particularly serious cases of discrimination on the basis of race, ethnicity, gender, religion, nationality, etc., as well as child labor, forced labor, human
trafficking, violation of workers' right to organize, etc., which this company has announced or has been recognized by a final court decision or other
process as being the responsibility of this company.
Environment | Social | Governance | Independent Practitioner's Assurance85Contents Introduction Environment Social Governance Performance Data
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Corporate Governance Compliance
■しかくDirector Remuneration (excl. Audit & Supervisory Committee Members)
Unit FY2020 FY2021 FY2022
Basic Remuneration (pecuniary awards and monthly salary)
million yen378(14)372(14)380(12)
Performance-linked Remuneration (pecuniary awards and short-
term-performance-linked bonuses)50(9)43(9)0(9)Performance-linked Remuneration (non-pecuniary awards
and medium- to long-term-performance-linked, stock-based
compensation)82(9)53(9)61(9)
*Figures in parentheses indicate no. receiving*Performance-linked remuneration is based on performance indicators given as financial targets in the Kyuden Group Management Vision, including consolidated
ordinary revenue, GHG emission reduction targets toward carbon neutrality, and dividends for shareholders.
■しかくDirector Remuneration (Audit & Supervisory Committee Members)
Unit FY2020 FY2021 FY2022
Basic Remuneration (pecuniary awards and monthly salary) million yen87(7)77(5)78(6)
*Figures in parentheses indicate no. receiving
■しかくBoard of Directors, Audit & Supervisory Committee, and Corporate Management CommitteeUnitAs of
March 31,2020As of
March 31,2021As of
March 31,2022As of
March 31,2023Board of Directors
Directors
persons16(2)15(3)15(3)15(3)
External directors5(2)5(3)5(3)5(3)
Audit & Supervisory
Committee
Directors 5 4 4 4
External directors3(1)3(2)3(2)3(2)
Corporate Management
Committee
President 1 1 1 1
Vice President 3 3 2 3
Senior Managing Executive
Officers
10 8 6 12*4
Managing Executive Officers 6*14*29*30Executive Officers, etc. 4*17*25*38*4*Figures in parentheses indicate female members
*1 Six managing executive officers and executive officers attended in response to agenda items
*2 Attended in response to agenda items
*3 Nine managing executive officers and executive officers attended in response to agenda items
*4 Ten senior managing executive officers and executive officers attended in response to agenda items
■しかくNo. of Consultations and Notifications Received by the Compliance Consultation Desks
Unit FY2020 FY2021 FY2022
Kyushu EP
Matters concerning the actions of officers/employeesNo.8 14 9
Matters concerning business operation and handling 2 3 11
Kyushu T&D
Matters concerning the actions of officers/employees 1 14 5
Matters concerning business operation and handling 1 2 1
*The privacy of users of the compliance consultation desks is firmly protected by laws, regulations, and company regulations and users will not be penalized or
disadvantaged in any way for the nature of their consultation or notification.
*The desks accept consultations or notifications by such methods as phone, email, letter, and face-to-face. Emails are accepted 24 hours a day.
Environment | Social | Governance | Independent Practitioner's Assurance86Contents Introduction Environment Social Governance Performance Data
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Environment | Social | Governance | Independent Practitioner's Assurance87Contents Introduction Environment Social Governance Performance Data
Independent Practitioner's Assurance
Member of
Deloitte Touche Tohmatsu Limited
(TRANSLATION)
Independent Practitioner’sAssurance Report
July26,2023
Mr. Kazuhiro Ikebe,
President and ChiefExecutiveOfficer,
Kyushu ElectricPowerCompany, Incorporated
Tomoharu Hase
RepresentativeDirector
DeloitteTohmatsuSustainability Co., Ltd.
3-2-3, Marunouchi, Chiyoda-ku, Tokyo
We have undertaken a limited assurance engagement of the ESG data indicated with for the year ended March 31, 2023 (the "ESG Information") included in the "KYUDEN GROUP ESG
DATABOOK2023"(the"Report")ofKyushuElectricPowerCompany,Incorporated (the"Company").
TheCompany’sResponsibility
The Company is responsible for the preparation of the ESG Information in accordance with the calculation and reporting standard adopted by the Company (indicated with the ESG information
includedin theReport).Greenhousegasquantificationissubjectto inherentuncertaintyforreasonssuchasincomplete scientificknowledgeusedtodetermineemissionsfactorsand numericaldata
neededtocombineemissionsofdifferentgases.
OurIndependenceandQualityControl
We have complied with the independence and other ethical requirements of the Code of Ethics for Professional Accountants issued by the International Ethics Standards Board for Accountants,
which is founded on fundamental principles of integrity, objectivity, professional competence and due care, confidentiality and professional behavior. We apply International Standard on Quality
Control 1, Quality Control for Firms that Perform Audits and Reviews of Financial Statements, and Other Assurance and Related Services Engagements, and accordingly maintain a
comprehensive system of quality control including documented policies and procedures regarding compliance with ethical requirements, professional standards and applicable legal and regulatory
requirements.
OurResponsibility
Our responsibility is to express a limited assurance conclusion on the ESG Information based on the procedures we have performed and the evidence we have obtained. We conducted our limited
assurance engagement in accordance with the International Standard on Assurance Engagements ("ISAE") 3000, Assurance Engagements Other than Audits or Reviews of Historical Financial
Information, issued by the International Auditing and AssuranceStandards Board ("IAASB"), ISAE 3410, Assurance Engagements on Greenhouse Gas Statements, issued by the IAASB and the
PracticalGuidelinefortheAssuranceofSustainabilityInformation,issuedbytheJapaneseAssociationofAssuranceOrganizationsforSustainabilityInformation.
The procedures we performed were based on our professional judgment and included inquiries, observation of processes performed, inspection of documents, analytical procedures, evaluating the
appropriatenessofquantificationmethodsandreportingpolicies,andagreeingorreconcilingwithunderlyingrecords.Theseproceduresalsoincludedthefollowing:
・ Evaluating whether the Company’s methods for estimates are appropriate and had been consistently applied. However, our procedures did not include testing the data on which the
estimatesarebasedorreperformingtheestimates.
・ Undertakingsitevisitstoassessthecompletenessofthedata,datacollectionmethods,sourcedataandrelevantassumptionsapplicabletothesites.
The procedures performed in a limited assurance engagement vary in nature and timing from, and are less in extent than for, a reasonable assurance engagement. Consequently, the level of
assuranceobtainedinalimitedassuranceengagementissubstantiallylowerthantheassurancethatwouldhavebeenobtainedhadweperformedareasonableassuranceengagement.
LimitedAssuranceConclusion
Basedon theprocedureswehaveperformedandthe evidencewehaveobtained,nothinghas come toour attention thatcausesus tobelievethat theESG Information isnotprepared,inallmaterial
respects,inaccordancewiththecalculationandreportingstandardadoptedbytheCompany.
Theaboverepresentsatranslation,forconvenienceonly,oftheoriginalIndependentPractitioner’sAssurancereportissuedintheJapaneselanguage.
Enlighten Our Future
1-82 Watanabe-dori 2-chome, Chuo-ku, Fukuoka, 810-8720, Japan
ESG Promotion Group, Corporate Strategy Division, Kyushu Electric Power Company, Incorporated
Tel: +81-92-984-4313