Chubu Electric Power Group Report 2021(Integrated Report)

the sum of the digits, like adding one plus one to produce three or more, and it also buys time and resources. For this reason, post-merger integration (the integration process for maximizing synergies after executing the originally planned M&A) is crucial. With Eneco, at rst I thought the objective was to learn about a business model being promoted in Europe. On the contrary, however, I learned that there are numer-ous instances where Japan’s excellent systems are being introduced at partner companies. This type of M&A in particular generates mutual benets. Katsuno: Looking ahead, we must steadily allocate investments for carbon neutrality and digitization as new business elds. In the past, the Group’s business format entailed collecting electricity-use fees from customers over long periods of time through our elec-tric power business. In addition to this, we must now be able to reliably and chronologically manage the timing of investments and returns, including the cer-tainty of these, in new business areas. Katsuno: In the future it will be crucial to ensure the business model reforms now being discussed by man-agement and the work style changes we plan to imple-ment at the frontlines of business both function in unison in the same manner as rotating wheels on a vehicle. Our “unwavering mission” is to deliver eco-friendly, energy safely and stably at an affordable price. Nevertheless, the way we execute this mission is chang-ing dramatically. Flows of electricity will likely change signicantly in step with the growing introduction of distributed power sources such as renewable energy. In response, we must change our facilities formation and operation methods as well as our control of electricity ows. In working to fulll our mission, we are actively introducing the latest innovations in digital technologies while frontline employees are spearheading efforts to reform work operations. Ms. Kurihara, how do you view the foundation that needs to be strengthened for the sustainable growth of the Chubu Electric Power Group?Kurihara: “Human resources development” and “dia-logue with various stakeholders” are areas that need strengthening for sustainable growth. I would like to place particular value on diversity. A new source of value will be “collective wisdom.” This involves diverse human resources gathering for discussions in responding to changes in a highly uncertain business environment. For this reason, I believe that promoting cross-Group human resources development and management strategies will become an important issue in the future. Chubu Electric Power will need to think about what types of human resources with what types of skill sets should be assigned to and trained in which busi-ness areas and business entities as well as thoroughly consider active roles of human resources with experi-ence in different cultures. Katsuno: Regarding the allocation of human resources across the entire Group, we have room for improve-ment in terms of working toward optimization and so I look forward to discussing this issue as we move ahead. Moreover, reskilling (vocational skills redevelop-ment and re-education) will also be a key issue in the future. As the use of IT becomes more prevalent, some work can be performed without relying on human power. Even when I was a new employee, telecommu-nications was already advanced. In response to the systematization of operational work, I gained experi-ence in creating a new integrated maintenance system and undertaking organizational reforms for transferring the knowledge from operations work to maintenance work. With increased business activities in new elds in the future, promoting reskilling based on such a con-cept and demonstrating our comprehensive strengths Foundations needing to be strengthened for sustainable growthKatsuno Satoru earned a bachelor’s degree in electrical engineering from Keio University and joined Chubu Electric Power in 1977. He has held positions as General Manager of the Okazaki Regional Ofce, General Manager of the Tokyo Ofce, Representative Director and Executive Vice President, and General Manager of the Corporate Planning & Strategy Division. He became President & Director in 2015 and has been in his present position since April 2020. Born in 1954 in Aichi Prefecture.Joined the Development Bank of Japan in April 1987 and assumed ofce of Audit & Supervisory Board Member after playing an important role in the elds of M&A, nancing strategy, healthcare nancing, start-up support, etc. Left the Bank in June 2020 and has held current position since then. Assumed ofce of External Director of Chubu Electric Power in June 2020.Katsuno Satoru, Chairman of the Board of DirectorsKurihara Mitsue, Chairman of the Board of DirectorsValue Management Institute, Inc.Dialogue between the Chairman of the Board of Directors and an external directorTop CommitmentValue CreationClimate ChangeBusiness ActivitiesHuman ResourcesFinancial / Corporate DataStrategy53Chubu Electric Power Group Report 2021Governance

元のページ  ../index.html#54