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January 2024 Federation of Electric Power Companies of Japan Press Conference with President Hayashi

January 19, 2024
Chubu Electric Power Co.,Inc.

First of all, we would like to express our deepest condolences to those who lost their lives in the Noto Peninsula Earthquake of 2024, which occurred at the beginning of this year, and our heartfelt sympathy to all those who were affected by the disaster.
The earthquake severely affected the lives and business activities of people in the areas, including long-term power outages which still leave approximately 7,400 customers without electricity, as well as infrastructure damage such as water supply cutoffs and transportation network disruptions.
I would like to express my deepest respect to those who are working so hard for restoration activities under very difficult circumstances. I hope they put their own safety first in carrying out the activities.
The Chubu Electric Power Group will dispatch support to the affected areas and provide its utmost cooperation in restoring power to the affected areas as quickly as possible.

Today, I would like to talk about the Group's human resources strategy and its progress as a theme of employment, personnel and labor management, in light of the recent release of Position Paper on Management and Labor Policy by Japan Business Federation.

The Chubu Electric Power's vision to be realized through the Group human resources strategy

Based on the idea that "the growth and excellent performance of each and every one of our group companies' human resources are the intrinsic value of our corporate group," the three Chubu Electric Power companies announced the human resources strategy in May last year and have been promoting various initiatives to realize Management Vision 2.0, formulated in November 2021.
The Group aims to "execute the unchanging mission" and "create new value" at the same time by having diverse human resources work in a wider range of fields, and contribute to the sustainable development of the community and society.
Toward its realization, we are working on two pillars to enable each of our human resources to fully demonstrate their abilities.
The first pillar is "creating an environment where diverse human resources can play an active role."
Based on the idea of proactively investing in further corporate growth and boosting the employees' work motivation, we have been implementing various initiatives, focusing not to mention "safety" and "health," which are the top priorities of corporate management, but also "diversity" and "work styles," among others.
As a recent initiative, we distributed a wearable device, which I'm also wearing, to all employees in FY2021 in order to create an environment where all employees can work vigorously and in good health, both physically and mentally.
Thanks in part to the device, the average number of steps taken by employees has increased to approximately 9,200 steps per day, exceeding the Ministry of Health, Labour and Welfare's recommendation of 8,000 steps per day, helping to establish an exercise routine. Moreover, the effect of the decrease in the labor loss rate, which indicates the percentage of workdays lost due to injury or illness, is becoming apparent.
We intend to continue expanding measures to ensure that our employees prevent illness and remain healthy throughout their lives.
Efforts are also being made to enhance the work environment for our employees by developing work systems and other measures that allow for flexible work styles.
As a part of these efforts, in line with the revision of the law last fiscal year, we reviewed part of our childcare leave system and implemented a better flexible system, setting a longer period during which childcare leave can be taken than that required by law, and allowing employees to work during the leave period.
We believe that this has promoted a better balance between work and childcare, contributing greatly to the enhancement of life-work balance.
As the second pillar, we are working on "providing opportunities and support for employees to take on the challenge of self-improvement."
In order to respond to the drastically changing business environment, it is necessary to reform existing operations through radical efficiency improvements, etc., and to expand business domains. To this aim, each and every one of our employees, who are the driving force behind our success, must continue to transform themselves.
Chubu Electric Power's concept of self-improvement is for employees to think about their own careers and realize growth and success beyond the trajectory of their seniors through autonomous challenges. We are now promoting initiatives based on the three "C" keywords of Chance, Challenge, and Change.
As a representative initiative, we have been expanding our internal recruitment system since last fiscal year to encourage diverse career development among our employees, and 57 applications were received for 42 positions in the year.
Since the introduction of this system, we have heard some employees say that it has given them an opportunity to think about their own careers and skill development, and we feel that it has been a great stimulus, especially for younger employees.
We are currently preparing to start the recruitment for this fiscal year, planning to offer openings in 165 positions, which is approximately four times the number of positions offered last time.
In addition, following the expansion of recruitment system and other factors, some employees requested to experience work in other departments to consider their own careers, thus, in-house dual employment and in-house internships were introduced last December for the response.
Our immediate goal under these measures is to expand the number of open positions available for internal recruitment to 300 by FY2025, a level that is approximately 10% of the total transfer scale.
We will continue to create an environment in which employees can actively transfer to workplaces of their own choice, thereby enhancing job satisfaction.
Furthermore, along with the expansion of various systems such as extensive support for certification acquisition, in order to meet the diversifying learning needs of our employees to achieve personal growth, we have introduced an online learning service for all employees. It offers more than 10,000 courses, which can be taken at any time and any place.
Seeing that almost all employees are currently using this service, it is clear that employee awareness is shifting toward developing diverse skills based on their own career aspirations and fostering a culture that challenges them to self-improve.
In addition to these initiatives, as a measure to achieve business transformation of the three Chubu Electric Power companies, we are also working to expand career recruitment mainly in new growth areas so as to secure human resources with immediate ability to play an active role.
We have set a goal of increasing the number of career hires to 20% of all hires in FY2025, as career hires have the effect of revitalizing the organization by bringing diverse experiences and values not previously available within the companies.
We already have achieved this goal ahead of schedule with 22% of the total hires. 112 new employees have now joined, demonstrating their abilities to the fullest based on their diverse experience in the field of Chubu Electric Power.
The decline in Japan's labor force continues due in part to the declining birthrate, and the environment for acquiring human resources is becoming increasingly severe.
In this environment, we believe it is important to anticipate social trends surrounding human resources and become the company to be chosen by employees and society at large to continuously secure excellent human resources, including essential workers.
I will continue to lead the way in accelerating our human resources strategy initiatives to build a new Chubu Electric Power Group, where employees with diverse values can "go all out" in their efforts to meet every life event and career stage.

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