Target:
150円 billion
Mid-term target:
Over 125円 billion
Operating Revenues
(Consolidated)
2,221円.3billion
(FY2022)
Dividends
(Per Share of Common Stock)
(Kyushu EP)
0円per share
(FY2022)
Equity Ratio
(Consolidated) 12.2%
(End of FY2022)
Operating Income (Loss)
(Consolidated)
-72円.9billion
(FY2022)
Growth Investments
(Cumulative)
(Consolidated)
Approx.165円billion
(FY2021–2022)
Note: The Revised Accounting Standard for Revenue Recognition, etc. and the revised Electricity Business
Accounting Regulations have been applied from the beginning of Fiscal 2021, and the figures for Fiscal
2020 have been retroactively adjusted to reflect the said accounting standards.
Note: The Revised Accounting Standard for Revenue Recognition, etc. and the revised Electricity Business
Accounting Regulations have been applied from the beginning of Fiscal 2021, and the figures for Fiscal
2020 have been retroactively adjusted to reflect the said accounting standards.
Ordinary Income (Loss)
(Consolidated)
-86円.6billion
(FY2022)
Note: The Revised Accounting Standard for Revenue Recognition, etc. and the revised Electricity Business
Accounting Regulations have been applied from the beginning of Fiscal 2021, and the figures for Fiscal
2020 have been retroactively adjusted to reflect the said accounting standards.
Mid-term target: approx. 20%
500円 billion
2018 (End of FY)
2019 2020 2021 2022 202512.314.7*
〔12.7〕 14.0*
〔12.1〕
12.2*
〔10.4〕13.3* Includes amount (approx. 2%) recognized as capital from hybrid corporate bonds
(issued October 2020). Figures in parentheses do not include this amount.20302025 (FY)
2,017.1
2018 2019 2020 2021 2022 (FY)
2021 2022 2025 (FY)
2,013
1,521.9
1,743.3
2,221円.3 billion63.876.848.6-72円.9 billion86.579165(FY)
2018 2021 202220202019
2018 2019 2020 2021
2022 (FY)68.54055.146.132.3-86円.6 billion
-25円.6 billion
101.3262018 2019 2020 2021202252.5
Ordinary income (loss) Ordinary income (loss) (excluding the delayed effects of
fuel cost adjustments)
Interim Fiscal year-end*ICT
services
Building a sustainable
community together
Energy service
business
Urban
development
Overseas
business
Renewable
energy 25020030035
20 201520403015153517.517.50円 per share
Financial and Non-financial Highlights
1 Overview of the Kyuden Group 2 Value Creation Story 3 Strategy and Performance 4 Creating Value through Business 5 A Foundation for Creating Value 6 Data Section
Table of
Contents 94
KYUDEN GROUP INTEGRATED REPORT 2023
Financial and Non-
financial Highlights43%reduction29.221.82523.922.851.8(FY)CO2 emissions (basic emissions in million t-CO2)
CO2 emissions per kWh of electricity sold (basic emissions coefficient in kg-CO2/kWh)
CO2 emissions per kWh of electricity sold (post-adjustment emissions coefficient in kg-CO2/kWh)
2013 2018 2019 2020 2021 2022
0.617
0.613
0.347 0.370
0.344
0.479
0.365
0.319 0.296
0.296
0.382
0.399
Supply Chain GHG Emissions
Reduction Rate*1
(Scopes 1-3) (Kyuden Group*2)26%
(FY2022)
Total Number of KYUDEN
i-PROJECT* Participants
(Kyuden Group)
1,200 people
(FY2018–2022)
Nuclear Power Plant Utilization
Rate (Kyushu EP)
57.7%
(FY2022)
CO2 Emissions per kWh of
Electricity Sold (Kyushu EP)
Percentage of Male Employees
Who Took Childcare Leave
(Kyushu EP and Kyushu T&D)81%(FY2022)
Note: Post-adjustment values reflect CO2 emission credits and adjustments associated with the renew-
able energy feed-in-tariff (FIT) system. (Tentative figures for FY2022. Finalized figures are expect-
ed to be released by the government in December.)
Total Electric Power Sales
(Retail, Wholesale, Overseas)
(Kyuden Group)
Approx.110billion kWh
(FY2022)(FY)*1: Compared to FY2013
*2: Calculated for Kyushu EP and its consolidated subsidiaries (excl. those with negligible emissions)
Scope 2
Scope 1 Scope 3
Target:60%reduction
26 million t-CO236.95
0.00013
24.71
22.11
17.49
0.00005
22.23
0.00005
20.18
61.66
42.29 39.72
23.69
0.0000521.445.1026%reduction
0.453 kg-CO2/kWh
(Post-adjustment emissions coefficient)
0.399 kg-CO2/kWh
(Basic emissions coefficient)
(FY2022)
0.45320302025
2021 2022202020192018Wholesale
Retail Overseas
Note 1: Retail Electricity sales volume represents those for Kyushu EP as well as its consolidated subsidiaries
(Kyushu T&D, Kyuden Mirai Energy)
Note 2:The breakdowns and totals may not match due to rounding
Note: Applicable period is until the end of April after the child reaches the age of two
* The percentage of male employees who took childcare leave out of all male employees with newborn 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.
Target: 120
billion kWh
Mid-term target:105(FY)1107918131107719147511129173810892022202120202017201620152014 (FY)
(FY) (FY)
Kyushu Electric Power
National average0.02.55.09.1
19.3 20.613.40.020.731.936.773.182.062.491.424.4
19.3%
Percentage of male employees who took childcare leave20222021202020192018Number of employees who took childcare leave (men and women)*2022202120202019336
61 6821167336
279 people81%* A project to promote innovation throughout the Kyuden Group and thereby create new businesses and services
1,200 people6007609101,030201898897320192018
57.7%203020222021202020131 Overview of the Kyuden Group 2 Value Creation Story 3 Strategy and Performance 4 Creating Value through Business 5 A Foundation for Creating Value 6 Data Section
Table of
Contents 95
KYUDEN GROUP INTEGRATED REPORT 2023
Financial and Non-
financial Highlights