Chubu Electric Power Group Report 2021(Integrated Report)
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10Chubu Electric Power Group Report 2021Top CommitmentThe year 2020 was a tumultuous year. At a press conference in February 2020 prior to assuming the duties of president, I stated that the business environment is at a historic turning point, as evidenced by the advance of digital transformation (DX), rising needs for low carbonization, diversify-ing customer needs, and intensifying natural disasters. I also expressed my determination to contribute to the development of society by making our utmost efforts toward the simultane-ous achievement of “fullling our unwavering mission” and “creating new value” as articulated in the Chubu Electric Power Group Management Vision formulated in 2018. Soon after the press conference, COVID-19 began spreading rapidly, and Chubu Electric Power Group spared no efforts to ensure its business continuity while protecting the safety and health of its employees and their families and improving its personnel allocation structure that underpins our ability to continuously maintain a stable sup-ply. Based on the concept that the wellness of the Chubu Electric Power Group is closely tied to the well-being of its customers, we implemented measures to provide as much support as possible to those customers suffering from the impact of COVID-19. In society as a whole, the social struc-ture and lifestyles are undergoing dramatic changes that include decreasing ows of people due to greater teleworking and people staying at home, while at the same time there has been a higher logistics volume. In keeping with the move toward preventing global warming, in October 2020 Prime Minister Suga Yoshihide announced Japan’s 2050 Carbon Neutral Declaration, while in April 2021 Japan raised its greenhouse gas reduction target for 2030 to 46%, as initiatives have accelerated in one sudden burst to extend from low carboniza-tion to decarbonization. Meanwhile, tight nationwide supply and demand for electricity that occurred last winter also taught us a valuable lesson. This situation arose from a combination of factors such as a cold wave in Asia and matters related to the production and transportation of liqueed natural gas (LNG). Although we were ultimately able to secure the necessary supply capacity thanks to the coopera-tion of our customers and businesses, this situation reafrmed our recognition of the impor-tance of our responsibility to “stably deliver the energy that is indispensable to people’s lives.” I am condent that these major changes will instead create tremendous opportunities for us to innovate our management. Going forward, I believe that this will particularly be a time for overcoming the impact of COVID-19 and for transforming into a new economic society that differs from conven-tional models. We view changes in the business environment such as drastic transformations of the social structure and lifestyles as well as the move toward decarbonization as new business opportuni-ties. We will bravely tackle the challenges of addressing these changes based on a strategy that anticipates our image of Japanese society in 2050.Chubu Electric Power Group Management VisionLooking back on 20201Fullling our unwavering missionCreating new valueProviding services that exceed the expectations of our customers rst and foremost“Total energy service corporate group that is one step ahead”Consolidated ordinary income: 250 billion yen or more (The late 2020s)AchievesimultaneouslyTop CommitmentValue CreationClimate ChangeStrategyBusiness ActivitiesGovernanceHuman ResourcesFinancial / Corporate Data10Chubu Electric Power Group Report 2021

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